strategic enrollment management plan · the strategic enrollment management plan intentionally...

Strategic enrollment management Plan2015 - 2018

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table of contentS 3 vision 4 goals 7 key strategies timeline 8 financial Pro forma 9 strategies, resources, requirements 17 strategy matrix 18 glossary

Developed by the Strategic Enrollment Management Steering Team:

rosa maria Banuelos-uribe, sheryl Berman, kathy calise, Joseph colton,

Jennifer falzerano, Jennifer frei, maurice Hamington, chris Hawken, lida

Herburger, Beth landy, kerry levett, kyle schmidt, Jennifer steele,

Brooke taylor, molloy Wilsonlayout by: char Houweling, Design & media center student

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lane community college ViSion

transforming lives through learning

lane community college miSSionlane is the community’s college; we provide comprehensive, accessible, quality, learning‐centered educational opportunities that promote student success.

Strategic enrollment management ViSionstrategic enrollment management guides the college in planning and decision-making that aligns services, resources, and programs to achieve optimal enrollment levels and support students in realizing their goals.

GOAL 1:

increase new student enrollment

by 5% per year

GOAL 2: increase

retention rate of atD cohort

by 5% over three years

GOAL 3: increase

credential attainment by 22% over three

years

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Key StrategieS● create an office for admissions and recruitment (year 1-2)● assess effectiveness of recruitment and enrollment processes (year 1) ° utilize aacroa consultant (in-state)● implement customer relationship management system (year 2-3)● Plan and implement targeted marketing and recruitment campaigns (year 1-3)

objectiVeS Performance indicatorShigh School yield rateS aPPlication of regiStration yield rateenrollment of StudentS 5 or more yearS PoSt high School graduationSPonSored Student1 enrollment

fall term international credit enrollmentPercentage of international eSl StudentS tranSitioning from the noncredit eSl Program to the credit Program

new Student athleteS in exiSting SPortSnew Student athleteS in newly added SPortS

annual fte

Increase overall new student headcount

Increase international student enrollment

Increase student athlete headcount

Increase students of color FTE

increaSe new Student fte by 5% each yeargoal 1

SuPPorting the miSSion of the college, the initial oVerarching goal of Strategic enrollment management iS to increaSe the oPPortunity to tranSform liVeS by PurPoSefully acting to Stabilize enrollment at 11,000 fte with the following goalS:

goalS

1 Not including international students

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Key StrategieS:● Develop a series of relational touch points for first year students (year 1-2) ° first term college success messaging/interventions [linked to HiPs] (year 1) ° momentum advising beyond the first term (year 2)● implement academic planning for first year students (year 1-2) °increase timeliness for prior college student transcript evaluation (year 1)● explore early academic performance alert system & student response team (year 1-2) °Provide professional development on alert indicators and reporting tools● implement returning student enrollment communication plan (year 1)

objectiVeS Performance indicatorSfall to winter PerSiStence

winter to SPring PerSiStence

regiStration momentum Point

tranSfer/certificate attainment of full-time cohort StudentS

continuouS enrollment (fall-winter-SPring)

fall regiStrationS during SPring term

good Standing SaP rateS

early fafSa fileS among returning StudentS

alert 2 to alert 3 aPS StudentS

Increase fall to spring persistence

Increase spring to fall persistence

increaSe retention rate of the lane atd cohort by 5% oVer three yearSgoal 2

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Key StrategieS● Plan and implement completion advising (year 2-3)● Promote reverse transfer (year 1)● increase timeliness for prior college student transcript evaluation (year 1)● explore motivation milestone application (year 2)

objectiVeS Performance indicatorSatd total cohortatd 1St generationPrior college

atd total cohortatd 1St generationPrior college uniVerSity of oregonoregon State uniVerSityPortland State uniVerSity

certificate ProgramScertificate claSSeS

Increase associate degree completion

Increase credit certificates

Increase reverse transfer

Increase non-credit certificates

goal 3 increaSe credential attainment by 22% oVer three yearS

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year 1: 2015-2016 year 2: 2016-2017 year 3: 2017-2018

assess effectiveness of recruitment and enrollment processesutilize aacroa consultant (in-state)

Promote reverse transfer

implement returning student enrollment communication plan

Decrease transcript evaluation time for prior college students

create an office for admissions and recruitment

Develop a series of relational touch points for first year students

first term college success messaging/interventions momentum advising beyond the first term

Plan academic planning for first year students implement academic planning for first year students

explore early academic performance alert system & student response team

Plan and implement targeted marketing and recruitment campaigns

conduct rfP Process for crm implement customer relationship management (crm) system

explore motivation milestone applica-tion

Plan (year 2) and implement (year 3) completion advising

Key StrategieS timeline

goal 1 goal 2 goal 3

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tuition & fee reVenue* year 1 year 2 year 3goal 1: increase new student enrollment by 5% per year $ 776,000 $ 1,235,000 $ 1,900,000

goal 2: increase retention rate of atD cohort by 5% over three years $ 160,000 $ 273,000 $ 386,000

goal 3: increase credential attainment by 22% over three years $ - $ - $ -

Total $ 936,000 $ 1,508,000 $ 2,286,000

* Based upon actual enrollment in base year of 2014/15. includes tuition and technology fee revenues only. state funding for fte and performance metric funding are not included in revenue.

inVeStmentS year 1 year 2 year 3assess effectiveness of recruitment and enrollment processes $ 12,500 $ - $ -

Promote reverse transfer $ 500 $ 500 $ 500

implement returning student enrollment communication plan $ - $ - $ -

Decrease transcript evaluation time for prior college students $ 54,200 $ - $ -

create an office for admissions and recruitment $ 245,400 $ 252,800 $ 260,400

Develop a series of relational touch points for first year students $ - $ - $ -

first year academic planning $ 43,000 $ 87,300 $ 89,900

explore early academic performance alert system and student response team $ - $ - $ -

Plan and implement targeted marketing and recruitment campaigns $ - $ - $ -

implement customer relationship management (crm) system* $ - $ 180,000 $ 60,000

explore motivational milestone application $ - $ - $ -

completion advising $ - $ - $ -

total $ 355,600 $ 520,600 $ 410,800

General Fund Total $ 355,600 $ 340,600 $ 350,800

*the customer relationship management system will be funded by the international students program in fund vi

financial Pro forma

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the strategic enrollment management Plan intentionally aligns sem objectives and indicators with other strategic efforts at the college, leveraging existing initiatives and resources where pos-sible. the strategy matrix on page 15 presents a list of strategies (both existing and recommended through this plan) that support sem goals. following is a list of new strategies recommended by the sem steering team with estimated resource requirements for implementation. When possible, staffing requirements will be funded through budgeted vacancies and therefore not require ad-ditional (new) resources. strategies are interrelated and designed to create synergistic results.

objectiVeS annual inVeStment commentSStaffing

materialS & SerViceS

total

exiSting $

$12,500

$12,500

one time conSulting fee

Strategy 1: acceSS effectiVeneSS of recruitment and enrollment ProceSSeSWorking with an in-state consultant from the american association of collegiate registrars and admissions officers, staff will conduct a robust assessment of lane’s admissions and enrollment processes, structures and systems from the perspective of the myriad student, agency and organizational populations we serve to iden-tify strengths, issues, and opportunities for improvement. recommendations will be forwarded to sem leads and be incorporated into the new office for admissions and recruitment (strategy 5).

Timeline: Summer/Fall 2015

StrategieS

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reSourceS reQuired annual inVeStment commentSStaffing


total

exiSting

exiSting

$

$500

$500

Printing/marKeting material



total

exiSting

exiSting

$

$

$

Strategy 2: Promote reVerSe tranSfersem leads will develop and implement a communications campaign to promote reverse transfer for students who transfer to a four-year school prior to completing a degree at lane. the campaign will include communication and promotion to entering and current lane students, lane faculty and staff, university of oregon, or-egon state university and other four-year colleges in oregon. leads will work with enrollment services staff to track reverse transfer requests, and also assess and provide recommendations for removing barriers to reverse transfer awards.

Timeline: Fall 2015

Strategy 3: imPlement returning Student enrollment communication Plansem leads will partner with atD, ccsse, and other efforts to provide wide-ranging communications to support enrolled students in progressing toward and achiev-ing their goals. communications to enrolled students will include registration reminders, academic alerts, co-curricular opportunities, milestone acknowledgements and important dates and deadlines.

Timeline: Summer/Fall 2015

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reSourceS reQuired annual inVeStment commentSStaffing2


total

reaSSignment

exiSting

$54,200

$

$54,200

reaSSign and bacKfill exiSting StudentS firSt SerVice rePreSentatiVe with degree eValuation exPertiSe (one year only to clear bacKlog)

Strategy 4: decreaSe tranScriPt eValuation time for Prior college StudentSresearch conducted during the sem planning process identified delays in prior college transcript evaluation as a significant obstacle in student progression and completion. students, counselors and advisors often have to wait multiple terms before they know which prior college credits will transfer to their program of study at lane. this strategy will support academic planning by giving students a clearer picture of their progress and of courses needed to attain their credential.

Timeline: Fall 2015 through Spring 2016

Strategy 5: create an office for admiSSionS and recruitmentthe office of admissions and recruitment will provide an effective organizational structure to support recruitment efforts aligned with sem goals; provide student service and support from initial contact through to enrollment; assess and recommend improvements in recruitment and admissions systems, policies and process-es; house the asPire student assistance program; and facilitate targeted marketing and communications efforts in coordination with the marketing Department.

this office will be the first point of contact for individuals, organizations, agencies and schools regarding new credit student enrollment1, providing extraordinary customer service and evaluating, analyzing and reporting on the effectiveness of recruitment and admissions efforts. Where barriers or obstacles to recruitment and enrollment exist, office staff will be empowered to work with appropriate departments and services on campus to agilely troubleshoot and adjust. the office will report to the executive Dean for student affairs.

Timeline: Fall/Winter 2015

chart on next Page2 Staffing cost estimates include direct OPE of 25%

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director

lead recruiter

admiSSionS and recruiting SPecialiSt

lead Student SerViceS SPecialiSt

Student SerViceS SPecialiSt(S)

adminiStratiVe SuPPort SPecialiSt

Part-time Staff


office SuPPlieS

traVel

marKeting and communicationS

cuStomer relationShiPS management SyStem

total

exiSting

exiSting

new PoSition

exiSting

reaSSigned

new PoSition

new PoSitionS

reaSSign current manager with bacKfill

rePurPoSe funding from Vacancy liSt

rePurPoSe funding from Vacancy liSt

will uSe Student emPloyeeS aS PoSSible

$70,800

$

$57,600

$

$

$50,000

$40,000

$10,000

$ 2,000

$15,000

See Strategy #10

$245,400

rePurPoSe funding from marKeting budget year 2 forward

3 Staffing cost estimates include direct OPE of 25%

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total

exiSting

exiSting

$

$

$



total

new PoSitionS

exiSting

$86,000

$

$86,000

Strategy 6: deVeloP a SerieS of relational touch PointS for firSt year StudentSas evidenced extensively through academic research into high impact practices, relational touch points are highly correlated with student success. through this strategy, and related to strategies 7, 8 and 10, sem leads will structure a series of relational touch point triggers and events for first year students. examples include increased advisement, asPire student assistance programs, and peer mentoring.

Timeline: Fall 2015 through Winter 2017

Strategy 7: firSt year academic PlanningFirst year academic planning provides enhanced guidance to help new students choose a program of study and develop a plan for completion. Research shows that students who enter a program of study in their first year are much more likely to earn a credential and/or successfully transfer to a four-year school. This strategy will provide Lane students with a clear roadmap to follow in their first and subsequent years, supporting SEM recruitment and credential attainment goals.

Timeline: Fall 2015 through Spring 2016 (planning); Fall 2016 through Winter 2017 (implementation)

add one academic coach in year one; a Second coach in year two

4 Staffing cost estimates include direct OPE of 25%

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reSourceS reQuired annual inVeStment commentSStaffing*


total

exiSting

exiSting

$

$

$



total

office of admiSSionS and recruitment, marKeting dePartment

exiSting $

$

Strategy 8: exPlore early academic Performance alert SyStem and Student reSPonSe teamearly alert systems are used to identify students experiencing academic difficulty in sufficient time to salvage the student’s success in a class or a term. With this strategy, sem leads will work with faculty to explore the feasibility of implementing a system where faculty alert students that are demonstrating attendance and/or academic performance issues [early in the term]. the alert notifications would go out to both the student and a student response team, who then personally con-tact the student to discuss potential remedies and supports.


Strategy 9: Plan and imPlement targeted marKeting and recruitment camPaignSWorking in collaboration with the marketing Department, the office of admissions and recruitment will plan and implement marketing and recruitment campaigns targeted specifically to increase enrollment and retention of populations identified in sem goal 1.


reSource reQuirementS will not be Known until the exPloration ProceSS iS comPleted and the worK team PreSentS their recommendationS.

rePurPoSe funding from exiSting marKeting budget

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maerialS & SerViceS

Software PurchaSe

annual licenSe

total

exiSting $

$120,000

$ 60,000

$180,000



total

exiSting

exiSting

$

$

$

Strategy 10: imPlement cuStomer relationShiP management (crm) SyStemthe office of admissions and recruitment will partner with the international students Program to purchase and implement customer relationship management (crm) software. this crm will provide a mechanism for efficient personalized communications with potential students, provide personalized web presence and con-figurable online applications, and enable admissions and recruiting staff to effectively manage and track efforts.

Timeline: Winter 2016 (RFP), Summer 2016 (implementation)

Strategy 11: exPlore motiVation mileStone aPPlicationa motivational milestone application (app) provides a mobile platform that displays and celebrates student accomplishments and goal attainment.

Timeline: Fall 2016

reSource reQuirementS will not be Known until the exPloration ProceSS iS comPleted and the worK team PreSentS their recommendationS.

eStimated PurchaSe Price; includeS training

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total

exiSting

exiSting

$

$

$

Strategy 12: comPletion adViSinghis strategy will put in place advising services to students once they reach 45 credits to ensure they successfully complete and transfer.

Timeline: Fall/Winter 2016 (planning), Summer/Fall 2017 (implementation)

academic coacheS identified in Strategy 7 will alSo SuPPort thiS Strategy. it iS PoSSible additional coacheS may be recommended when the Planning ProceSS iS comPlete.

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category/Strategy Plan/lead Sem goalgoal 1 goal 2 goal 3

structure and systems

Program review aProc/sa/cs x x x

office of admissions and recruitment sem x x

customer relationship management system sem x x

adding men’s soccer and Women’s volleyball athletics x x x

marketing and communications

targeted marketing sem x x

returning student enrollment communication plan sem x x x

Website improvement marketing/it x

explore motivational milestone application sem x x

recruitment and onboarding

assess effectiveness of recruitment and enrollment processes sem x x

new student information sessions counseling & advising x

new student academic advising counseling & advising x

Placement redesign atD x x x

first year experience

first-term advisingcounseling & advising, ccsse

relational touch points sem x x

suggested scheduling atD, ccsse

academic planningsem, counseling & advis-ing

x x

retention and completion

Peer leadership (ssas, aspire, student ambassadors) various x x

Promote reverse transfer sem x

as oregon asa x

Decrease transcript evaluation time for prior college students sem x x x

completion advising sem x x

Strategy matrixthis strategy matrix illustrates the alignment of college-wide strategies, both existing and recommended through the sem plan, in support of sem goals.

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abSe: adult Basic and secondary education

aPS: academic Progress standards. lane’s standards of meeting a 2.00 gPa and 67% course completion for each term. credit, degree seeking students achieving below this level are required to complete an intervention program with 4 levels (one level/term).

atd: achieving the Dream. achieving the Dream is a national reform network of community colleges committed to helping students achieve their goals including but not limited to degrees and certificates. atD provides resources such as an annual national conference and extensive information sharing online. lane community college was the first community college in oregon to participate in atD and is now among an elite number of atD leader colleges.

atd cohort: achieving the Dream student population that includes all first-time at lane, credential-seeking, students starting in fall term, including both full-time and part-time students. if it is unclear whether students are credential seeking or not, they are be included in the cohort. once included in a particular cohort and year, a student’s atD cohort affiliation does not change.

ccSSe: the community college survey of student engagement (CCSSE), a product and service of the center for community college student engagement, is a well-established tool that helps institutions focus on good educational practice and identify areas in which they can improve their programs and services for stu-dents. (ccsse.org, 2015)

credit credential: a lane or lane-approved certificate (one- or two-year), or an associate’s degree.

continuous enrollment: consecutive enrollment (full- and part –time) in fall, winter and spring terms

eSl: english as a second language

first generation: a student who is the first in their family to enroll in any college

fte: full-time equivalent student

ftic: first time in college, a student whose first college enrollment is at lane

gap year: a year after high school enrollment and before college enrollment.

ged: general education development; an alternative to the high school diploma.

high School yield rate: the ratio of graduating students to those attending lane for any given single high school.

gloSSary

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milestone motivation application: a mobile application that provides students with notification when they reach a lane identified milestone. a milestone may be a number of credits achieved, pathway certificates or minimum gPa earned.

non-credit credential: non-credit programs designed to prepare students to successful earn a professional credential such as licensure or certification.

Persistence: students (full- and part-time) who enroll in consecutive

Prior college Students: students who have earned college credit previously at lane or at another institution

Program: a lane or lane-approved degree or certificate program

retention: enrollment in fall term of both the first and second year at lane

registration momentum Point: a point(s) in the registration cycle where students who register are most likely to attend the following semester

SaP: satisfactory academic Progress, standards related to federal financial aid eligibility, with good standing targeting cumulative rates of 2.00 gPa and a 67% course completion. (http://www.lanecc.edu/finaid/satisfactory-academic-progress)

Sponsored Student: a student who receives funding and support from an external agency or organization, such as Workforce Development, veterans adminis-tration, trade act, and private employers. this does not include scholarships.

Stem: Programs in science, technology, engineering, and math.

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