Upload
phungdang
View
214
Download
0
Embed Size (px)
Citation preview
1
Introduction
Beginning in fall 2015, Madisonville Community College participated with the other colleges in
the Kentucky Community and Technical College System in an AACRAO (American Association of
College Registrars and Admissions Officers) review of enrollment and retention and develop a
Strategic Enrollment Plan (SEM). The Recruitment and Marketing Council and the Retention &
Completion Council were formed. These councils were made up of student affairs professional
staff, faculty members and institutional effectiveness staff members.
The Councils were charged with reviewing current practices, investigating trends and collecting
data to assist in identifying Key Enrollment Indicators (KEIs), strategies and tactics for increasing
enrollment and retaining students through completion. MCC was assigned an AACRAO
consultant to assist in the process.
STRATEGIC ENROLLMENT MANAGEMENT PROJECT Dr. Jay Parrent Chief Student Affairs Officer/Project Lead
Lori Johnson Transfer Advisor/Co-Chair, Retention & Completion Council
Aimee Wilkerson Director Enrollment Management/Co-Chair, Recruitment & Marketing Council
Cathy Vaughan Director of Counseling Services
SEM RECRUITMENT AND MARKETING COUNCIL Aimee Wilkerson Director of Enrollment Management/Council Co-Chair
Amanda Skeen Assistant Professor, Physical Therapist Assistant/Council Co-Chair
Christy Adkins Professor, Communications Monica Bidwell Coordinator of Institutional Effectiveness
Cris Crowley Director of Adult Education
Matt Luckett Assistant Professor, Advanced Integrated Technology
Janet Railey Admissions Advisor
SEM RETENTION AND COMPLETION COUNCIL Lori Johnson Transfer Advisor/ Council Co-Chair Betsy Allen Associate Professor, English/ Council Co-Chair
Craig Dixon Grant Development Specialist
Dr. Sara Jane Jones Associate Professor, Nursing
Temesia Perdue Ready-To-Work Coordinator Vicki Morris Coordinator of Financial Aid
Sonya Shockley Associate Professor, Computer Information Technologies
Cathy Vaughan Director of Counseling Services
Jennifer Welch Assistant Professor, Biology
2
Madisonville Community College Overview
Madisonville Community College (MCC), located in Madisonville, KY, is one of 16 two-year
open-admissions colleges of the Kentucky Community and Technical College System (KCTCS).
The KCTCS was created as the ninth institution of higher education in the Commonwealth by
the Kentucky Postsecondary Improvement Act of 1997. Originally established as a member of
the University of Kentucky Community College System in 1968, today MCC offers 24 associate
degree programs and multiple embedded technical certificates, with the overall purpose of
making postsecondary educational opportunities available to Kentucky's citizens and
workforce. In addition to the Associate in Arts and Associate in Science degrees, the college
maintains Memoranda of Agreement articulating 2+2 career pathways with several regional
universities to facilitate transfer to senior institutions.
In 2001, the college submitted a Substantive Change Prospectus to the Southern Association of
Colleges and Schools, Commission on Colleges, stating its intention to consolidate with
Madisonville Technical College, itself originally established in 1937 as the Madisonville Area
Trade School. Full consolidation was approved by the COC in January 2003. MCC serves six
counties with an overall population of approximately 125,000: Hopkins, its home county, and
Caldwell, Crittenden, McLean, Muhlenberg and Webster counties. Muhlenberg County is home
to the Muhlenberg County Campus in Central City.
In Fiscal Year 2015, MCC derived 38% of its $19.2 million annual budget from state allocations,
43% from tuition revenue, 5% from sales and services, and 14% from reserves and fund
balance. In addition, the college currently manages approximately $16.7 million annually in
state/federal grants, gifts, and endowment income.
In Fall 2014, MCC enrolled 4,434 unduplicated headcount students (2,560 FTE) in college credit
classes. The average age was 29.8 – 51.3% were female, 5.5% African-American, and 65%
received some form of need-based financial aid. During the 2014-15 academic year, 17%
graduated with a transfer degree (AA or AS) and 31% with a technical/occupational degree
(AAS). In addition, 1,284 people participated in short-term non-credit business and industry
training.
In fall 2010 enrollment peaked at 4,883. Since that time, the college has experienced a steady
enrollment decline, as can be seen in the table below.
Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 4,883 4,595 4,554 4,523 4,434
MCC’s Mission and Values
Consistent with the 2016-22 Kentucky Community and Technical College System strategic vision
of creating “a world-class system of colleges educating Kentucky’s globally competitive
3
workforce,” Madisonville Community College has adopted the following mission statement: “to
advance an enduring and enthusiastic commitment to student-centered learning and
achievement.” In support of our mission and as a public comprehensive community college and
member of the Kentucky Community and Technical College System, MCC:
offers two-year associate degree curricula transferable to all colleges and universities in Kentucky;
offers two-year associate of applied science, career-oriented technical degree curricula for immediate employment;
offesr diploma and certificate level programs, not intended for transfer, but designed to meet the changing needs of business and industry;
provides flexible customized training opportunities for area employers;
provides adult literacy services;
provides non-credit personal enrichment programming; and
provides arts appreciation and arts education opportunities.
The mission statement derives from an institution-wide commitment to these values:
Shared responsibility for learning between student and teacher
Mutual respect and open communication
Open inquiry and data-based decision making
Effective collaboration and teamwork
Flexibility, adaptability and availability
Professional behavior and personal effectiveness
Community service and responsiveness
Continuous improvement
Diversity in all its dimensions
Sustainability
Life-long learning
During the 2015-16 academic year, the college developed its 2016-22 strategic plan, consistent with the strategic goals of the KCTCS 2016-22 Strategic Plan. The KCTCS and MCC goals that most specifically drive the work of the AACRAO project address accessibility for all populations, enhanced student engagement, and curriculum alignment with workforce development needs and are noted below.
Relevant KCTCS 2016-22 Strategic Goals:
Increase access and success for all KCTCS students, particularly among traditionally underserved populations
Improve Student engagement, support, experiences, and success with best-in-class academic and student services
Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates
4
Relevant MCC 2016-22 Strategic Goals:
Manage enrollment strategically Improve student success and achievement Strengthen student engagement through use of research-based “best practices” in
academic and student affairs Align educational programming with workforce development needs of community
and region
Macro Enrollment Goals for 2016-2021
MCC’s enrollment goal is to increase total headcount from the current fall 2015 headcount of
4,267 to 4,597 by fall 2020, an increase of 1.5% annually, noted in the table below.
Academic Year Enrollment Goal Percentage Increase
Fall 2016 4331 1.5%
Fall 2017 4396 1.5%
Fall 2018 4462 1.5%
Fall 2019 4529 1.5%
Fall 2020 4597 1.5%
Macro Retention Goals for 2016-2021
Based upon the most recent data from the KCTCS Office of Research and Policy Analysis
(academic year 2015-16), the MCC fall to fall retention rate ranks 1st among the 16 KCTCS
colleges. MCC’s retention goal is to increase overall retention by 5 % over the next 5 years,
increasing the fall to fall rate from 62.4% (fall 2015) to 67.4% (fall 2021) and increasing the fall
to spring rate from 72% (spring 2016) to 77% (spring 2021).
Key Enrollment Indicators (KEIs) and Supporting Data
A. Recruitment/Marketing Council KEIs
1. Traditional Student Recruitment Goal: Increase yield of service area high school seniors by 5% per year through fall 2018 (15% total)
Supporting Data:
Decrease in new applications, high school graduates
Projected increase in service area high school seniors (2016-2018)
5
Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 Service Area HS Graduates 1280 1232 1299 1301 1473 1562 1495
Applications Received 549 520 567 481 505 530 556
Headcount Enrollment 298 331 334 292 306 321 337
2. Academic Program Enrollment
Goal: Increase enrollment in academic programs – To be determined fall 2016 Supporting Data:
Decrease in program applicants
Decrease in degree seeking students
Goal: Explore skilled trade program options
Supporting Data: Projected replacements
3. Non-Traditional Students
Goal: Increase number of adults returning to college by 3% annually through fall
2020 (15% total)
Supporting Data:
Decrease in degree-seeking students
Decrease in readmit applicants
Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 2019 2020
Readmit Applicants
723 710 652 514 524 540 556 573 590
Enrolled 435 434 394 317 323 333 343 353 364
B. Retention/Completion Council KEIs
1. Advising: The Retention/Completion Council recommends that advising be included on faculty and staff advisors Performance and Planning Evaluation (PPE), specifically the inclusion of mandatory advising training for academic and staff advisors and the utilization of the adopted mandatory advising policy. Goal: Improve delivery of academic advising services Supporting Data: Gap in student expectation of advising and satisfaction of advising
6
Supporting Data: Decreased faculty and professional staff attendance at Advisor
training
Supporting Data: Increase faculty participation in Starfish survey reporting. In spring
2016, faculty were solicited to respond to Starfish Alert System warnings 4 times during
the term. The percentage of faculty reporting during the 4 cycles ranged from 25.1% to
47.8%.
Supporting Data: Implement advisor use of advising notes function in Starfish. Faculty and professional staff advisors have requested a means of sharing advising notes with colleagues, so that when a student changes their major and moves from one advisor to another, advising notes can be shared. Starfish Alert System has this capacity.
2. Retention Data
Goal: Establish method for collecting disaggregated retention data
The Offices of Institutional Research and Student Affairs will prepare definitions of “non-returning” cohorts, determine which data elements are necessary to conduct an effective analysis of each cohort’s behavior, and assemble data reports for dissemination among enrollment management personnel. Cohort definitions can change depending
Noel-Levitz SSI Benchmark Data Targets
Fall 2011 Fall 2013 Fall 2015 Fall 2017 Fall 2019 Fall 2021
0.83 0.63 0.68 0.65 0.62 0.59
Advisor Training Attendance Targets
Fall 2017 Fall 2018 Fall 2019 Fall 2020
70% 80% 90% 100%
Starfish Alert Participation of Faculty Targets
Fall
2016
Spring
2017
Fall
2017
Spring
2018
Fall
2018
Spring
2019
Fall
2019
Spring
2020
50% 55% 60% 70% 80% 90% 95% 100%
Advisor Usage of Starfish Notes Targets
2017-2018 2018-2019 2019-2020 2020-2021
25% 40% 65% 80%
7
upon availability of DSS and PeopleSoft data elements. The list below of non-returning student populations will be tracked beginning fall 2016:
Program Specific
Late Start
Late Registration
Online vs Traditional face-to-face retention rates
Retention rates based on student demographics (ACT scores, GPA, etc.)
Starfish (retention rates for students flagged)
Retention rates for student enrolled in developmental and/or co-requisite courses
3. Retention Support Goal: Improve the degree completion rates for populations identified once the disaggregated data noted above (Retention Data) is assembled. The MCC Office of Grants, Planning and Institutional Effectiveness is currently working with West Kentucky Community and Technical College (WKCTC) staff to determine if such disaggregation is possible, and if so, if the data available for disaggregation is not corrupt.
9
MCC Recruitment/Marketing Council Strategies and Tactics
Goal 1: Increase high school senior yield
Strategy 1: Explore alternatives to traditional lunchroom visit
Lead Person: Janet Railey
Additional Staff: Aimee Wilkerson
Action Steps:
Action Step Description Timeline Responsible
1. Research best practices in traditional student / high school recruitment Summer 2016 Janet Railey
2. Adopt applicable best practices in traditional student / high school recruitment Fall 2016 Janet Railey
3. Establish school relationships outside guidance office Fall 2016 Janet Railey
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
2016-17 high school recruitment visit schedule
bi-yearly Student Affairs Cabinet SEM Teams
fewer lunchroom visits; increased speaking opportunities
2014-15, 2015-16 recruitment schedule
Internal
number of applicants weekly Student Affairs Cabinet SEM Teams
5% increase in class of 2017 applications
PS applicant queries PeopleSoft
10
Goal 1: Increase high school senior yield
Strategy 2: Identify factors that drive college choice
Lead Person: Janet Railey
Additional Staff: Aimee Wilkerson, SEM Team
Action Steps:
Action Step Description Timeline Responsible
1. Research national factors in student college choice Summer 2016 Janet Railey
2. Revise local college choice survey Fall 2016 Aimee Wilkerson
3. Distribute local college choice survey & assemble results Ongoing Janet Railey
4. Review survey results and identify areas for improvement and/or change Spring 2017 SEM Team
5. Implement changes to recruitment strategies, marketing planning Fall 2017 SEM Team
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Local college choice survey distributed
yearly Student Affairs Cabinet
SEM Teams College Choice Report Survey results Internal
# of applicants weekly Student Affairs Cabinet
SEM Teams 5% increase in class of 2017
applications PS applicant queries PeopleSoft
11
Goal 1: Increase high school senior yield
Strategy 3: Identify other high school / traditional student enrollment pipelines
Lead Person: Aimee Wilkerson
Additional Staff: Janet Railey, Temesia Perdue, Cris Crowley
Action Steps:
Action Step Description Timeline Responsible
1. Identify area homeschool agencies & private schools Fall 2016 Janet Railey
2. Work with local community-based services offices to identify other target groups Fall 2016 Janet Railey Aimee Wilkerson Temesia Perdue
Cris Crowley
3. Develop recruitment events for special populations Spring 2017 Aimee Wilkerson
Measurement:
Metric Frequency of
Measurement Reported to Expected Outcome Data Used Location
Pipelines for other
traditional student
enrollments
established
Yearly Student Affairs Cabinet
SEM Teams
Increase in on- and off-campus
recruitment events for
alternative traditional students.
2014-15, 2015-16
recruitment schedule Internal
# of applicants Weekly Student Affairs Cabinet
SEM Teams
5% increase in class of 2017
applications
PS applicant queries PeopleSoft
12
Goal 1: Increase high school senior yield
Strategy 4: Improve outreach with dual credit students
Lead Person: Aimee Wilkerson
Additional Staff: Janet Railey, Sherry Hewell, Tiffanie Witt
Action Steps:
Action Step Description Timeline Responsible
1. Meet as a group to identify opportunities for dual credit recruitment Spring 2017 Aimee Wilkerson
2. Solicit & assemble suggestions from high school counselors & instructors for dual
credit recruitment improvement
Spring 2017 Janet Railey
Tiffanie Witt
3. Identify dual credit enrollment benchmarks (2014, 2015, 2016) Spring 2017 Aimee Wilkerson
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Benchmarks established
Yearly Student Affairs Cabinet SEM Teams
Benchmarks for future comparison established
Fall 2014, 15, 16 enrollment data
PeopleSoft
Data for fall 2017 planning assembled
Yearly Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
Meeting notes recommendations from school officials.
Internal
Goal 1: Increase high school senior yield
Strategy 5: Improve outreach with parents of high school seniors
Lead Person: Aimee Wilkerson
Additional Staff: Janet Railey, Martha Phelps
13
Action Steps:
Action Step Description Timeline Responsible
1. Identify best practices in working with parents of high school seniors Fall 2017 Aimee Wilkerson
2. Solicit & assemble suggestions from parents of high school seniors Ongoing Aimee Wilkerson Janet Railey
Martha Phelps
Measurement:
Metric Frequency of
Measurement
Reported to Expected Outcome Data Used Location
Data for fall 2017
planning assembled
yearly Student Affairs Cabinet
SEM Teams
Data for 2017-2018 planning
assembled
meeting notes
recommendations from
parents
Internal
Goal 2: Increase enrollment in MCC academic programs
Strategy 1: Identify strategies to direct “2nd chance” to other academic programs
Lead Person: Aimee Wilkerson
Additional Staff: Amanda Skeen, Program Coordinators
Action Steps:
Action Step Description Timeline Responsible
1. Identify academic program enrollment benchmarks (2014, 2015, 2016) Summer 2016 Aimee Wilkerson
2. Develop selective admission program requirement/timeline comparison Summer 2016 Aimee Wilkerson
14
3. Identify selective admission program rejection processes Spring 2017 Amanda Skeen
4. Solicit & assemble suggestions from program coordinators Spring 2017 Aimee Wilkerson Program Coordinators
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Benchmarks established yearly Student Affairs Cabinet SEM Teams
Benchmarks for future comparison established
Fall 2014, 15, 16 enrollment data
PeopleSoft
Data for fall 2017 planning assembled
yearly Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
meeting notes recommendations from program faculty
internal
Goal 2: Increase enrollment in MCC academic programs
Strategy 2: Emphasize MCC programs in recruitment activities
Lead Person: Janet Railey
Additional Staff: Aimee Wilkerson, Program Coordinators
Action Steps:
Action Step Description Timeline Responsible
1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson
Program Coordinators
2. Work with program coordinators to identify program “talking points” Fall 2016 Janet Railey
3. Explore feasibility of program-specific mass mailings Fall 2016 Aimee Wilkerson
4. Emphasize MCC academic programs at recruitment events Ongoing Janet Railey
15
5. Explore recruitment events for specific programs Spring 2017 Aimee Wilkerson
Program Coordinators
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Recruitment materials, data assembled
Yearly Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
recruitment materials & talking points
Internal
Goal 2:
Increase enrollment in MCC academic programs
Strategy 3: Market MCC programs as best in area
Lead Person: Janet Railey
Additional Staff: Aimee Wilkerson, Program Coordinators
Action Steps:
Action Step Description Timeline Responsible
1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson Program Coordinators
2. Work with program coordinators to identify program and alumni successes Spring 2017 Aimee Wilkerson
3. Emphasize alumni employment/successes in fall 2017 recruitment push Summer 2017 Aimee Wilkerson
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Recruitment materials, data assembled
yearly Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
recruitment materials & alumni representatives
internal
16
Goal 3: Explore skilled trade program options
Strategy 1: Determine skilled trade replacement need in service area
Lead Person: Aimee Wilkerson, Amanda Skeen
Additional Staff: SEM Team
Action Steps:
Action Step Description Timeline Responsible
1. Work with area development districts to gather existing employment data Fall 2016 Aimee Wilkerson Amanda Skeen
2. Work with area employers to gather existing employment data Spring 2017 Aimee Wilkerson Amanda Skeen
3. Assemble and report area skilled trade training need to Academic Affairs Summer 2017 Aimee Wilkerson Amanda Skeen
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Local employment data assembled
Yearly Academic Affairs Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
Established development district data, anecdotal employer information
External
Goal 3: Increase number of adults returning to college
Strategy 1: Explore alternative non-traditional enrollments
Lead Person: Aimee Wilkerson, Cris Crowley
Additional Staff: Janet Railey, Martha Phelps
17
Action Steps:
Action Step Description Timeline Responsible
1. Research best practices in nontraditional student recruitment Summer 2016 Aimee Wilkerson
2. Develop non-traditional specific recruitment toolkit Fall 2016 Aimee Wilkerson Cris Crowley
3. Work with other departments to identify recruitment opportunities Ongoing Aimee Wilkerson Janet Railey, Cris Crowley
4. Work with other departments to identify alternative target groups (example: spouses of displaced workers, veterans)
Ongoing Aimee Wilkerson Janet Railey, Cris Crowley
Measurement:
Metric Frequency of
Measurement Reported to Expected Outcome Data Used Location
2016-17 community/business
recruitment visit schedule
bi-yearly Student Affairs Cabinet
SEM Teams
increased speaking opportunities targeting non-
traditional groups
2014-15, 2015-16 recruitment schedule
Internal
# of readmit applicants
weekly Student Affairs Cabinet
SEM Teams 3% increase in readmit
applications PS applicant queries PeopleSoft
Goal 3:
Increase number of adults returning to college
Strategy 2: Develop specific enrollment contacts for non-traditional
students
Lead Person: Aimee Wilkerson
Additional Staff:
Janet Railey, SEM Team
18
Action Steps:
Action Step Description Timeline Responsible
1. Research current non-traditional recruitment & enrollment processes Fall 2016 Aimee Wilkerson Janet Railey SEM Team
2. Recommend change to simplify processes for non-traditional students Spring 2017 Aimee Wilkerson Janet Railey SEM Team
Measurement:
Metric Frequency of
Measurement Reported to Expected Outcome Data Used Location
Data for fall 2017 planning assembled
Yearly Student Affairs Cabinet SEM Teams
Data for 2017-2018 planning assembled
meeting notes recommendations from program faculty
Internal
19
MCC Retention/Completion Council Strategies and Tactics
Goal 1: Strategy 1:
Improve the delivery of Madisonville Community College’s academic advising services Re-establish the Advising Task Force
Lead Person: Cathy Vaughan
Additional Staff: Faculty representative from each academic division, transfer counselor, professional staff advisors, financial aid counselor, Institutional Effectiveness/Grants staff, and other staff as determined.
Action Steps:
Action Step Description Timeline Responsible
1. Recruit task force members Fall 2016 Dr. Deborah Cox Dr. Jay Parrent
2. Create advisor/advisee communication plan Fall 2016 Advising Task Force
3. Implement communication plan Fall 2016 Advising Task Force
4. Develop a protocol for online advising Spring 2017 Advising Task Force
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Advising communication plan implemented
Bi-yearly Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
Noel-Levitz SSI survey results
Internal
Online advising protocol established
Each term Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
Noel-Levitz SSI survey results
Internal
20
consistent with QEP objectives Noel-Levitz SSI: Academic Advising & Effectiveness Scale
Every 2 years Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
Noel-Levitz SSI survey results
Internal
CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1
Every 2 years Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
CCSSE survey results Internal
Goal 1:
Improve the delivery of Madisonville Community College’s academic advising services
Strategy 2:
Create an advising training program
Lead Person: Cathy Vaughan
Additional Staff: Lori Johnson
Action Steps: Action Step Description Timeline Responsible
1. Student survey of advising expectations Fall 2016 Cathy Vaughan Lori Johnson
2. Provide advisor update training to faculty and professional staff advisors Fall 2016 Cathy Vaughan Lori Johnson
3. Research best practices in advising Fall 2016 Cathy Vaughan Lori Johnson
4. Develop advisor “Train-the-Trainer” model Fall 2016 Cathy Vaughan Lori Johnson
5. Provide “Train-the-Trainer” advisor training Spring 2017 Cathy Vaughan Lori Johnson
21
6. Attend NACADA (National Academic Advising Association) Summer Institute to review/revise advisor training model
Summer 2017 Cathy Vaughan Lori Johnson
7. Provide updates to “Train-the-Trainer” faculty advisors Fall 2017 and Annually
Cathy Vaughan Lori Johnson
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Percentage of full-time faculty and staff advisors trained
Yearly Student Affairs Cabinet Academic Affairs Cabinet SEM Teams
2017 /18 – 70% 2018/19 – 80% 2019-20 – 90% 2020/21 – 100%
Advisor training schedule Evaluation survey
Internal
Percentage of faculty & staff with advising training noted on individual PPEs
Yearly Supervisors 2017 /18 – 70% 2018/19 – 80% 2019-20 – 90% 2020/21 – 100%
PPE document Internal
Faculty & staff evaluation of training workshops
Each training Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Faculty & staff satisfaction with training
Evaluation results
Internal
CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1
Every 2 years Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
CCSSE survey results Internal
Noel-Levitz SSI: Academic Advising & Effectiveness Scale
Every 2 years Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increase in student satisfaction of advising
Noel-Levitz SSI survey results
Internal
22
Goal 1: Improve the delivery of Madisonville Community College’s academic advising services
Strategy 3: Adopt a mandatory advising policy
Lead Person: Advising Task Force
Additional Staff: Cathy Vaughan, Lori Johnson
Action Steps: Action Step Description Timeline Responsible
1. Develop a mandatory advising policy Fall 2016 Advising Task Force
2. Obtain Administration approval of advising policy Fall 2016 President’s Cabinet Dr. Deborah Cox Dr. Jay Parrent
3. Implement mandatory advising policy Fall 2016 Dr. Deborah Cox Dr. Jay Parrent
4. Begin discussion to re-establish a system for evaluating advising Fall 2016 Advising Task Force Processes & Procedures of
Performance Review representative
5. Obtain Administration approval of advising evaluation Spring 2017 President’s Cabinet Dr. Deborah Cox Dr. Jay Parrent
6. Implement advising evaluation tool Fall 2017 Office of Grants, Planning & IE
23
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Policy established by President’s Cabinet
N/A Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Policy enforced N/A Internal
Goal 1: Improve the delivery of Madisonville Community College’s academic advising services
Strategy 4: Utilize Starfish advising function and notes
Lead Person: Abby McGregor-Mullen
Additional Staff: Faculty and Staff Advisors
Action Steps:
Action Step Description Timeline Responsible
1. Provide Starfish survey training Fall 2016 Abby McGregor-Mullen
2. Identify division faculty to attend Starfish training Fall 2016 Dr. Deborah Cox Dr. Jay Parrent
3. Provide Train-the-Trainer session for Academic divisions Spring 2017 Abby McGregor-Mullen Lori Johnson
Cathy Vaughan
4. Include Starfish in advising training Spring 2017 Abby McGregor-Mullen Lori Johnson
Cathy Vaughan
5. Faculty and professional staff advisors note use of Starfish on individual PPEs Spring 2017 All Advisors
24
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Starfish training conducted for faculty & professional advising staff
Yearly Academic Affairs Cabinet Student Affairs Cabinet SEM Teams
Increased usage of Starfish Results of training evaluation
Internal
Starfish training noted on individual PPEs
Yearly Chief Academic Officer Chief Student Affairs Officer Division Chairs
Increased usage of Starfish N/A Internal
Goal 2: Establish better system of collecting and disseminating disaggregated
retention data across the college.
Strategy 1: Establish retention benchmarks by specific student populations.
Lead Person: Lori Johnson, Chair-Retention Committee, Institutional Effectiveness unit
Additional Staff: Retention Committee, Cathy Vaughan
Action Steps:
Action Step Description Timeline Responsible
1.Train IE staff on data collection Summer 2016 Office of Grants, Planning & IE
2.Develop definitions of specified populations Fall 2016 Office of Grants, Planning & IE
Retention Committee
3.Train data entry staff on application entry to capture definition data Fall 2016 Enrollment Center Staff
4.Begin tracking populations specified Fall 2016 Office of Grants, Planning & IE
25
Measurement:
Metric Frequency of
Measurement Reported to Expected Outcome Data Used Location
IE staff completes DSS training with WKCTC IR Coordinator
By fall 2016 term Student Affairs Cabinet SEM Teams
Capacity to disaggregate DSS student population data
Disaggregated student population data
DSS
PeopleSoft
Data collected as required for periodic review
Yearly Student Affairs Cabinet SEM Teams
Collection of data on identified populations
Disaggregated student population data
PeopleSoft
Goal 3:
Improve the degree completion rates for populations identified as a result of
availability of disaggregated data (Goal #2, above)
Strategy 1: Create a Retention Committee
Lead Person: Lori Johnson, Chair – Retention Committee
Additional Staff: Representatives from faculty, Enrollment Center, Business Office, Financial
Aid and Institutional Effectiveness
Action Steps:
Action Step Description Timeline Responsible
1. Establish Retention Committee Summer 2016 Dr. Jay Parrent
2. Identify charge of committee Fall 2016 Dr. Jay Parrent
Retention Committee
3. Develop a plan for working with specified populations identified in Goal #2 Fall 2016 – Spring 2017 Retention Committee
26
Measurement:
Metric Frequency of
Measurement Reported to Expected Outcome Data Used Location
Committee established Yearly President’s Cabinet SEM Teams
Committee members identified & appointed
N/A Internal
Graduation rate by population
Yearly Student Affairs Cabinet SEM Teams
Improved graduation rates by population
KCTCS Decision Support System (DSS) data
Internal
Retention rate by population
Yearly Student Affairs Cabinet SEM Teams
Improved retention rates by population
DSS data Internal
Goal 3: Establish retention support programs for designated populations identified in Goal #2
Strategy 2: Hire/Reassign 1.0 FTE Retention Coordinator
Lead Person: Dr. Jay Parrent
Additional Staff: Retention Committee
Action Steps:
Action Step Description Timeline Responsible
1. Identify 1.0 FTE personnel Fall 2016 Dr. Jay Parrent
2. Obtain administrative support and buy-in for position Fall 2016 President’s Cabinet
3. Establish Retention Coordinator Responsibilities Fall 2016 Dr. Jay Parrent
27
Measurement:
Goal 3:
Improve the degree completion rates for populations identified as a result of availability of disaggregated
data (Goal #2)
Strategy 3: Design retention support programs based upon need
Lead Person: Retention Coordinator, Lori Johnson – Chair, Retention Committee
Additional Staff: Retention Committee
Action Steps:
Action Step Description Timeline Responsible
1. Identify best practices for retention strategies Fall 2016 Retention Coordinator
Retention Committee
2. Identify personnel responsible for plans Spring 2017 Dr. Jay Parrent
3. Adopt retention support programs Spring 2017 Dr. Jay Parrent
Dr. Debbie Cox
4. Pilot retention support program Spring 2017 Retention Committee
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Position established N/A President’s Cabinet Position filled N/A Internal
Job description developed & position filled
N/A President’s Cabinet Position filled N/A Internal
28
Measurement:
Metric Frequency of Measurement
Reported to Expected Outcome Data Used Location
Support programs developed
Yearly Student Affairs Cabinet SEM Teams
Programs piloted spring 2017
Data collected from 2017 launch & used for 2017-2018 planning
Internal
Support programs enhanced
Yearly Student Affairs Cabinet SEM Teams
Piloted programs reviewed & improved
Internal