STRATEGIC ENROLLMENT PLAN - KCTCS System … · Technical College System and is a public two-year degree granting institution serving ... Computerized Manufacturing and ... STRATEGIC

Strategic Enrollment Plan 2015-2021

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STRATEGIC ENROLLMENT PLAN 2015-2021| Gateway Community and Technical College

Table of Contents

Introduction .................................................................................................................... 2

Introduction

Gateway Community and Technical College is Northern Kentucky’s only public,

accredited, comprehensive two-year institution. Gateway offers high-quality, targeted

education to meet the personal and professional needs of students, and contribute to the

economic development of the region.

With credits in more than 30 subject areas leading to high-wage, high-demand jobs,

Gateway prepares you for your career. Students can pursue Associate in Arts (AA),

Associate in Science (AS) and Associate in Applied Science (AAS) degrees. Degrees and

credits earned at Gateway transfer to any public university in Kentucky and regionally

accredited higher education institutions in the United States.

Gateway’s Corporate College provides assessments, training and certifications that

boost advancement in many careers paths. In addition, staff works with employers to

develop strategies for employee recruitment, development and retention.

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For your convenience, daytime, evening and weekend classes are offered at three

campuses in Edgewood, Covington and Florence. High school students can earn college

credit through the early college program. Gateway’s nationally recognized online

courses make going to college even more accessible.

Gateway doesn’t just prepare you for a career. It prepares you for life.

The Strategic Enrollment Management (SEM) team was charged with the development

of a Strategic Enrollment Plan (SEP) for the next five years. This development continued

the analysis of the demand for the College’s products and services to current and new

students, identified specific areas of growth potential, prioritizied those growth areas,

and established plans for implementing targeted efforts to produce the desired results

that were identified under the 2010-2016 SEP. The membership of the Core Enrollment

Management Team included:

Andre Washington, Chair Dean of Enrollment Services

Teri VonHandorf VP of Academic Affairs

Sam Collier Dean of Transportation

Jeremy Berberich Associate VP of Knowledge Management

Michelle Sjorgen Director of Communications

Ingrid Washington VP of Student Development

Mallis Graves Associate VP of Student Development

The five core concepts that guided this work:

Strategically position Gateway Community and Technical College within the comprehensive educational landscape of the Northern Kentucky/Greater Cincinnati Region

Develop increased options for flexible, affordable and personalized learning

Develop comprehensive, customizable and fluid educational pathways that are relevant and responsive to the dynamic needs of the region

Cultivate an experiential, collaborative and supportive learning environment that pursues diversity, thrives on innovation, and contributes to a connected community

Strengthen long-term institutional growth and stability

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While this team provided oversight and leadership in the development of the SEP, the

entire college community actively contributed to the resulting plan.

Organizational Profile

VISION

Gateway Community and Technical College will be recognized as a premier

comprehensive community and technical college that meets the dynamic life-long

learning needs of the global community

MISSION

Gateway Community and Technical College provides high quality, affordable,

accessible, and inclusive postsecondary education and training resulting in a positive

contribution to the economic vitality of the region and enhanced quality of life for all

citizens.

Gateway Community and Technical College is a member of the Kentucky Community and

Technical College System and is a public two-year degree granting institution serving the

Northern Kentucky Region.

CORE VALUES

Gateway Community and Technical College is an entrepreneurial-learning community

whose member’s value:

Students as full partners in their leaning

Teamwork, collaboration and interactive learning

Mutual respect, inclusiveness and open communication

High standards of professional ethics and individual integrity

Diversity and accessibility

Quality customer service, excellence, accountability, and responsibility

Fun and enjoyment

Innovation

Productivity

Prosperity

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Enrollment Trend

Total Headcount

Semester Fall 2013 Fall 2014 Fall 2015 Change (3 years)

Headcount 4,648 4,594 4,583 -1.40%

Semester Spring 2013 Spring 2014 Spring 2015 Change (3 years)

Headcount 4,799 4,458 4,243 -11.59%

It is important to recognize that headcount numbers are typically inflated with non-

credential seeking students that include high school dual credit, fire rescue and

workforce.

Credential Seeking Headcount


Headcount 3,807 3,654 3,339 -12.29%


Headcount 3,658 3,525 3,295 -9.92%

New, First Time Student Enrollment (enrolled in one class through the end of the semester)


Headcount 519 530 463 -10.79%


Headcount 225 204 167 -25.78%

Academic Program Enrollment (Fall)

Semester Fall 2013

Fall 2014

Fall 2015

# Change (3 years)

% Change (3 years)

Air Conditioning Technology

74 69 58 -16 -21.62%

Apprenticeship Studies 3 3 0 -3 -100.00%

Associate in Arts 258 248 271 13 5.04%

Associate in Science (Exludes PNSG)

515 609 548 33 6.41%

Automotive Technology 128 115 76 -52 -40.63%

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Business Administration Systems

374 297 287 -87 -23.26%

Collision Repair Technology

29 18 15 -14 -48.28%

Computer Aided Drafting and Design

33 27 23 -10 -30.30%

Computer and Information Technologies

222 215 202 -20 -9.01%

Computerized Manufacturing and Machining

67 74 53 -14 -20.90%

Cosmetology 63 55 36 -27 -42.86%

Criminal Justice 181 155 134 -47 -25.97%

Diesel Technology 19 31 25 6 31.58%

Education 145 136 130 -15 -10.34%

Electrical Technology 79 82 51 -28 -35.44%

Emergency Medical Services-Paramedic

37 66 62 25 67.57%

Energy Technology 25 18 24 -1 -4.00%

Fire/Rescue Science Technology

25 22 20 -5 -20.00%

Health and Wellness Technology

44 36 24 -20 -45.45%

Health Education (Personal Trainer)

15 8 7 -8 -53.33%

Health Information Technology

53 47 75 22 41.51%

Human Services 124 169 212 88 70.97%

Industrial Maintenenace Technology

42 55 71 29 69.05%

Instructional Design and Learning Technologies

9 10 7 -2 -22.22%

Interdisciplinary Early Childhood Education

123 90 81 -42 -34.15%

Manufacturing Engineering Technology

108 119 143 35 32.41%

Medical Assisting 143 97 62 -81 -56.64%

Medical Information Technology

104 56 29 -75 -72.12%

Nursing 58 74 57 -1 -1.72%

Pharmacy Technology 35 20 22 -13 -37.14%

Plumbing 0 0 1 1 -

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Undecided 151 94 38 -113 -74.83%

Visual Communication 44 37 29 -15 -34.09%

Welding Technology 78 76 55 -23 -29.49%

Academic Program Enrollment (Spring)

Semester Spring

2013

Spring

2014

Spring

2015

# Change (3

years)

% Change (3

years)

Air Conditioning

Technology

90 67 59 -31 -34.44%

Apprenticeship Studies 8 2 1 -7 -87.50%

Associate in Arts 288 247 210 -78 -27.08%

Associate in Science

(Exludes PNSG)

483 466 556 73 15.11%

Automotive Technology 125 121 102 -23 -18.40%

Business Administration

Systems

366 323 291 -75 -20.49%

Collision Repair

Technology

29 21 15 -14 -48.28%

Computer Aided Drafting

and Design

23 30 24 1 4.35%

Computer and Information

Technologies

206 221 196 -10 -4.85%

Computerized

Manufacturing and

Machining

51 67 62 11 21.57%

Cosmetology 67 59 44 -23 -34.33%

Criminal Justice 189 167 137 -52 -27.51%

Diesel Technology 12 29 26 14 116.67%

Education 143 132 124 -19 -13.29%

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Electrical Technology 74 78 70 -4 -5.41%

Emergency Medical

Services-Paramedic

23 44 57 34 147.83%

Energy Technology 31 25 17 -14 -45.16%

Fire/Rescue Science

Technology

42 21 14 -28 -66.67%

Health and Wellness

Technology

38 40 32 -6 -15.79%

Health Education (Personal

Trainer)

9 12 6 -3 -33.33%

Health Information

Technology

61 58 45 -16 -26.23%

Human Services 39 145 171 132 338.46%

Industrial Maintenenace

Technology

31 46 55 24 77.42%

Instructional Design and

Learning Technologies

2 8 11 9 450.00%

Interdisciplinary Early

Childhood Education

133 105 78 -55 -41.35%

Manufacturing

Engineering Technology

66 115 130 64 96.97%

Medical Assisting 149 108 72 -77 -51.68%

Medical Information

Technology

118 74 54 -64 -54.24%

Nursing 81 78 63 -18 -22.22%

Pharmacy Technology 27 29 12 -15 -55.56%

Plumbing 1 1 1 0 0.00%

Undecided 150 113 83 -67 -44.67%

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Visual Communication 45 40 31 -14 -31.11%

Welding Technology 74 68 63 -11 -14.86%

Online Enrollment (Fall)

Semester Headcount (Duplicated)

Credit Hours FTE

Fall 2012 1,656 4,946 329.73

Fall 2013 2,342 6,811 454.07

Fall 2014 2,729 8,002 533.47

Fall 2015 2,920 8,555 570.33

Online Enrollment (Spring)

Semester Headcount (Duplicated)

Credit Hours FTE

Spring 2012 684 2,113 140.87

Spring 2013 2,044 5,936 395.73

Spring 2014 2,323 6,794 452.93

Spring 2015 2,827 8,273 551.53

Retention (Credential seeking only)

Semester Gateway KCTCS

Fall 2014-Spring 2015 74.97% 72.34%

Fall 2013-Spring 2014 75.04% 73.66%

Fall 2012-Spring 2013 76.21% 73.48%

Fall 2011-Spring 2012 76.39% 72.72% Semester Gateway KCTCS

Fall 2014-Fall 2015 58.71% 56.97%

Fall 2013-Fall 2014 62.31% 59.20%

Fall 2012-Fall 2013 59.33% 57.90%

Fall 2011-Fall 2012 58.80% 57.05%

Key Enrollment Indicator areas.

# of dual credit students enrolled # of credit hours taken by dual credit students # and % of dual credit matriculation Revenue generated by dual credit students

# of applications – tracked weekly # of contacts made to applicants – tracked monthly Secondary matriculation

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Application conversion rate Website traffic Diversity breakdown Age breakdown

In-term persistence Fall-Spring retention Fall-Fall retention rate

Comparison GPA data with SI courses

Credit hour completion report GPA Report

Strengths, Weaknesses, Opportunities & Challenges

All employees participated in identifying strengths, weaknesses, opportunities, and challenges

for the College.

STRENGTHS

Number of applicants to the college is increasing

Multiple start dates/sessions provide options for students

Diverse population of students

Gateway Regional Academy (GRA) and potential to increase numbers of high school

students taking advantage of dual credit opportunities

Employer tuition stipends and apprenticeship programs

Workforce Solutions’ work with employers in manufacturing industry

Grants that provide opportunities to pilot new programs and services

Community employment needs aligned with campus locations

High rates of within semester (1st semester) and fall-to-spring (1st-to-2nd semester)

retention rates

Availability and use of data to identify trends and track students through the pipeline

High wage/high demand programs

Tuition value/affordability

Open enrollment/open admission

Variety of programs

Stackable credentials

SACS accreditation

eLearning/online courses

Early Alert process to provide intervention to students

Tutoring

Opportunities for student involvement/engagement

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Workforce and customized training

Department-based retention teams and efforts (i.e. Nursing)

Quality Enhancement Plan (QEP) focused on the students’ first year

Improvements made in helping students overcome barriers to progress and success

VETS Center

Active program advisory committees

Northern Kentucky University pathways and Gateway2NKU Program

Assessment Center

Dedicated employees willing to do what is necessary to help students

Professional development for faculty and staff, including tuition waivers

WEAKNESSES

Application conversion rate

Lack of enrollment funnel tracking capability

Lack of recruitment follow-up after events or connections with prospective students

Admissions infrastructure

Enrollment decline overall and in high wage/high demand programs

Percentage of students in technical programs enrolled in courses related to their

program is very low

Increase of high school enrollments/market share, need for education of parents and

counselors

High attrition rate between spring and fall (1st-to-2nd year transition)

Tend to be more reactive than proactive

Multiple start dates are challenging

High percentage of students that change their academic program within the first year

Students graduate with more credit hours than needed for their program

Number of programs that do not lead to a living wage

Programs that are high wage but low demand

Workforce Solutions involvement in working with programs outside of manufacturing

is very limited

Course scheduling across four campuses inefficient, not aligned with student center

schedule

Marketing and website restrictions and budget limitations

Transitioning grant programs and personnel to permanent, sustainable model

Too few unrestricted scholarships available for students

Lack of decisions to eliminate under-performing programs

Lack of data on GED students and their matriculation into the college

Insufficient data to analyze net revenues and expenses by program

OPPORTUNITIES

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Expand and offer opportunities for credential completion through Gateway Regional

Academy

Large number of high school graduates in NKY

Large population in NKY with little or no college education, particularly in Southern

counties

Streamline application and follow-up/recruitment and enrollment process

More staff at the different One Stop locations to assist in recruitment

Summer engagement of students

More focused assessment of developmental needs

Provide more career development/choices

New programming in areas such as historical preservation, physical therapy assistant,

transportation/logistics, bioscience, gerontology

Expand marketing efforts into Ohio, particularly for targeted/unique programs;

increase participation rate

Expansion of transfer programming

Expansion of targeted online courses and full programs

Faculty involvement in recruitment efforts

Weekend and night cohort programs

Utilize ACT as recruitment tool

More dual enrollment programs with 4-year institutions

Host events on campus for students

Formal advising training

Evening hours for key departments that serve students

Increase use of technology to engage students

12 month faculty

Learning commons model

Stronger involvement of adjunct faculty

Simplify processes

Strengthen use of early alert

Customer service training

Learning communities

Study group rooms

Increase job fairs, co-ops, and internships

Job placement for students

Embed tutoring and support into programs

Define transfer pathways short of associates degree

Increase online offerings

Become self-sustainable as an institution

Offer all classes needed to finish a degree at each campus

Increased recruitment of Hispanic/Latino students

Minority population outreach/increase diversity

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Growth potential in Boone County

Strategic alignment of academic programs to identify unique program areas and

eliminate other under-performing programs

Targeted skill upgrades

Development of consistent messaging

Development of models such as “Metro College” idea with DHL

Better utilization of current spaces

Faculty and staff visits and involvement in local high schools

CHALLENGES

KCTCS control

Obtaining adequate number of clinical sites/limited to KY

Adequate funding to strategically market programs and services

Ability to add classes to the schedule

Competition for students, especially online competitors

Overall population decline in region

Determining how to meet needs of working poor population

Programs that do not transfer

Difficult admissions and enrollment process

Packaging of financial aid is too late

Financial aid default rate too high

Online application difficult

Availability of advisors

Training updates and communication to faculty on services offered

Greater accountability for faculty and staff

Students not wanting to take classes at the Urban Campus; faculty not wanting to teach

at the Urban Campus

Lack of mandatory online orientation for adjuncts

Strategic reallocation of resources

Finding qualified adjunct faculty

No companies in Covington using WINS funding

Mindset to be all things to all people

Overcoming barrier of Ohio river

Resource constraints, cost of developing new programs and expanding existing

programs, funding for consumables

Conducting thorough needs analysis for optimum program mix, including additions

and deletions

Developing course scheduling for multiple campuses

Secondary school preparation of students

Image/perception of Gateway in the community

Getting students to engage in attending workshops and responding to messages

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Future of outcome-based/performance-based funding

Gateway students taking online courses at other KCTCS colleges

Recommendations after AACRAO campus visit

Marketing: 1. Work on establishing or expanding the GCTC brand for now and the future. 2. Participate in training to learn how to create enrollment messages and communication plans. 3. Create aggressive market penetration plans that include the surrounding states, sharing the value added by GCTC in the region. 4. Identify and communicate a clear vision for each of the campuses and how they make up GCTC as a whole. 5. Integrate marketing messages across all media including social platforms. 6. Work with the KCTCS to develop local advertising messages that align student choice factors (namely, jobs and careers) with GCTC programs.

Recruitment: 1. Develop an annual recruitment plan, based upon the SEM plan. This takes the enrollment targets and strategies and operationalizes them, incorporating the ongoing work of the unit with the higher-level strategic direction of the SEM plan. This plan also serves to guide the work of the team across the many areas it must address to be successful in enrollment. 2. Provide cross training to staff of crafting messages that reinforce marketing efforts

and closing the loop from prospects to matriculated. 3. Determine how the value added of a community college experience can best be told in conjunction with KCTCS and develop a campaign to reinforce GCTC in its own efforts.

Admissions: 1. Review internal processes with the intention of maximizing the use of work flow and document management. 2. Capture and utilize more data about students who visit the GCTC website. The Call Center could help in this effort to understand where students are failing to commit to GCTC in the process. This would help clarify any assumptions about the ease of website access. 3. Evaluate with KCTCS if the receiving and sending of transcripts could be done at a centralized location. The cost and impact of doing this though a centralized system, would allow individual campuses to significantly reduce or even eliminate their own transcript services.

Records and Registration: 1. Build workflow routines to replace all existing manual registration and records forms (paper or online), eliminating manual signatures and allowing easier and better processing of information and requests among students, faculty and staff. 2. KCTCS should build the articulation tables in PeopleSoft that match the most common courses received from students to existing catalog courses. This would significantly

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reduce the time required for transfer evaluation and help develop data consistency throughout the system. 3. Provide additional training and “envisioning” to staff from KCTCS about the possible use of software capabilities that GCTC is currently not utilizing.

Use of Data/Research: 1. Continue the strong work in the use of data in decision-making. 2. Build from the existing environmental scan data to add context to it with information from Workforce staff. 3. Create opportunities to get to know the community through focus groups, surveys, and tours of facilities. Initially some of this was done with the downtown campus, but it is time to re-invite the players to become part of the GCTC vision.

2016-2022 Strategic Plan & Student Pathway

Recruitment & Marketing Goals: We should adopt a more systematic approach to recruitment of new students, in which a variety of strategies are used. As part of the recruitment strategy, focus should be given to strengthen current practices and developing new tactics. These efforts require the collaboration of academic affairs, faculty and staff, as well as adult education, workforce development, institutional research, and marketing.

Goal #1: Increase fall enrollment by 5% by 2020.

Strategy Tactic Timeline Responsible Measure

1 Improve application matriculation rate by 2% each year (Baseline fall 2015: 1,459 or 43.27% Baseline spring 2015: 630 or 45.95%)

Implement use of Radius (CRM) to provide and track regular communication to all applicants

April 2016

Digital Marketing Manager, Admissions Counselors

# of Communications Made # of Applicants # of Students Enrolled

Look to improve all current admissions processes and procedures using Toyota’s LEAN process

August 2016

Dean of Enrollment Services, Registrar, Professional Advisors, Records Office

# of Days it takes from applications to enrollment

Update web content to ensure accuracy and appropriate messaging/tone

Ongoing Digital Marketing Manager, Dean of Enrollment Services, Admissions Counselors

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Hire and/or identify a dispersed model for working the applicant in Radius

May 2016

Dean of Enrollment Services, Admissions Counselors

# of Applicants contacted # of Students Enrolled

Host onsite enrollment events with designated high schools

April/May 2017

Admissions, Records, Professional Advisors, Financial Aid, Marketing

# of Events # of Attendees # of Follow-up contacts # of Applicants # of Students Enrolled

2 Increase the number of fall freshmen enrollment by 5% each year (Baseline fall 2015:

Host a minimum of 10 STEM events with local business and industry targeting Manufacturing programs

Every fall & spring

Faculty, Professional Advisors, College Recruiter

# of Events # of Attendees # of Follow-up contacts # of Applicants # of Students Enrolled

537) Host “Get to Know Gateway” (HS Career Coaches)

Every fall College Recruiter, Faculty, Marketing

# of High Schools attending from service area # of Events # of Attendees

Host FAFSA workshops for high school seniors and their parents

Every spring

College Recruiter, Financial Aid Counselors, Marketing

# of Workshops # of Attendees # of Applicants # of Students Enrolled # of FAFSA Applicants that indicate GCTC

Host high school counselor workshop highlighting AA/AS programs

Every fall Faculty, Professional Advisors, College Recruiter

# of High Schools attending from service area # of Attendees

Host 2 enrollment events per year highlighting Allied Health & Nursing targeting minority students

Every fall & spring

Faculty, Professional Advisors, College Recruiter

# of Events # of Attendees # of Follow-up Contacts # of Applicants # of Enrollees

Schedule at least four high school recruiting visits at each of our service region HS

August thru May

College Recruiter # of Visits # of Follow-up Contacts # of Applicants # of Enrollees

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Award freshmen institutional scholarships in April

Every spring

College Recruiter, Financial Aid Counselor

# of scholarships awarded # of freshman institutional scholarships awarded in April # of Enrollees

Market transfer pathway articulations

Ongoing College Recruiter, Transfer Specialist, Marketing

Collaborate with NKU to market to list of denied NKU applicants

Ongoing Dean of Enrollment Services

Provide acceptance letter to all incoming freshmen

Ongoing Digital Manager, Admission Counselor, Records Office

# of Acceptance Letters Mailed # of Enrollees

Send enrollment packets to all GED testers using GCTC Assessment Center

Ongoing Director of Assessment

# of Packets Mailed # of Applicants # of Enrollees

3 Increase the number of fall transfer-in student enrollment by 2% each year (Baseline spring 2015: 85)

collaborate with resource/advising centers at 4-year institutions to post GCTC literature

Every fall & spring

Transfer Specialist, PR Director

Expand Prior Learning Opportunities for credit

Ongoing Academic Deans, Registrar

# of Students Applying for Credit # of Students Awarded Credit # of Credits Awarded # of Enrollees

Additional Measurable Outcomes:

Website traffic by area (Admissions, Financial Aid, etc)

Goal # 2: Increase fall dual credit (GRA) matriculation enrollment by 10 % by

2020.


1 Increase number of students from regional high schools participating in dual credit

Promote dual credit classes by meeting with every high school administrator and guidance counselor to identify needs

Ongoing Director of Early College Initiatives

# of Dual Credit Courses Offered each semester, by High School

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(Baseline fall 2015: 699)

# of Students Enrolled, by High School

Revise Honor courses to attract dual credit students

August 2016 VP of Academics, Deans, Director of Early College Initiatives

# of dual credit students enrolled in Honors courses # of courses offered

Create publication materials to highlight dual credit (GRA)

Ongoing Marketing, Director of Early College Initiatives

Web Traffic to GRA Site

Schedule at least four high school recruiting visits at each of our service region HS

August thru May

Director of Early College Initiatives, Asst. Director of Early College

# of Events # of Attendees # of Follow-up Contacts # of Applicants # of Enrollees

2 Increase rate of matriculation from GRA to GCTC by 2% each year (Baseline fall 2012/spring 2013: 33 or 9.88%)

Increase guidance counselor awareness regarding value and opportunity of Gateway programs

Every fall & spring

Director of Early College Initiatives, PR Director, Asst. Director of Early College, Marketing

# of Events # of Attendees # of High Schools from Service Area

Market GRA Scholarships Every spring Director of Early College Initiatives, Asst. Director of Early College, Financial Aid Counselors, Director of Marketing & PR

# of scholarships awarded # of Students enrolled

Host at least two Open House per year for parents

Every fall & spring

Director of Early College Initiative, Asst. Director of Early College, Marketing

# of Events # of Attendees # of Follow-up Contacts Made

Visit high school/ATC’s and dual credit classes rooms at

Every fall & spring

Director of Early College

# of Events # of Attendees

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least once a month to recruit/promote Gateway

Initiative, Asst. Director of Early College, Marketing

# of Follow-up Contacts # of Applicants # of Enrollees

Promote early registration for dual credit students

Every spring Director of Early College Initiative, Asst. Director of Early College, Marketing

# of dual credit students enrollees

Use Radius to market benefits of matriculating to GCTC

Every spring Director of Early College Initiative, Digital Manager, Asst. Director of Early College

# of Contacts # of Communications # of Applicants # of Enrollees


# of credit hours taken by dual credit students

Revenue generated by dual credit students

Goal # 3: Establish Gateway Brand Identity.

Gateway Community & Technical College is a significant asset to the region but has the potential to add even more value to the communities it serves. To make that possible, it is necessary to expand our current efforts to inform the public, schools, businesses, governmental entities, and community organizations of the strengths and areas of excellence at the college. We should adopt a more comprehensive view of marketing efforts, in which a variety of promotional vehicles are utilized. As part of the marketing strategy, focus should also be given to developing and managing special relationships and partnerships, as well as product (service/program) development and research. These efforts require the collaboration of marketing, admissions, faculty and staff, as well as institutional research, academic affairs, and workforce development and continuing education. Rather than simply ―selling our programs to potential students, we should continue to increase the visibility of the College in the whole community.


1 Increase the visibility and enhance the perception of GCTC’s brand, academic offerings and services

Increase social media presence

Ongoing Digital Marketing Manager

Measured and reported by social media site

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Increase positive local newspaper coverage

Ongoing PR Director # of newspaper mentions

Strengthen and promote program articulation agreements between 4-year institutions.

Ongoing Marketing, Director of Transfer

Promote technical/occupational credit programs

Ongoing Marketing , Academic Deans

Brand and promote GCTC as a college of “first resort” (Start Here). Create posters, billboards, cups, folders, t-shirts, and all printed material display new brand (Start Here).

Ongoing Marketing, Director of Transfer, College Recruiter

2 Promote college as cultural resource center

Publicize in print, radio, website (library, symposiums, guest speakers, workshops) that not only serve GCTC, but serve the needs/desires of the community.

Every fall & spring

Marketing, PR Director

Conduct a financial aid update workshop for all area guidance counselors each year. Partner with TMC & NKU to rotate between the colleges. Intent is for GCTC to build a reputation with high school counselors as the premier source of information regardless of where their students plan to attend college.

Every spring Financial Aid Counselors

# of Attendees # of Events # of High Schools from service area

Conduct President’s luncheon (superintendents, principals, counselors, secretaries), used to say “thank you” and update on GCTC projects and how new partnerships can be formed.

Every fall & spring

PR Director # of Attendees # of Events # of High Schools from service area


Web Traffic

# of Contacts from Contact Section on web site (# of Applicants, # of Enrollees)

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Retention Goals, Strategies and Tactics

Goal #1: Increase fall-fall retention rate to 62% by 2020.

As part of the recruitment strategy, more focus should be given to implementing

procedures to retain students. These efforts require the collaboration of academic affairs, faculty

and staff, as well as adult education, workforce development, institutional research, and marketing.


1 Improve student access to course schedule & advisor for returning students (Increase % of returning students Fall and Spring Semester)

Regular communication to students & advisors to monitor student enrollment

August 2016 Director of Retention/Associate VP of Student Development

# of communications made # of returning enrollees

Enrollment Incentives for early enrollment during priority registration & prior to long breaks

August 2016 Student Success Specialist/ Director of Retention/ Associate VP of Student Development, Marketing, Foundation

# of students enrolled during incentive event period # of incentives provided

Course schedules will be available to students 2- 4 weeks before priority registration

September 2016

Deans/Associate VP of Academic Support/ VP Academic Affairs

# of weeks prior to priority registration that schedule is available

Train Advisors on PS online Scheduler and Illume Degree Map and have them promote and encourage advisees to use these tools

August 2017 Faculty & Professional Advisors

# of advisors that participate in training # of Degree Map users # of Degree Map usages

Increase the requirement of mandatory student advising to 30 credit hours.

August 2017 Faculty Advisors, Deans

2 Increase the number of Active Learning Courses

Train faculty on Active Learning pedagogy (Baseline: __, Goal 2018 = 18)

August 2018 Director, Center for Teaching & Learning

# of faculty that participate in Active Learning trainings

Offer more Active Learning Courses on schedule

August 2018 Deans/Director, Center for

# of Active Learning Courses

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(Baseline: __, Goal = 75) Teaching & Learning/VP of Academic Affairs

offered each semester

Advisors encourage student enrollment in Active Learning Courses

October 2018 Faculty & Professional Advisors

# of student enrolled into Active Learning courses % of fill rate for each class # of Credits Attempted # of Credits Earned

3 Enhance summer student communications & engagement/enrollment opportunities.

Enrollment Incentives during summer months

August 2016 Coordinators of Retention/ Associate VP of Student Development, Marketing

# of students enrolled during incentive event period # of Returning students enrolled # of incentives provided

Increase involvement in SGA and expand role to include campus activities and summer engagement activities.

August 2016 Coordinators of Retention

# of SGA participants # of summer events # of Attendees # of Returning Students

Showcase community health & wellness resources, career resources and transfer resources to our students.

October 2018 Coordinators of Retention, Student Support Specialist, Student Support Coach, Director of Counseling & Intervention Services

# of students attending these fairs; # of follow-up contacts to event attendees

4 Increase the summer enrollment of students that have leftover financial aid monies. (Increase summer enrollment by ?% a year(

KNECT all students about summer enrollment and summer financial aid information. KNECT students that have remaining FA to promote summer enrollment.

April 2017 Associate VP of Student Development Director of FA

# of emails/letters sent to students; # of students contracted that enroll in summer classes

P a g e | 23


Ask Advisors to follow-up with students that have remaining FA for summer to make an advising appointment for summer registration

April 2017 Faculty & professional advisors

# of appointments scheduled # of Enrollees

Offer students a special registration event giving them an opportunity to speak to FA and an advisor at the same time and to get registered in summer classes.

May 2017 Director of FA, Director of Advising, Marketing

# of Student Attendees # of Returning Student Enrollees


In-term persistence

In-term persistence in Active Learning Courses

Fall-Spring retention

Spring-Fall retention

Fall-Fall retention rate (Goal 62%)

# of paying students during summer

# of financial aid students during summer

Goal #2: Develop and implement student success strategies


1 Increase college’s adoption and usage of Starfish Retention Solution Software. (Baseline 76%, Target 85%)

Standardize Starfish adoption & usage across entire college.

August 2016 Student Success Specialist/Coordinators of Retention/ Associate VP of Student Development

# of completed progress surveys; # of flags, referrals and kudos

Require all office hours be inputted into Starfish

January 2017 Deans/ VP of Academic Affairs

# full-time faculty inputting office hours #of staff inputting office hours

Require that all student advising appointments be made by utilizing the Starfish scheduling system

January 2017 Faculty/Advisors/Student Development departments

# of full-time faculty using scheduling system # of appointments scheduled through Starfish

2 Provide support and intervention to students whom are experiencing nonacademic success barriers.

Provide outreach and support to students that indicate that they are experiencing nonacademic barriers on their SMART

August 2017 Director of Counseling & Intervention Services

# of outreach attempts made to students with nonacademic barriers

P a g e | 24


advising nonacademic barrier survey.

# of student referral follow-ups # of cases closed In-term retention

Provide outreach & services to students that are referred through Starfish as having a nonacademic concern.

August 2016 Director of Counseling & Intervention Services

# of outreach attempts made to students with nonacademic barriers # of student referral follow-ups # of cases closed In-term retention

Assign peer mentors to case manage students with nonacademic barrier concerns.

August 2016 Director of Counseling & Intervention Services and Student Support Coach

# of mentors # of mentees

3 Increase the number of students earning above a cum 2.0 GPA. (by ?%)

Research, develop, implement retention strategies for all high D,F, W, I courses

August 2018 Deans/VP of Academic Affairs

# of Students passing with C or better # of Students Retained

Online tutoring program August 2018 Associate VP of Academic Affairs/Coordinator of Retention

TBD based on product

Provide outreach & services to students that are flagged- missing/late assignment, in danger of failing- or a tutoring referral is made through Starfish.

August 2016 Student Affairs Assistant II, Coordinators of Retention

GPAs of students that followed-up versus non follow-up students # of attempted outreach # of student responses # of student appointments

Develop online (Bb) academic support program for any student with a cum GPA of 2.0 or below. Future enrollment would be based on completion of this program.

August 2018 e-Learning/Coordinator of Retention

GPAs of students % of returning students

4 Increase communication to

Communicate to credential seeking students whom

December 2016

Faculty Advisors

# of emails/letter that are sent out

P a g e | 25


students that have completed 75% of credential.

have completed 45 or more credit hours.

Communicate to degree seeking students that have stopped out within the last 2 academic semesters with more than 45 credit hours in their credential completed.

August 2016 Registrar # of emails/letter that are sent out # of students that are contacted that reenroll

Communicate to degree seeking students that have 60 credit hours completed to notify of their status and to ask them to complete the graduation application with their advisors.

August 2016- Oct graduation deadline January 2017- March graduation deadline

Registrar # of emails/letter that are sent out to this group # of graduation audits completed by this group # of graduation applications by this group # of credentials awarded


Office hour reports: baseline 73%; goal by 2020: 100% office hours in Starfish

Referral Reports: Baseline 464 referrals; goal by 2020: 538 referrals made

Credit hour completion report

GPA Report- baseline 82% (2690) have a Cum GPA at 2.0 or above. Goa by 2020: 85%(2800) have a Cum GPA at 2.0 or above.

Comparison GPA data with SI courses

Documents

STRATEGIC ENROLLMENT PLAN - KCTCS System … · Technical College System and is a public two-year degree granting institution serving ... Computerized Manufacturing and ... STRATEGIC