HAZARD COMMUNITY AND TECHNICAL COLLEGE STRATEGIC ENROLLMENT MANAGEMENT PLAN (REVISED)
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
HAZARD COMMUNITY
AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT
MANAGEMENT PLAN
(REVISED)
Hazard Community and Technical College (HCTC) strives to be a world-class
learning institution that inspires hope and transforms lives through progressive,
learner-focused opportunities.
FEBRUARY 1, 2018
HCTCHAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Table of Contents
1. Introduction
2. Making the case for revisions to the SEM Plan
3. Recruitment
4. Retention
5. Appendix 1, SEM Tactical Worksheets
1HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Introduction
Hazard Community and Technical College (HCTC) is a comprehensive, public, community and
technical college that empowers diverse learners who are building self-confidence and leadership
capacity for lifelong personal success and community enhancement.
Based upon students' individual career goals, HCTC offers programming that leads to degrees,
diplomas and/or certificates.
HCTC Revised SEM Organization Framework
President's
Cabinet
Recruitment Retention
Data Team
Council Council
2HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
President’s Cabinet Membership:
Delcie Combs, Assistant to the President
Germaine Shaffer, Professor, Vice President Student Services, Interim Provost/Chief Academic
Officer
Donna Roark, Chief Information Technology Officer
Vickie Combs, Director of Human Resources,
Connie Watts, Chief Business Services Officer
Stu Fugate, Dean of Operations
Keila Miller, Director of Workforce Solutions
Dr. Jennifer Lindon, President/CEO
Recruitment Council Membership:
Jama Griffie, Dual Credit Coordinator
Bryan Combs, Staff Advisor
Cortney Caudill, Recruiter
Casey Brock, Technology Solutions
Shannon Estes, Administrative Assistant, Academic Services
Evelyn Wood, Public Relations Director
Jacki Hall, Dean of Business Services
Sandy Campbell, Workforce Solutions Liaison
Shirley Engle, Executive Administrative Assistant, Academic Services
Julie Caudill-Clark, Disability Service Coordinator
Lucy Langdon, AOKY and P2P Coordinator
Mavis Clemons, Faculty
Scott Gross, ex officio, Director of Admissions
Retention Council Membership:
Libby Peters, Registrar
Bobby Collins, Staff Advisor
Danielle King, Director of Cultural Diversity
Renee Fugate, Director of Student Support Services
Dr. Randy Moon, Faculty
Tim Smith, Technology Solutions
Randy Bryant, Faculty
Amy Wernette, Faculty
Tiffany Combs, Business Services
Mindy Collins, Human Resources
Amanda Spencer-Barnes, QEP Director and Faculty
Jenny Lutes, Faculty
3HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Rachel Sexton, Faculty
Phenisha Fields, Financial Aid Coordinator
Penny Smith, Faculty
Dr. Beth Pennington, ex officio, Associate Professor, Dean of Retention Services
Making the case for revisions to the SEM plan
Hazard Community and Technical College (HCTC) launched the Strategic Enrollment
Management Plan on October 1, 2016. Based on unique challenges associated with a downturn
in population due to the closure of several corporations and the decline in the coal industry in the
service area, and following an exhausted review of enrollment data, enrollment trends, local high
school population trends, and environmental scanning data, HCTC identified six goals as the
focus for the SEM Plan. Each goal had its own committee structure and reported to the steering
committee, which in turn, reported to the executive team.
The six identified goals were broad, sweeping, and student-focused:
Goal #1 – HCTC will implement recruitment strategies that are specific to our
geographical area and focus on all potential students.
Goal #2 – HCTC will implement retention strategies that begin with the application
process, establish a sense of community that includes students, faculty, and staff, and end
with the graduation and/or transfer of the student.
4HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Goal #3 – HCTC will implement workforce strategies that will provide technical students
with transferable, portable skills, preparing them to be employment-ready, and that will
provide the Kentucky River Region with premier training opportunities.
Goal #4 – HCTC will provide students with an advising experience that is empowering,
personal, and specific to their career goals.
Goal #5 – HCTC will offer programmatic options and course schedules that meet the
needs of the learners in our service area.
Goal #6 –HCTC will development and implement a support structure for our student
learner population who are taking all online coursework.
The undertaking was ambitious and the committee members worked diligently to implement
strategies/action steps for each goal. At the one-year marker of the launching of the SEM plan, a
review of data was completed to determine if the goals and corresponding strategies/actions steps
were achieving the intended outcomes. Minimal success was noted and it was determined that
the broad focused goals stretched human capital and institutional resources too thinly to
effectively achieve the desired outcomes. A restructuring of the plan and committee structure
was required.
Using data to drive the decision-making, and in keeping the original intent of the SEM plan, the
goals were condensed and placed under the direction of a two council structure. One council
focuses on recruitment and the other on retention. Additionally, existing strategies, key
enrollment indicators (KEI’s), action steps and metrics were retained (as appropriate).
Recruitment
Responsibility of Council Members:
The council will review current and historically relevant data to determine if the Recruitment
component of the Strategic Enrollment Management (SEM) is achieving the intended outcomes
of the goals and strategies to foster increased headcount and full time enrollment (FTE).
Recommendation(s) for revision(s) will be submitted to President’s Cabinet annually or on an as
needed basis.
Goals
1. HCTC will increase the number of first-time students from our target high schools with
previous dual credit coursework through HCTC by one percentage point each year from 33%
for 2015 high school graduates to 34% for 2016 high school graduates; to 35% for 2017 high
school graduates; to 36% for 2018 high school graduates; to 37% for 2019 high graduates, to
38% for 2020 high school graduates, and to 39% for 2021 high school graduates.
5HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
2. HCTC will increase the number of first-time students from our target high schools with no
previous dual credit coursework through HCTC by one percentage point each year from 55%
for 2015 high school graduates to 56% for 2016 high school graduates; to 57% for 2017 high
school graduates; to 58% for 2018 high school graduates; to 59% for 2019 high school
graduates; to 60% for 2020 high school graduates; and to 61% for 2021 high school
graduates.
3. HCTC will increase the applicant-to-enrolled conversion rate of non-traditional students (age
25 and older) from the applicant pool by one percentage point each year from 46% for 2015-
2016 applicants to 47% for 2016-2017 applicants; to 48% for 2017-2018 applicants; to 49%
for 2018-19 applicants; to 50% for 2019-2020 applicants; to 51% for 2020-2021 applicants;
and to 52% for 2021-2022 applicants.
Strategies
1. HCTC will develop an Associate in Arts (AA) program course sequence and an Associate in
Science (AS) program course sequence in a semester-by-semester format.
2. HCTC will complete AA/AS or appropriate technical program checksheets for dual credit
students to provide information on completing a degree/diploma with HCTC.
3. HCTC will market pathways to careers for non-traditional students.
4. HCTC will identify new opportunities for recruiting non-traditional students.
Key Enrollment Indicators (KEIs)
1. The actual percentage of first-time students from HCTC target high schools with previous
dual credit coursework through HCTC who enroll within the first year after high school
graduation with HCTC in either the summer, fall, or spring terms.
2. The actual percentage of first-time students from HCTC target high schools with no previous
dual credit coursework through HCTC who enroll within the first year after high school
graduation with HCTC in either the summer, fall, or spring terms.
3. The actual applicant-to-enrolled conversion rate of non-traditional students from the
applicant pool.
Tactics
1. Provide HCTC academic program course sequences and information to guidance counselors,
ATC faculty, and high school seniors.
2. Complete an AA/AS or appropriate technical program checksheets with dual credit students.
6HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
3. Provide career-specific presentations at community events serving non-traditional student
populations.
4. Engage in recruitment activities at established community partners already providing services
to other HCTC units to bolster the non-traditional student population.
Retention
Responsibility of Council Members:
The council will review current and historically relevant data to determine if the Retention
component of the Strategic Enrollment Management (SEM) plan is achieving the intended
outcomes of the goals and strategies related to increasing retention of students, increasing the
number of credentials awarded, and increasing transfer rates. Recommendation(s) for revision(s)
will be submitted to President’s Cabinet annually or on an as needed basis.
Goals
1. HCTC will increase the fall-to-fall retention rate of first-time, credential-seeking students
from 56% for Fall 2014 to Fall 2015 by one percentage point (57%) for Fall 2015 to Fall
2016; by two percentage points (58%) for Fall 2016 to Fall 2017; by three percentage points
(59%) for Fall 2017 to Fall 2018; by four percentage points (60%) for Fall 2018 to Fall 2019;
by five percentage points (61%) Fall 2019 to Fall 2020; and by six percentage points (62%)
for Fall 2020 to Fall 2021.
2. HCTC will increase the graduation rate (within 150% of normal time/3 years) by one
percentage point each year for full-time, first-time credential-seeking cohorts from 29% for
the 2012 cohort which graduates by August 2015, to 30% for the 2013 cohort which
graduates by August 2016; to 31% for the 2014 cohort which graduates by August 2017; to
32% for the 2015 cohort which graduates by August 2018; to 33% for the 2016 cohort which
graduates by August 2019; to 34% for the 2017 cohort which graduates by August 2020; to
35% for the 2018 cohort which graduates by August 2021; and to 36% for the 2019 cohort
which graduates by August 2022.
3. HCTC will increase the transfer rate (one year after graduation) of Associate in Arts and
Associate in Science graduates from 45% for 2014-2015 graduates by one percentage point
(46%) for 2015-2016 graduates; by two percentage points (47%) for 2016-2017 graduates; by
three percentage points (48%) for 2017-2018 graduates; by four percentage point (49%) for
2018-2019 graduates; by five percentage points (50%) for 2019-2020 graduates; by six
percentage points (51%) for 2020-2021 graduates; and by seven percentage points (52%) for
the 2021-2022 graduates.
7HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
4. HCTC will increase the fall-to-spring retention rate of the only online learning student
population by one percentage point each year from 63% for Fall 2015 to Spring 2016 to 64%
for Fall 2016 to Spring 2017; to 65% for Fall 2017 to Spring 2018; to 66% for Fall 2018 to
Spring 2019; to 67% for Fall 2019 to Spring 2020; to 68% for Fall 2020 to Spring 2021; and
to 69% for Fall 2021 to Spring 2022.
Strategies
1. HCTC faculty will use a graduation plan (as appropriate) with advisees to increase the fall-
to-fall retention rate of first-time, credential-seeking students.
2. HCTC will increase the number of degrees awarded from 344 for the 2015-2016 graduates
by 1 percent (347) for 2016-2017 graduates; by 2 percent (351) for 2017-2018 graduates, by
3 percent (354) for 2018-2019 graduates; by 4 percent (358) for 2019-2020 graduates, by 5
percent (361) for 2020-2021 graduates, and by 6 percent (365) for 2021-2022 graduates.
3. HCTC will increase the number of diplomas/certificates awarded from 1,000 for the 2015-
2016 graduates by 1 percent (1,010) for 2016-2017 graduates; by 2 percent (1,020) for 2017-
2018 graduates, by 3 percent (1,030) for 2018-2019 graduates; by 4 percent (1,040) for 2019-
2020 graduates, by 5 percent (1,050) for 2020-2021 graduates, and by 6 percent (1,060) for
2021-2022 graduates.
4. HCTC will review and refresh marketing strategies related to the promotion of the University
Center of the Mountains (UCM) and our partner institution degree options.
5. HCTC will increase the course success rate (ABC grade) of the only online learning student
population by one percentage point each year from 73% in 2015-2016 to 74% in 2016-2017;
to 75% in 2017-2018; to 76% in 2018-2019; to 77% in 2019-2020; to 78% in 2020-2021, and
to 79% in 2021-2022.
6. HCTC advising faculty will use Starfish software as an early intervention tool to proactively
engage students, including only online students
Key Enrollment Indicators (KEIs)
1. The fall-to-fall retention rate of first-time, credential-seeking students.
2. The graduation rate (within 150% of normal time) for full-time, first-time credential-seeking
students.
3. The transfer rate (one year after graduation) of Associate in Arts and Associate in Science
graduates.
4. The fall-to-spring retention rate of only online learning students.
8HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
5. The number of HCTC faculty participating in the Starfish Progress Survey.
Tactics
1. Utilize the advising note feature in PeopleSoft to foster communication/relationships with
advisees.
2. Develop/Update (as appropriate) graduation plans for advisees.
3. Explain to advisees the value in taking at least 15 credit hours of coursework per semester
according to their program course sequence to accelerate time to graduation.
4. Focus on the continued marketing of the University Center of the Mountains (UCM).
5. Schedule on-campus sessions where first-time/first-semester HCTC online students can
interact with faculty/staff to obtain assistance with online classes.
6. Build online student support services for students taking only online classes.
7. Utilize the Starfish Progress Survey information to identify students struggling academically
and connect them with available resources.
9HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Appendix 1
SEM Tactical Worksheets for Recruitment
Strategic Enrollment Management Plan
Goal and Strategy Implementation and Accountability Map
Recruitment Council Members:
Jama Griffie, Dual Credit Coordinator
Bryan Combs, Staff Advisor
Cortney Caudill, Recruiter
Casey Brock, Technology Solutions
Shannon Estes, Administrative Assistant, Academic Services
Evelyn Wood, Public Relations Director
Jacki Hall, Dean of Business Services
Sandy Campbell, Workforce Solutions Liaison
Shirley Engle, Executive Administrative Assistant, Academic Services
Julie Caudill-Clark, Disability Service Coordinator
Lucy Langdon, AOKY and P2P Coordinator
Mavis Clemons, Faculty
Scott Gross, ex officio, Director of Admissions
Goals:
1. HCTC will increase the number of first-time students from our target high schools with
previous dual credit coursework through HCTC by one percentage point each year from
33% for 2015 high school graduates to 34% for 2016 high school graduates; to 35% for
2017 high school graduates; to 36% for 2018 high school graduates; to 37% for 2019
high graduates, to 38% for 2020 high school graduates, and to 39% for 2021 high school
graduates.
2. HCTC will increase the number of first-time students from our target high schools with
no previous dual credit coursework through HCTC by one percentage point each year
from 55% for 2015 high school graduates to 56% for 2016 high school graduates; to 57%
for 2017 high school graduates; to 58% for 2018 high school graduates; to 59% for 2019
high school graduates; to 60% for 2020 high school graduates; and to 61% for 2021 high
school graduates.
3. HCTC will increase the applicant-to-enrolled conversion rate of non-traditional students
(age 25 and older) from the applicant pool by one percentage point each year from 46%
for 2015-2016 applicants to 47% for 2016-2017 applicants; to 48% for 2017-2018
10HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
applicants; to 49% for 2018-19 applicants; to 50% for 2019-2020 applicants; to 51% for
2020-2021 applicants; and to 52% for 2021-2022 applicants
Strategies:
1. HCTC will develop an Associate in Arts (AA) program course sequence and an Associate in
Science (AS) program course sequence in a semester-by-semester format.
2. HCTC will complete AA/AS or appropriate technical program checksheets for dual credit
students to provide information on completing a degree/diploma with HCTC.
3. HCTC will market pathways to careers for non-traditional students.
4. HCTC will identify new opportunities for recruiting non-traditional students.
Actions steps
Step Action Step Description Time line for Person responsible
# implementation for outcomes
1. Academics will create the AA and Spring 2018 Academic Deans
AS program course sequence.
1a. Dual Credit Coordinator and the August and January Admissions and
assigned high school recruiter will of each academic Dual Credit
distribute HCTC marketing year Coordinator
materials and program course
sequence information to secondary
school personnel for dissemination
to high school seniors.
2. Dual Credit Coordinator will September/October Dual Credit
complete an AA/AS or appropriate and February/March Coordinator
technical program checksheet with of each academic
dual credit students. year
3. Recruiter assigned to non- Fall semester; Admissions
traditional student recruitment will Spring semester
develop presentations on career of each academic
pathways to present at partner year
Adult Basic Education Centers,
Student Resource Centers in
secondary schools, and other
community partners (i.e. EKCEP).
4. Recruiter assigned to non- Fall semester; AOKY, P2P, Ready
traditional student recruitment will Spring semester of to Work/Work and
collaborate with Accelerating each academic year Learn staff and
Opportunity Kentucky (AOKY), Admissions
11HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
Paths 2 Promise (P2P), and Ready
to Work/Work and Learn grant
staff to create a schedule of
presentations to be held at
community partners providing
services to these specific
populations (i.e. community based
services, local employers, and
etc.).
Measurement
Metric Frequency of Reported Expected Data used for Location of
Measurement to Whom Outcome measurement data/system
Marketing August and Provost Marketing Spreadsheet Academics
materials January of materials and listing school, in
and program each academic program type of conjunction
course year course materials with
sequence sequence distributed, Marketing
information information date Team and
provided to distributed Admissions
secondary
school
personnel will
increase the
number of
first-time
students
enrolled from
target high
schools
AA/AS or September/ Vice Completing Spreadsheet Dual Credit
technical October and President of AA/AS or of dual credit Coordinator
program February/ Student technical high school
checksheets March of each Services program students
for dual academic year checksheets for indicating
credit dual credit type of
students students will checksheet
increase the completed,
number of date
first-time completed,
students date
enrolled from checksheet
provided to
12HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
target high dual credit
schools. student
Career- Fall semester; Vice Making career- Spreadsheet Admissions
specific Spring President of specific listing
presentations semester of Student presentations location of
for non- each academic Services to non- presentation,
traditional year traditional date of
students students at presentation,
partner Adult and number
Basic attending
Education
Centers,
Student
Resource
Centers in high
schools, and
other
community
partners (i.e.
EKCEP) will
increase the
non-traditional
student
enrollment.
Presentations Fall semester; Vice Making HCTC Spreadsheet Admissions
with AOKY, Spring President of presentations listing date of and
PSP, RTW semester of Student at community presentation, Retention
staff at each academic Services partners will community Services
community year increase the partner, and
partner non-traditional number
locations student attending
enrollment.
13HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
SEM Tactical Worksheet for Retention
Strategic Enrollment Management Plan
Goal and Strategy Implementation and Accountability Map
Retention Council Members:
Libby Peters, Registrar
Bobby Collins, Staff Advisor
Danielle King, Director of Cultural Diversity
Renee Fugate, Director of Student Support Services
Dr. Randy Moon, Faculty
Tim Smith, Technology Solutions
Randy Bryant, Faculty
Amy Wernette, Faculty
Tiffany Combs, Business Services
Mindy Collins, Human Resources
Amanda Spencer-Barnes, QEP Director and Faculty
Jenny Lutes, Faculty
Rachel Sexton, Faculty
Phenisha Fields, Financial Aid Coordinator
Penny Smith, Faculty
Dr. Beth Pennington, ex officio, Associate Professor, Dean of Retention Services
Goals:
1. HCTC will increase the fall-to-fall retention rate of first-time, credential-seeking
students from 56% for Fall 2014 to Fall 2015 by one percentage point (57%) for Fall
2015 to Fall 2016; by two percentage points (58%) for Fall 2016 to Fall 2017; by three
percentage points (59%) for Fall 2017 to Fall 2018; by four percentage points (60%) for
Fall 2018 to Fall 2019; by five percentage points (61%) Fall 2019 to Fall 2020; and by
six percentage points (62%) for Fall 2020 to Fall 2021.
2. HCTC will increase the graduation rate (within 150% of normal time/3 years) by one
percentage point each year for full-time, first-time credential-seeking cohorts from 29%
for the 2012 cohort which graduates by August 2015, to 30% for the 2013 cohort which
graduates by August 2016; to 31% for the 2014 cohort which graduates by August 2017;
to 32% for the 2015 cohort which graduates by August 2018; to 33% for the 2016 cohort
which graduates by August 2019; to 34% for the 2017 cohort which graduates by August
14HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
2020; to 35% for the 2018 cohort which graduates by August 2021; and to 36% for the
2019 cohort which graduates by August 2022.
3. HCTC will increase the transfer rate (one year after graduation) of Associate in Arts and
Associate in Science graduates from 45% for 2014-2015 graduates by one percentage
point (46%) for 2015-2016 graduates; by two percentage points (47%) for 2016-2017
graduates; by three percentage points (48%) for 2017-2018 graduates; by four percentage
point (49%) for 2018-2019 graduates; by five percentage points (50%) for 2019-2020
graduates; by six percentage points (51%) for 2020-2021 graduates; and by seven
percentage points (52%) for the 2021-2022 graduates.
4. HCTC will increase the fall-to-spring retention rate of the only online learning student
population by one percentage point each year from 63% for Fall 2015 to Spring 2016 to
64% for Fall 2016 to Spring 2017; to 65% for Fall 2017 to Spring 2018; to 66% for Fall
2018 to Spring 2019; to 67% for Fall 2019 to Spring 2020; to 68% for Fall 2020 to
Spring 2021; and to 69% for Fall 2021 to Spring 2022.
Strategies:
1. HCTC faculty will use a graduation plan (as appropriate) with advisees to increase the
fall-to-fall retention rate of first-time, credential-seeking students.
2. HCTC will increase the number of degrees awarded from 344 for the 2015-2016
graduates by 1 percent (347) for 2016-2017 graduates; by 2 percent (351) for 2017-2018
graduates, by 3 percent (354) for 2018-2019 graduates; by 4 percent (358) for 2019-2020
graduates, by 5 percent (361) for 2020-2021 graduates, and by 6 percent (365) for 2021-
2022 graduates.
3. HCTC will increase the number of diplomas/certificates awarded from 1,000 for the
2015-2016 graduates by 1 percent (1,010) for 2016-2017 graduates; by 2 percent (1,020)
for 2017-2018 graduates, by 3 percent (1,030) for 2018-2019 graduates; by 4 percent
(1,040) for 2019-2020 graduates, by 5 percent (1,050) for 2020-2021 graduates, and by 6
percent (1,060) for 2021-2022 graduates.
4. HCTC will review and refresh marketing strategies related to the promotion of the
University Center of the Mountains (UCM) and our partner institution degree options.
5. HCTC will increase the course success rate (ABC grade) of the only online learning
student population by one percentage point each year from 73% in 2015-2016 to 74% in
2016-2017; to 75% in 2017-2018; to 76% in 2018-2019; to 77% in 2019-2020; to 78% in
2020-2021, and to 79% in 2021-2022.
15HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
6. HCTC advising faculty will use Starfish software as an early intervention tool to
proactively engage students, including only online students.
Actions steps
Step # Action Step Description Time line for Person responsible
implementation for outcomes
1. Initial PeopleSoft Advising Note Presentation Professional
training for advising faculty will development during Development
be held during the Fall 2018 start- the Spring 2018 Committee
up activities. Fall 2018 start-up
meeting date for
initial training
1a. PeopleSoft Advising Note Fall and Spring Academic Deans
refresher trainings will be offered start-up meeting
at both Fall and Spring start-up dates of each
meetings. academic year
1b. New faculty will be required to During the semester Academic Deans
attend a PeopleSoft Advising Note of hire
training session.
2. As part of the annual PPE August of each Academic Deans
planning process, Academic Deans academic year
will develop a plan with advising
faculty to address the
development/update of advisee
graduation plans. The plan will be
inclusive of both Fall and Spring
advisees for the academic year.
3. Advising faculty will use the Advising report Advising Faculty
advising report (created each provided to faculty supervised by
semester by Institutional Research before midterm of Academic Deans
(IR) that identifies their advisees) each semester
as a mechanism for
creating/updating graduation plans
according to the student’s program
course sequence, and as a
demonstrator of the value in taking
15 credit hours each semester.
4. HCTC Marketing Team will work An annual targeted HCTC Marketing
collaboratively with the UCM marketing campaign Team Lead and
Director to review/revise/ refresh will be outlined and UCM Director
the UCM marketing campaign that implemented each
is inclusive of print/audio/video semester
16HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
materials, and is broad-reaching
throughout the service area.
5. The Online Learning unit will August, October, Online Learning
provide on-campus sessions where January, and March unit supervised by
online students can interact with of the academic year Dean of Online
faculty/staff to obtain assistance Learning
with online classes.
6. The Distance Learning Specialists Prior to the start of DLS supervised by
(DLS) will work with faculty each summer, fall, Dean of Online
members on the welcome video and spring semester Learning
for their online courses according
to a prescribed schedule.
7. Academic Deans will identify 4 Beginning with the Academic Deans
online classes each semester to Spring 2018
include the use of the Brainfuse semester; continue
tutoring service, and will work each summer, fall,
with the Online Learning unit to and spring semester
implement the service in those
classes.
8. Starfish Coordinator will contact Continuous Dean of Online
students identified on the Starfish Learning
Progress Survey who are
struggling academically and
connect them with available
resources.
Measurement
Metric Frequency Reported Expected Data used for Location of
of to Whom Outcome measurement data/system
Measureme
nt
PeopleSoft End of each Academic Use of Enrollment Institutional
report of fall and Deans advising report showing Research
enrolled spring notes will students with
students with semester foster advising notes
Advising relationships
Notes with advisees
that increases
the fall-to-
fall retention
rate of first-
time-
credential-
17HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
seeking
students
Faculty PPEs Annual PPE Academic All full-time Spreadsheet Academic
describing the Deans faculty will listing each Deans
plan of how include a faculty member
faculty will plan in their with an “x”
develop/ annual PPE indicating they
update advisee that describes have a plan for
graduation how they developing/upd
plans intend to ating advisee
develop/ graduation
update plans
advisee
graduation
plan
15 credit hours After the Academic Enrolling Enrollment Institutional
enrollment Census Date Deans students in report of Research
report each 15 credit credential-
semester hours will seeking
increase the students with
graduation credit hours
rate enrolled
UCM Beginning of Provost UCM Annual list Marketing
Marketing each marketing explaining Team, UCM
Campaign academic campaign types of Director
document year will be marketing
carried out in conducted with
print/audio/vi dates of when
deo materials marketed was
conducted
Fall and Spring Prior to each Dean of Online Spreadsheet Online
schedules of summer, fall, Online instructors with student Learning
four on- and spring Learning will provide name and unit
campus semester schedule of student ID of
sessions for on-campus online students
online students sessions to attending
their online sessions
students
Welcome Prior to each Dean of Each online Spreadsheet of Online
video for each summer, fall, Online course will online classes Learning
online course and spring Learning have a taught each unit
semester welcome summer, fall,
video and spring
semester with
18HAZARD COMMUNITY AND TECHNICAL COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN 02/01/2018
(REVISED)
an “x”
indicating
whether the
welcome video
posted
Brainfuse Beginning of Dean of Online Spreadsheet of Online
tutoring each fall, Online students will online classes Learning
service offered spring and Learning use the selected and unit
for select summer Brainfuse how many
online classes semester tutoring students utilized
service to the Brainfuse
improve their tutoring service
in-class
performance
Number of End of each Dean of Use of Starfish Dean of
students fall and Online Starfish Progress Survey Online
identified on spring Learning Progress data Learning
the Starfish semester Survey
Progress features will Final grades for Institutional
Survey increase the students Research
fall-to-spring receiving flags
retention rate for academic
of the only difficulties
online
learning
student
population.
19You can also read
