Strategic Enrollment Management Master Plan 2015-2020

Strategic Enrollment Management

Master Plan 2015-2020

January 25, 2016

SEM Master Plan - January 25, 2016

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Table of Contents

Introduction 2

Stakeholder Analysis 3

Approach 4

Scope and Timeline 7

Strategies and Activities 8


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Introduction

In 2014, the Blue Mountain Community College Board of Education directed the BMCC administration to

conduct a strategic planning process. Over the course of a year, the College conducted a transparent and

inclusive strategic planning process that included all employees and numerous stakeholders. The result of this

process outlined a refreshed vision, mission, values statements, and core themes that serve as the foundation

for the goals set forth in the strategic plan. The BMCC mission is:

“To provide responsive and high-quality, innovative educational programs and services that promote personal

and professional growth to strengthen our communities.”

The Blue Mountain Community College Board of Education approved a new five year Strategic Plan in January

of 2015 which included the charge of developing a Strategic Enrollment Management (SEM) master plan.

There are three goals within the 2015-2020 Strategic Plan with specific targets that provide guidance and

direction to the development of a five year strategic enrollment management plan. The purpose of the

Strategic Enrollment Management (SEM) plan is to serve as a mechanism for advancing the mission of BMCC

through intentional student success initiatives as found in the following 2015-2020 BMCC strategic

priorities:

Goal #1: Students First – BMCC is committed to promoting equity in success for all students

Target: increase access, persistence, retention, progression, and completion rates 5% by 2020

Target: improve student engagement and satisfaction in at least one area with each survey cycle by 2020

Target: establish “Students First” criteria, incorporate across the college, and begin measuring by 2015-16

Goal #2: Current and comprehensive marketing, communication, and recruitment plan

Target: Strategic Enrollment Management Plan with metrics and subsidiary recruitment plan in place by 2015-16

Goal #3: Relevant, dynamic, and diverse curriculum

Target: increase the number of students in industry based training and programs each year beginning with 2015-16

Each strategy of the SEM plan reflected in this document is connected directly to one of these three goals and intended to help fulfill the mission of Blue Mountain Community College and its 2015-2020 Strategic Plan.


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Stakeholder Analysis

BMCC serves a geographic district covering nearly 18,000 square miles over six counties in the northeastern

corner of Oregon. The College interacts with and serves a variety of stakeholders, both internally and externally.

In order to be responsive to these stakeholders in the fulfilling of institutional mission, BMCC must first

understand who the stakeholders are and what their relationships are with the College.

Students: In 2014-15, BMCC enrolled about 8,800 students with a 2,413 full time equivalency. Approximately

half of the students enrolling at BMCC take noncredit courses. Student demographics indicate slightly fewer

women (48.3%) enrolled than men (49.9%). Students enrolled at BMCC range in age from under 18 to over 62,

with the average student age being 31. Historically under-represented students comprise more than 30% of the

students enrolled. Approximately 30% of the students enrolled indicate they are degree or certificate seeking

with the remaining students pursuing basic skills or personal enrichment. Nearly half of all degree/certificate

seeking students receive some form of financial aid. Around 2,200 students receive their instruction via distance

education at BMCC. The majority (58%) of students attend classes at the Pendleton campus. About 23% of the

students enroll at the Hermiston Center; 5% at the Milton-Freewater Center; 7% at the Boardman Center, and

7% at the Baker City Center. Over the past five years, the number of students enrolling in Early College Credit

(Dual Credit and Credit-by-Proficiency) courses has increased significantly at BMCC. Dual Credit enrollment has

increased 65% since it began in 2008-09. Enrollment in Credit-by-Proficiency courses as increased by 154% since

its beginning in 2012-13. In 2014-15, BMCC awarded over 21,000 college credits to over 1,200 eastern Oregon

high school students participating in Early College Credit courses. Students are invited to serve on hiring

committees, participate in strategic planning, and are part of the governance process at BMCC.

Faculty: BMCC employs 58 full-time and 150 part-time faculty who serve as instructors and advisors in a wide

range of academic disciplines. The Blue Mountain Faculty Association is the organized union that represents

faculty members. Some faculty also serve as advisors for student organizations/clubs.

Classified Staff/Exempt-Tech: BMCC employs 107 full-time classified and exempt-tech staff and 56 part-time

staff. The classified staff are represented by the BMCC Classified Employee Association. Many of the classified

staff provide student support services. Exempt-Tech staff typically are in managerial positions providing

leadership to the college.

Board of Education: The BMCC Board of Education is comprised of seven members who set policy and oversee

governance of the College. The members of the Board are elected from seven geographic zones across the

college service district.

Alumni: BMCC has been in existence since 1963, and therefore has a large number of alumni. Many college

employees (past and present), as well as community members proudly consider themselves alumni of BMCC.

Community Members: There are a wide range of community members across the BMCC service district with a

variety of interests who live in the BMCC area. Community members are also taxpayers who recently approved

a $23 million bond. These community members are interested in academic programs (both credit and

noncredit), College Community Theater, athletics, the art gallery, and other events on campus.


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Business/Industry: BMCC works closely with many businesses and industries across its service district. Each

career-technical education program facilitates an advisory committee with industry representatives to gather

feedback on programming, instruction and equipment.

Approach - Getting Organized

In the spring of 2015, a Student’s First Advisory Council (SFAC) was formed to facilitate the process of

developing BMCC’s first ever Strategic Enrollment Management master plan. The SFAC charge and

membership roster were approved by Cabinet and Coordinating Council and includes the following:

Purpose and Charge: To assure that BMCC strategic enrollment initiatives and policies are connected to both

immediate as well as long term college goals supporting equitable access, progression, and completion for

students.

The Student’s First Advisory Council will discuss, develop, recommend, monitor, and evaluate all aspects of

BMCC’s strategic enrollment management (SEM) plan related to recruitment, retention, graduation, transfer,

alumni engagement, and the overall experience of BMCC students. This committee is advisory to the Vice

President of Student Affairs, Vice President of Instruction, and Vice President of Public Relations. The SFAC

reports twice a year to Cabinet and Coordinating Council on goals and outcomes.

SEM Planning Team – Students First Advisory Council (SFAC)

Role Person Duration

Co-Chairs Jim Whittaker, Diane Drebin, Casey White-Zollman Fixed

Note Takers Stacie Stahl, Linda Zojonc Rotates

Research and Assessment Toshihiko Murata On-going

College Coordinating Council Representatives (2)

faculty

non-faculty

Phillip Schmidt Diana Hammon

2 years

Achieving the Dream Representatives (2)

faculty

non-faculty

Velda Arnaud Wade Muller

1 year

Advising Steering Committee Representatives (2)

faculty

non-faculty

MaryJane Bagwell

1 year

Center Representation (4) Naamah Franke, Dan Koopman, Debbie Lee, Anne Morter Rotates

Marketing Anne Livingston Fixed

Outreach/Recruitment Dawn DiFuria Jeff (JJ) Hill

Fixed

Financial Aid Yadira Gonzalez Designee

Enrollment Services Theresa Bosworth Designee

Alumni Margaret Giannotti Designee

Faculty-at-Large Stan Beach Designee

Student Representation Naomi Sherbahn [email protected] Hayden Fitzpatrick [email protected] Terri Clark [email protected]

1 year

mailto:[email protected]




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Approach – Environmental Scanning

In the fall of 2015, the co-chairs of SFAC facilitated several data gathering sessions, inviting the college

community to consider “what we know” and “how we know it” regarding BMCC’s enrollment strengths,

weaknesses, opportunities, and threats (SWOT). Cabinet, Coordinating Council, SFAC, and students were

asked to consider the following as part of their SWOT work:

Internal S.W.O.T analysis attempted a review of the following data sets covering a five year timeframe:

Applicant demographic and yield rates

Annual and by term student enrollment by demographic, headcount, and FTE

Fall to fall, term to term, and annual retention rates by demographic

Annual financial aid by award and student demographic

Annual graduation data by student demographic

Annual transfer (both in and out) data by student demographic

CCSE, SENSE, IPEDs, and Student Opinion survey results

Student and Employee focus groups

Internal regulations and compliance effecting student success

Program profiles – enrollment, retention, completion, cost

Alumni – employment, licensure rates, participation (volunteer and giving)

Facilities planning

External S.W.O.T analysis attempted a review of the following data sets covering a five year timeframe:

Census demographics for service district

Regional, state, and service district projections by demographics

K-12 enrollment projections by demographic

Labor market projections

Admitted, but enrolled elsewhere (competitors)

Business and Industry connections

Enrolled, did not complete a certificate or degree (competitors)

Employment and Wage

Higher Education trends – HS graduation rates, Course delivery

District, state, regional, national trends or factors

Environment scanning SWOT discussions and analysis brought to light the following high level themes:

1) Many initiatives, but how do we know if they are the right ones?

2) Critical need for collecting missing data in areas of recruitment, retention, progression, completion,

advancement

3) Critical need for reliable and easy to access body of evidence (data) of intended outcomes

4) There is a growing culture of “Students First” at BMCC that appears to be benefiting students

5) Serving the needs of a diverse student body across a vast district is a both a weakness and opportunity


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6) There is strong connection to the traditional student and high schools, but we need to do more in

reaching the non-traditional student

NOTE: A full listing of the identified enrollment strengths, weaknesses, opportunities, and threats at BMCC are listed below:

Internal SWOT Comments from: Cabinet – 7/28/15, CCC Retreat 8/11/15 and Master Planning SWOT Activity – 9/23/15


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SEM Planning Scope and Timeline

From the environmental scanning process and examples of SEM best practices, the SFAC determined a scope of work

and a timeline for BMCC’s strategic enrollment management master planning. SEM plan goals, strategies, targets, and

tactics have been derived from the 2015-2020 Strategic plan, analysis of environmental scanning results, and have been

organized according to the Student Success Continuum (AACRAO, Bontrager) shown below with a general planning

timeline:

Proposed SEM Master Planning Timeline

2015-16 Develop a SEM plan with targets and

strategy leads

2016-17 Assess prior year plan; adjust or add

new strategies and tactics based on findings





2019-20 Assess outcomes from prior years; begin

internal/external environmental scanning for

2020-2025 strategic planning input

2020-2021 final assessment of previous SEM

plan; complete environmental scanning, inform

new strategic plan, and develop new SEM plan


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Proposed SEM Master Plan Strategies and Activities

“From Where, To Where, By When, and By Whom”

Establish Students First Definition and Criteria

Blue Mountain Community College reflects its commitment to Students First in that students feel valued,

supported, and encouraged by the campus community from the time they decide to enroll until they complete

their educational goals. Students respond to this commitment through their engagement, persistence, and

successful completion of their educational goals.

Students First is also evident by the initiatives prioritized by all departments of the college. Without a clear

acknowledgement that efforts can be justified to promote the college’s Students First commitment, forward

movement should not happen.

Students First Criteria Measure 2020-2021 (targets) Students feel valued, supported, and encouraged

Measure annually in the spring: Student Surveys

Develop baseline with spring 2016 student survey Student Focus Groups

Develop baseline with spring 2016 focus groups Measure each term: Student Evaluations (SETI)

Add a Likert-scale question and a comment question to the student evaluations in spring 2016

5% improvement by spring 2021

Students are engaged in learning and co-curricular programming

Measure annually in the spring: Learning Outcomes

Develop baseline for programming with winter/spring 2016 survey to faculty and staff

Student Surveys

Develop baseline with spring 2016 student survey Student Focus Groups

Develop baseline with spring 2016 focus groups Measure bi-annually:

Student surveys (CCSSE, SENSE)

Faculty survey (CCFSSE)

5% improvement by spring 2021

Students progress and complete their academic goals

Persistence and Completion Data – see SEM Goal #7 5% increase by spring 2021


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College priorities and departmental initiatives are aligned with the Students First definition

College Strategic Plan, Master Plans, and annual Departmental Plans

Distribute definition campus wide winter 2016

Incorporate into master plans by spring 2016

Incorporate into departmental plans by 2016-17

SEM Goal #1: Five year Strategic Enrollment Management Plan with metrics and subsidiary

recruitment plan in place by 2015-16

Strategy 1.1 Develop a 5 Year Strategic Enrollment Management Plan Tactics/Activities Lead – Diane Drebin Measure

Complete Internal/External S.W.O.T. SFAC Nov. 2015 √

Complete “How do we know?” Data analysis SFAC Nov. 2015 √

Finalize goals, strategies, targets, and measures SFAC Dec. 2015 √

First SEM Plan Draft shared with Cabinet, Coordinating Council, Board

SFAC Jan/Feb. 2016

Final SEM Plan Approval by Exec. Team and Board SFAC March 2016

Strategy 1.2 Develop a 3 year Recruitment Plan with Specific Targets and Metrics

Tactics/Activities Lead – Dawn DiFuria Measure

Assess current yield rate baseline data, enrollment trends, and new program needs to identify priority recruitment target areas for our service district

Dawn DiFuria

Jeff “JJ” Hill Toshihiko Murata Instructional Areas

Baseline data for 2014-2015 in place by February 1,2016

Establish logistical plan for achieving prioritized targets Dawn DiFuria

Jeff “JJ” Hill

Plan in place by March 1, 2016

Assess departmental capacity, determine departmental and partner roles, and acquire necessary resources for efficiently accomplishing the recruitment plan

Dawn DiFuria K-12 partners Instructional Departments

Recruitment Plan finalized by March 1, 2016

Share recruitment plan with College community and report outcomes on a quarterly basis

Dawn DiFuria Diane Drebin Casey White-Zollman

Recruitment plan shared with SA Leadership February 2016, Cabinet in March 2016, and Board by April 2016

Research and test a more effective Customer Relationship Management system (CRM)

Choose 3 systems to test

Dawn DiFuria

Jeff “JJ” Hill Pull together an

implementation team for project


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Migrate prospect data from Razors Edge to new system for testing

Develop inquiry and prospect data collection process to be tested

Include all stakeholders in developing an implementation plan

Outreach Office support staff Office of IT

planning and system selection by spring 2016

New systems researched by 06/2016

Product testing completed by 10/2016

Selection of new system by winter 2017

Budget related requests submitted by 02/2017

Implementation plan finalized by 06/2017

Finalize implementation by end of August 2017

SEM Goal #2: Increase by 5% the overall prospect to admit yield rates for Certificate/Degree

seeking students by 2020-2021.

SEM Goal #3: Increase by 5% the overall admit to enroll yield rates for Certificate/Degree


Yield Rate 2014-2015 (baseline) Prospect/Admit Admit/Enroll

2020-2021 (target) Prospect/Admit Admit/Enroll

Overall NA 83.9%

New to College NA 87.9%

New to BMCC (Transfer In) NA 83.3%

Female NA 83.1%

Male NA 84.9%

White/Caucasian NA 82.1%

Under-represented Minority NA 89.5%

Under 18 NA 71.4%

18-24 NA 87.3%

25-39 NA 79.5%

40-65 NA 66.1%

65+ NA 100%

Baker County NA 74.4%


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Enterprise County NA 100%

Grant County NA 63.6%

Morrow County NA 88.6%

Umatilla County NA 83.9%

Union County NA 87.5%

Out of District NA 75%

Out of State NA 90%

International NA NA

Strategy 2.1/3.1 - Assess Prospect/Admit and Admit/Enrolled Yield Rate Data Quarterly and Annually Tactic/Activity Lead – Dawn DiFuria

and Wade Muller

Measure

Establish current yield rate baseline data by student demographic

Prospect Admit

Admit Enrolled

Toshihiko Murata Baseline data for 2014-15 in place by January 2016

Identify the yield gaps (opportunities) from yield rate baseline data

Prospect Admit

Admit Orientation

Orientation Meet with Success Coach

Meet with Success Coach Meet with Faculty Advisor

Meet with Faculty Advisor Registered

FAFSA Registered

Dawn DiFuria

Jeff “JJ” Hill Theresa Bosworth Wade Muller Yadira Gonzalez

Yield gaps identified by February 1,2016

Establish prospect/admit and admit/enrolled yield rate targets from baseline data findings

Dawn DiFuria Theresa Bosworth Wade Muller

Targets in place by March 1, 2016

Strategy 2.2/3.2 - Establish a Prospect to Admit and Admit to Enrolled Communications Management Strategy Tactic/Activity Lead – Dawn DiFuria Measure

Design targeted, sequenced prospect/admit and admit/enrolled communication matrix and schedule

Dawn DiFuria Theresa Bosworth Wade Muller

In place by March 1, 2016

Develop targeted, sequenced prospect/admit and admit/enrolled messaging and methods.

Coordinate with Financial Aid messaging

Dawn DiFuria Theresa Bosworth Wade Muller Yadira Gonzalez

In place by March 1, 2016

SEM Goal #4: Increase persistence rate by 5% at 6th week of fall term for all certificate or

degree seeking students by 2020-2021.

SEM Goal #5: Increase by 5% Fall to Fall overall retention rates for all certificate and degree


SEM Goal #6: Increase by 5% overall first term to subsequent term persistence rates for all

certificate or degree seeking students by 2020-2021.


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Persistence and Retention Rates 2014-2015 (baseline) F6th 1st-Sub F2F

2020-2021 (target) F6th 1st-Sub F2F

Overall NA 74.3% 30.7%

Female 73.8% 30.2%

Male 75.4% 31.6%

White/Caucasian 75.4% 29.8%

Under-represented Minority 70.6% 32.3%

Under 18 NA 85.7% 28.6%

18-24 NA 80.8% 31.5%

25-39 NA 68.5% 30.0%

40-65 NA 71.2% 28.8%

65+ NA 66.7% 33.3%

Full-time 12+ credits NA 100% 61.0%

Less than full-time <12 credits NA 66.3% 21.4%

Veterans NA 67% 19.1%

1st Generation NA NA NA

Pell Eligible NA 79.3% 35.2%

Transfer – General Education NA NA NA

Career Technical Education NA NA NA

Remedial – College Prep NA NA NA

Strategy 4.1/5.1/6.1 - Assess Persistence and Retention Rate Data Quarterly and Annually Tactic/Activity Lead – Wade

Muller

Measure

Establish 6th week fall term persistence, first term to subsequent term retention, and fall term to fall term retention baseline data by student demographic.

Toshihiko Murata Baseline data in place by end of January 2016

Identify the persistence and retention rate gaps (opportunities) from baseline data.

Wade Muller Diane Drebin

Gaps identified by end of February 2016

Establish 6th week fall term persistence, first term to subsequent term retention, and fall term to fall term retention rate targets based on findings.

Wade Muller Diane Drebin Toshihiko Murata

Targets established place by end of March 2016

Develop quarterly and annual persistence and retention rate reports.

Web accessible via the Institutional Effectiveness page

Electronic distribution by Office of Institutional Effectiveness

Toshihiko Murata Wade Muller Diane Drebin

Reports in place by end of spring term 2016

Strategy 4.2/5.2/6.2 - Establish a Sustain Enrollment Communication Management Strategy Tactic/Activity Lead – Wade

Muller

Measure

Design targeted sustain enrollment communication matrix and schedule:

Sequence with admit to enrolled schedule

Coordinate with Financial Aid messaging

Coordinate with Business Office messaging

Auto response and follow-up when:

Wade Muller Theresa Bosworth Celeste Insko Yadira Gonzalez Success Coaches

6th week, subsequent term, and fall-to-fall communication matrix and schedule developed by 03/2016


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Course is dropped Complete withdraw

Develop sustain enrollment communication messaging and methods

Wade Muller Theresa Bosworth Celeste Insko Yadira Gonzalez Success Coaches

6th week, subsequent term, and fall-to-fall communication messages and method of delivery established by start of new academic year 2016/17

Strategy 4.3/5.3/6.3 - Implement a Proactive Early Intervention System Tactic/Activity Lead – Wade

Muller

Measure

Research best practice early intervention models and technology Wade Muller Preston Winn Advising Steering Committee

Research completed by 3/31/2016

Develop early intervention model and recommend enterprise product to College leadership

Wade Muller Preston Winn

Model and enterprise recommendation to College leadership by 9/30/2016

Purchase product and implement early intervention model

Establish project implementation team to: Determine intervention criteria Create efficient advising process workflow Define Faculty Advisor/Success Coach roles

Develop employee/student communication and training

Develop assessment and reporting tools

Wade Muller Preston Winn Advising Steering Committee Toshihiko Murata

Complete project plan by 9/30/2016

“Go live” with early alert system for winter term 2017

Early alert reports in place by week two of winter term 2017

Strategy 4.4/5.4/6.4 – Continuously Improve the Advising Model Tactic/Activity Lead – Jim

Whittaker and Diane Drebin

Measure

Work with a Lean Coach to facilitate a Lean process review of the Advising/Advisee workflow

Develop Lean charter

Include stakeholder groups

Consider results and student feedback from the Noel Levitz Student Satisfaction SP/2015 survey

Jim Whittaker Diane Drebin Preston Winn Wade Muller Lean Coach Toshihiko Murata Advising Steering Committee

Lean charter completed by 1/2016

Current/Future State maps completed by 3/2016

Student satisfaction survey results

Develop an Advising Syllabus (checklist) with student learning outcomes.

Preston Winn Wade Muller

Advising syllabus with student learning


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Coordinate with First Year Experience recommendations from the AtD Team

Determine assessment method of the advising learning outcomes

Advising Steering Committee Toshihiko Murata

outcomes finalized by 3/2016

Advising student learning outcomes assessment report in place by 3/2016

Develop and implement standardized training for Faculty Advisors and Success Coaches.

Identify training topics

Coordinate with Advising syllabus learning outcomes

Preston Winn Wade Muller Advising Steering Committee

Training topics and methods established by 3/2016

Training schedule in place by 3/2016

All Faculty Advisors and Success Coaches participate in training

Facilitate quarterly meetings with instructional departments to discuss Advising as teaching and learning.

Preston Winn Jim Whittaker

Quarterly meetings with instructional departments in place by 2016-17 academic year

Continue collaborative monthly Advising Steering Committee meetings comprised of Faculty Advisors and Success Coaches.

Annually develop shared goals and objectives

Assessment activities related to Advising as teaching and learning

Preston Winn Wade Muller Advising Steering Committee

Advising Steering Committee agendas and notes posted on the web

Annual Steering Committee report to Coordinating Council and Cabinet

Annual Student Satisfaction Survey results

Strategy 4.5/5.5/6.5 – Reduce Student Time and Credits Needed to Reach Gateway Classes Tactic/Activity Leads – Jim

Whittaker/Diane Drebin

Measure

Implement multiple measures model and workflow for efficient course placement

Develop placement measures and crosswalks

Develop placement workflow

Develop transition timeline

Share with Curriculum Committee, Cabinet, Coordinating Council

Diana Hammon Theresa Bosworth

Transition plan in place by end of spring term 2016.

Implementation completed by fall term 2016.

Implement College Prep/GED bridge to college credit model

Provide tuition waivers for credit classes

Mary Jane Bagwell Wade Muller

Pilot in 2015-16


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Establish a Success Coach position/role for college prep

Acquire 3 year grant funding for Success Coach in 2015-16

SEM Goal #7: Increase by 5% overall completion rates for all certificate/degree seeking

students by 2020-2021

Certificate/Degree Completion Rates 2014-2015 (baseline) Fulltime/Part Time

2020-2021 (target) Fulltime/Part Time

Full-time 12+ credits in 3 years 94%

Less than full-time <12 credits in 6 years 22%

White/Caucasian (FT/PT) 94% 27%

Under-represented Minority (FT/PT) 100% 8%

Under 18 (FT/PT) 100% 0%

18-24 (FT/PT) 92% 23%

25-39 (FT/PT) 100% 19%

40-65 (FT/PT) 100% 29%

65+ (FT/PT) NA 100%

Veterans 100% 30%

1st Generation NA NA

Pell Eligible 93% 21%

Early College Credit NA NA

AAOT 45 88

ASOT NA NA

AS 5 21

AAS 20 70

AGS 15 7

Certificate of Completion – 1 year NA 50

Certificate of Completion – less than 1 year NA 21

Career Pathway NA 35

Oregon Transfer Module 48 5

WICHE Passport NA NA

Strategy 7.1 - Assess Current Rate of Completion for Certificates of Completion and Associate Degrees Tactic/Activity Lead – Diane Drebin Measure

Assess baseline completion rates by student demographic Toshihiko Murata Baseline data in place by 01/2016

Identify areas of focus from baseline findings and set 2020-21 targets Wade Muller Theresa Bosworth Diane Drebin

Targets set by 02/2016

Strategy 7.2 - Expand Credit for Prior Learning Opportunities Tactic/Activity Lead – Diane Drebin Measure

Establish a CPL Program Coordinator Role

Develop position description, role, and priorities

Diane Drebin Theresa Bosworth

Position approved and


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Obtain position and program funding

Establish hiring timeline

funding in place by 07/2017

Annual program goals determined by 09/2017

Participate in Council of Adult Experiential Learning (CAEL) professional development

Faculty CPL evaluation training

Credentialing and awarding of credit training

CPL Portfolio Development course development

Theresa Bosworth Diana Hammon Faculty CPL Program Crdntr.

CAEL membership and training in 2016-17

Designated faculty trained in CPL evaluation by spring 2017

CPL awarding workflow in place by spring 2017

CPL Portfolio class in place by fall 2017

Develop CPL programming, marketing, and outreach

Design brochures and website content

Plan for outreach with Veterans, Business & Industry partners

CPL Program Crdntr. Theresa Bosworth Marketing Instructional Areas

Marketing pieces in place by fall 2017

Outreach plan in place by fall 2017

Strategy 7.3 - Expand Auto Awarding Tactic/Activity Lead – Theresa

Bosworth

Measure

Increase Reverse Transfer agreements with 4 year institutions

Eastern Oregon University

Oregon State University

Utilize National Student Clearinghouse (NSC) for identifying prospective reverse transfer

Theresa Bosworth Wade Muller Toshihiko Murata

Reverse Transfer agreements in place by 01/2017

NSC workflow in place by spring term 2017

Reverse transfer quarterly/annual reports

Implement auto-awarding of the AAOT and AGS

Develop workflow and communication strategies

Theresa Bosworth Wade Muller

Implement auto-awarding of AAOT and AGS by start of 2017-18 academic year

Continue Early College Credit (ECC) degree audit work

Establish an ECC matriculation Success Coach position in Enrollment Services dedicated to degree audit checks, matriculation, and completion work

Wade Muller Theresa Bosworth

Position approved and funding in place by 07/2016


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Annual program goals determined by 09/2016

Strategy 7.4 - Establish Completion Communication Strategy for “Almost There” Students Tactic/Activity Lead – Theresa

Bosworth

Measure

Develop workflow for Success Coaches to run degree audits and check

for 75% completion (“almost there”) of certificate and degree seeking students

Theresa Bosworth Wade Muller Success Coaches

Develop workflow by 03/2016

75% completions report in place by 04/2016

Process in place by 04/2016

Establish message and method for communicating to students when

they are “almost there”

Theresa Bosworth Wade Muller Success Coaches

Develop communication plan workflow by 03/2016

Develop messaging and method for communication by 04/2016

Process in place by spring 2016

Strategy 7.5 - Assure Graduation Requirement Policies and Resources Support Efficient Completion Tactic/Activity Lead – Diane Drebin

and Jim Whittaker

Measure

Review current graduation workflows, policies, and requirements for relevance and efficiency:

Residency requirements

Computer literacy requirements

Less than 1 year certificate of completion completers

Theresa Bosworth Diana Hammon Curriculum Committee Wade Muller Success Coaches

Policy review completed by end of academic year 2015-16.

Revised policy proposals presented at June Curriculum Committee mtg.

Create new and/or revise current advising worksheets for all certificate/degree programs in a standardized format:

Align with degree audit requirements

Develop fillable, online forms

Theresa Bosworth Wade Muller

Completed by 09/2016

Assess the effectiveness of our current degree audit tool – make improvements or changes based on findings

Implement needed upgrades and fixes

Meet with stakeholder groups to determine other needs/wants

Theresa Bosworth Wade Muller Faculty Advisors Success Coaches

Work with current vendor for needed upgrades and


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Look at other degree audit systems/tools and compare make changes by 02/2016

Meet with stakeholder groups to determine other needs/wants by 11/2016

Determine additional system needs or changes requiring investment by 01/2017

SEM Goal #8: Increase transfer to 4 year institutions rate by 5% for AAOT or ASOT degrees, or

articulated AAS degrees by 2020-2021

4 Year Transfer Rate – AAOT, ASOT, Articulated AAS 2014-2015 (baseline) 2020-2021 (target) Overall Transfer Rate NA

White/Caucasian 45% 45%

Under-represented Minority 47.5% 48%

Under 18 NA NA

18-24 55.6% 55.6%

25-39 38.8% 40%

40-65 25.6% 26%

65+ NA NA

Veterans 41.7% 42%

1st Generation 36.1% 37%

Pell Eligible 40% 40%

AAOT 67.5% 68%

ASOT 0% 50%

AAS 17.2% 20%

Strategy 8.1 - Assess Current Transfer Rate Tactic/Activity Lead – Diane Drebin Measure

Establish baseline transfer rate data by demographic Toshihiko Murata Baseline data in place by 1/2016

Identify areas of focus from baseline findings and set 2020-21 targets

Wade Muller Toshihiko Murata

Targets in place by Spring 2016

Strategy 8.2 - Increase Articulation Agreements with 4 Year Institutions Tactic/Activity Lead – Jim Whittaker Measure

Facilitate new degree articulation agreements: Jim Whittaker Diane Drebin

EOU co-admit degree articulation agreement


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Eastern Oregon University co-admit AAOT and ASOT degree articulation agreement

Wade Muller Theresa Bosworth Yadira Gonzalez EOU representatives

in place by winter 2017

Update existing articulation agreements Diana Hammon All articulation agreements current by fall 2016

Establish a transfer and articulation website with student resources (articulation agreements, transfer worksheets, etc.)

Diana Hammon Wade Muller Success Coaches Marketing

Website and resources in place by winter 2017

Updated annually

Develop articulation marketing materials; include in outreach and recruitment as well as student advising

Diana Hammon Wade Muller Dawn DiFuria JJ Hill

Marketing materials in place by spring 2017

Strategy 8.3 - Implement Guided Pathways Model Tactic/Activity Lead – Jim Whittaker Measure

Establish a Guided Pathways workgroup to develop BMCC model

Guided pathways for transfer and career tech ed. programs

Stackable credentials

Roadmaps connecting K-12 to BMCC to 4 Year

CTE Dean Diana Hammon Wade Muller Success Coaches

Begin inquiry work by end of spring 2016

Strategy 8.4 – Further Develop Transfer Programming in the Success Center Tactic/Activity Lead – Wade Muller Measure

Establish a comprehensive Transfer Center in the Success Center at Pendleton campus

Visit and inquire about other models

Ask stakeholders what they would like to have (students, faculty, employers)

Develop and propose a model for BMCC

Identify budget, space, and timeline needs

Wade Muller Success Coaches

Complete inquiry of other successful models by spring 2016

Present proposal to Cabinet by fall 2016

Finalize project plan and implementation timeline by winter 2017

Submit budget requests by 02/2017

Begin implementing project plan by summer 2017


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Establish transfer advising and support resources at each outlying center

Research other models

Ask stakeholders what they would like to have (students, advising steering committee)

Develop a plan – identify budget, space, training, and timeline needs

Wade Muller Success Coaches Center Directors Advising Steering Committee

Identify needs/wants by spring 2016

Develop a plan with budget, space, and timeline needs by summer 2017

Present plan to Cabinet in fall 2017

Submit related budget needs by 02/2017

Implement plan by spring 2017

Re-establish annual Transfer Fair

Reconnect with 4-year institutions

Establish 4-year transfer visits schedule occurring in addition to annual Transfer Fair

Create “University Weeks”

Establish communication and messaging strategy to students and faculty about visits and Transfer Fair

Pull together a Transfer Fair planning team


Meet with Transfer Fair planning team and begin developing annual Transfer Fair programming/date by 07/2016

Create a “touch

base” plan for regular contact with 4 year institutions by 07/2016

Establish schedule for 4-year visits by 07/2016

Implement messaging and communication strategies by fall 2016

SEM Goal #9: Increase number of students employed in a Career Technical Education related

industry occupation within 1 year of graduation by 2020-2021.

SEM Goal #10: Increase number of students obtaining Career Technical Education related

licensure by 2020-2021.


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Career Technical Education Program Areas 2014-2015 (baseline) Employed Licensure

2020-2021 (target) Employed Licensure

Accounting NA NA

Administrative Office NA NA

Agriculture NA NA

Allied Health NA NA

Business Administration NA NA

Construction Trades, General Apprenticeship NA NA

Criminal Justice NA NA

Data Center Technician NA NA

Diesel Technology NA NA

Early Childhood Education NA NA

Electrician Apprenticeship Technologies NA NA

Engineering Technologies NA NA

Fire Science Technology NA NA

Industrial Mechanics and Maintenance NA NA

Technology Apprenticeship NA NA

Mechatronics: Industrial Automation Technology NA NA

Nursing NA NA

Para educator NA NA

Precision Irrigated Agriculture NA NA

Welding NA NA

Strategy 9.1/10.1 – Assess Job Placement and Licensure Data Tactic/Activity Lead – CTE Dean Measure

Establish baseline employment and licensure data by program. Toshihiko Murata Baseline data in place by end of winter term 2016

Identify areas of focus from employment/licensure baseline data findings and set 2020-21 targets

CTE Dean CTE Department Chairs

Targets in place by end of spring 2016

Strategy 9.2/10.2 - Establish Career and Job Placement Services in the Student Success Center Tactic/Activity Lead – Wade Muller Measure

Implement a comprehensive Career Center in the Success Center at the Pendleton campus with resources at each outlying center:

Career exploration tools

Employment skills assessment

Job search skills training and assistance

Employer jobs referral and placement services

1) Visit and inquire about other models 2) Ask stakeholders what they would like to have (students,

faculty, employers) 3) Develop and propose a model for BMCC 4) Identify budget, space, and timeline needs


Complete inquiry

of other

successful

models by spring

2016

Present proposal

to Cabinet by fall

2016

Finalize project

plan and

implementation

timeline by

winter 2017


22

Submit budget

requests by

02/2017

Begin

implementing

project plan by

summer 2017

Implement Career Development Facilitator Certification training for all full time Success Coaches


Training completed by fall 2017

Re-establish an annual Career Fair

Coordinate with CTE program areas and advisory committees

Coordinate with local business and industry partners


Inquiry of other successful models by 07/2016

Pull together a Career Fair planning team and begin developing plan, budget needs, timeline by winter 2017

Present plan to Cabinet by 01/2017

Submit related budget requests by 02/2017

Implement in 2017-2018

SEM Goal #11: Increase Alumni membership and activity by 2020-2021

Alumni Data 2014-2015 (baseline) 2020-2021 (target) Active Donor – Giving (have donated within last five years) NA Increase giving by 5%

Active Volunteer (have volunteered within last five years) n/a – not currently tracking

Begin tracking

Inactive Donor – Giving (have not donated within last five years) NA Increase # of donors by 5%

Inactive Volunteer (have volunteered within last five years) n/a – not currently tracking

Begin tracking

Strategy 11.1 – Assess Alumni Data Annually Tactic/Activity Lead – Margaret

Giannotti

Measure


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Establish alumni baseline data Margaret Giannotti Baseline data in place by 02/2016

Identify opportunities for growth based on review of alumni baseline data

Margaret Giannotti Casey White-Zollman

Opportunities identified by Summer 2016

Set alumni targets based on findings Margaret Giannotti Casey White-Zollman

Targets set by Fall 2016

Add data elements to alumni database to track alumni employment/careers and volunteer activity at BMCC

Margaret Gianotti Established data elements in place by 2016-2017 Begin tracking by 2017-2018

Strategy 11.2 - Establish a Full Time Alumni Director Position Tactic/Activity Lead – Casey White-

Zollman

Measure

Create position description and reporting line Casey White-Zollman Foundation Board

Position description finalized by 2016-2017

Establish funding source and hiring timeline Casey White-Zollman Foundation Board

Funding budgeted for 2017-2018

Establish priorities/goals for new Alumni Director Casey White-Zollman Margaret Gianotti Foundation Board

Priorities in place by 2017-2018; annual reporting by alumni director

Strategy 11.3 - Involve Students Early and Often Tactic/Activity Lead – Margaret

Gianotti

Measure

Develop an Alumni introduction and engagement activity at Welcome to the Pack

Margaret Gianotti In place by Welcome to the Pack 2016

Work with ASG to sponsor select activities and/or events Margaret Gianotti Foundation Director Alumni Director

2017-2018 academic year

Sponsor the Student Reception at Graduation – provide a gift to each graduate with an invitation to become a BMCC Alum/Booster

Margaret Gianotti Alumni Director Commencement Planning Committee

In place for Commencement 2016

Strategy 11.4 - Establish a BMCC Boosters Program Tactic/Activity Lead – Margaret

Gianotti

Measure

Research/review other community college booster models; survey staff, students, athletics for needs

Margaret Gianotti Casey White-Zollman Diane Drebin

Research on models completed by Summer 2016;


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Surveys for needs completed by Fall 2016

Establish Booster purpose, goals, membership criteria, and administrative procedure in partnership with Student Affairs - Athletics

Margaret Gianotti Casey White-Zollman Foundation Board Diane Drebin

Purpose/goals established by 2017-2018

Create Booster marketing materials and information Casey White-Zollman Alumni Director Foundation Director

Materials in place by 2020-2021

Facilitate Boosters campaign Alumni Director Foundation Board

Campaign roll out by 2020-2021

Concluding Notes:

The 2015-2020 SEM master plan serves as a first iteration and beginning place for BMCC that future SEM plans can be

built upon and improved upon over time – SFAC is committed to establishing the habit of strategic enrollment

management. Critical to the success of this work will be ease of access to reliable data in order to measure outcomes

and necessary resources for initiatives.

Strategic Enrollment Management Master Plan 2015-2020

Documents

Transcript of Strategic Enrollment Management Master Plan 2015-2020