strategic enrollment management planning process · strategic enrollment management: strategic...
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Strategic Enrollment Management Planning Process
President Dr. Merrill L. Irving, Jr., and Vice President for Academic and Student Affairs Dr.
Lisa Larson initiated the process for a Strategic Enrollment Management (SEM) Plan in an effort
to increase enrollment to meet the college’s vision of embracing “quality and innovation in a
career and technical education, workforce development, and lifelong learning.” The Plan and
work to follow has been and will be done with the college’s mission at the core;
“to provide excellence in career and technical education for employment and advancement in an
ever-changing global environment.”
With the help of the Strategic Enrollment Management Committee the college has explored both
internal and external data that includes enrollment trends, student demographics, persistence and
completion rates, course scheduling, and saturation rates, workforce trends, and population
growth. This exploration led to the determination that the recruiting of new students is a core
element of any strategic enrollment management plan, however, it is not simply about growing
new enrollment. Data also demonstrates the importance of strategic efforts to increase
persistence and completion, and the development of current programs and creation of new
programs aligned with industry needs and trends. Hennepin Technical College’s (HTC) SEM
Plan has students and their success at its core.
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Key Characteristics and Trends
External Environment
Hennepin Technical College’s external environment is characterized by the factors and trends of
the cities and service areas in which the two campuses reside, Brooklyn Park, Eden Prairie, and
surrounding cities (and counties). Characteristics including populations, educational institutions,
business and industry, and other organizations define the needs of our communities and help
define our response to those needs.
To assess the influence of the external environment, HTC looks at data from the State
Demographic Center and other government data sources, meets with local chambers of
commerce and industry leaders, employers, community partners, K-12 schools and other
educational partners. Relevant characteristics and data are summarized below.
Population
According to the Minnesota State Demographic Center all counties in the HTC service area
have seen population growths between 2000 and 2012, with particularly strong growth in
Carver, Scott, Sherburne, and Wright counties. Projections indicate continued growth. While
Hennepin County has not seen a huge increase of population the demographics of the county
have increasingly changed.
Brooklyn Park
Brooklyn Park is the 6th largest city in Minnesota. The city’s gender distribution is 50.1%
male and 49.9% female. The median age is 32.
1Brooklyn Park is a majority-minority suburb with over 50% of the population representing
communities of Africans (from Kenya, Liberia, Somalia, and other countries), African
Americans, Hmong, Vietnamese, and Latinos. One fifth of its population were born outside of
the United States, with 9% from Africa, 8% from Asia, and 4% from Latin America. One
fourth of the population speaks a language other than English at home. Hmong was the
number one language, other than English, in Osseo Independent School District (ISD) 279 and
Anoka-Hennepin ISD 11, while Spanish was number one in Robbinsdale ISD 281. Top
1 Sources: 2010 US Census Bureau, American Community Survey, Metropolitan Council
Community Profiles, Minnesota Population Projections, Minnesota Department of Education,
Primary Home Language Totals, and City of Brooklyn Park
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languages spoken in the city, other than English, include Hmong, Spanish, Vietnamese and
various African languages. The median household income is $62,656, and the percentage of
persons living in poverty is 12.8%.
Eden Prairie
Eden Prairie is the 12th largest city in Minnesota. The city’s gender distribution is 48.5%
male and 51.5% female. The median age is 37.6, with 73% of the city’s residents 18 years of
age or older.
2Eden Prairie’s population is 81.7% white, 5.6% black/African American, 9.2% Asian, 3%
Hispanic/Latino, and less than 1% American Indian/Alaskan native and Native
Hawaiian/Pacific Islander. The most widely represented minority communities in Eden
Prairie are Somali, Hispanic and Mexican, Asian Indian, Chinese, and Vietnamese. Eden
Prairie’s population born outside of the United States is 13.9%, with 60% from Asia, 15%
from the Americas, 12% from Africa, 12% Europe, and 1% Pacific Islander. Nearly one fifth
of the population speaks a language other than English at home. Somali was the number one
language spoken, other than English, in Eden Prairie ISD 272, followed by Spanish, Bengali,
Chinese Mandarin, and Vietnamese. Top languages spoken in the city, other than English,
include Spanish, various African and Asian languages, Chinese and Hindi. The median
household income is $95,697, and the percentage of persons living in poverty is 5.2%.
Education
The State of Minnesota has always valued education. With tightening resources along with
shifting attitudes toward accountability for educational services and outcomes, Minnesotans
and others around the country are taking a closer look at who is teaching, what is being taught,
test scores, graduation rates or job placement statistics. Developing systems for collecting,
analyzing and reporting this data has become a priority.
At the Minnesota State Colleges and Universities (MnSCU), Charting the Future is an effort
to provide this transparency while looking for ways to more effectively utilize resources
among the 31 colleges and universities on 54 campuses in 47 communities.
2 Sources: 2010 US Census Bureau, American Community Survey, Metropolitan Council
Community Profiles, Minnesota Population Projections, Minnesota Department of Education,
Primary Home Language Totals, and City of Eden Prairie
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Charting the Future endeavors to work smarter as MnSCU deals with constrained resources and
changing demographics. It strives to improve access to education, better utilize resources,
increase affordability and better serve students. Strategies could include the sharing of services
and leveraging the size of the system to negotiate with suppliers for better prices. Or making
courses more easily transferable among MnSCU schools. Hennepin Technical College is a
partner in this strategic effort.
An external review has also pointed to the lack of knowledge and value regarding career and
technical education. This is evident during outreach activities at high schools and with
younger populations. The younger populations are being directed and encourage to attend
four-year universities. In addition, HTC’s student’s average is 30 years old. Many adult
learners discover HTC after they have entered the workforce.
Economic and Financial Trends
A highly educated workforce has been one of the hallmarks of Minnesota’s economic success.
With a large share of the population aging out of the workforce, there is a growing need for
increased education and training. High tuition costs can be a barrier to the good jobs that higher
education and training can bring. With that said, HTC focuses its mission on job training while
tuition and fees have remained flat since 2012, and will see a 1% decrease in the 2016-2017
academic year.
Research shows that employment and unemployment rates, much more than the number of
high school graduates or other population trends, are the biggest factors driving enrollment for
community and technical colleges. A 2015 study by Post-Secondary Analytics
(https://www.insidehighered.com/views/2015/08/27/unemployment-rate-community-college-
enrollments-and-tough-choices-essay) reveals that unemployment can inversely impact trends
in College enrollment – in times of high unemployment, college enrollment increases and
when unemployment is low and jobs are more plentiful, college enrollment decreases.
All seven counties in the metro area have seen gains in employment from 2010 – 2014 led by
Hennepin County which accounted for 40% of the state’s total job growth during this time.
As of April 2015 the unemployment rate for the state of Minnesota was approximately 3.7%
(Bureau of Labor statistics), 2.8% in Eden Prairie and 5.3% in Brooklyn Park. According to
the Minnesota Management and Budget (MMB), both employment and total wage income
growth are expected to remain modest in 2016 and 2017. Communities of Color experience
higher rates of unemployment.
Business and Industry
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Minnesota is known for its strong, diverse economy, low unemployment, and a highly skilled
and educated workforce. The metropolitan areas and counties that surround and support HTC
provide a diverse variety of industries and employers. The complexion of employment is varied
with a mix of services, medical, financial, trade, retail, manufacturing and government.
The Twin Cities economy is projected to grow 7.6% from 2012 to 2022, a gain of 132,608 jobs.
The largest and fastest growing job categories are expected to be in healthcare, social assistance,
professional and technical services, construction, administrative. Declines are expected in
manufacturing, information, agriculture, warehousing, utilities and waste services. The vast
majority of businesses in the Twin Cities are small businesses.
Internal Environment
The Strategic Enrollment Management Committee and workgroup reviewed internal
characteristics that make up the college’s student demographics, enrollment, course, and
programs.
Hennepin Technical College’s student population is largely made up of part time (82%) students.
The race/ethnic demographic makeup is 53% white and 42% students of color. Black/African
American’s are the largest ethnic group (23%) at HTC, followed by Asian (8.9%), and 5.8% of
the student body is Hispanic/Latino (College At a Glance 2015). With over 60% of HTC’s
students being underrepresented (a student of color, Pell eligible, and/or a first generation college
student) many lack the ability to successfully navigate the college landscape. In addition, many
students place into developmental courses and extend their time spent at the college or
discontinue their education.
In general, students at HTC come from the local area. The top ten zip codes of students are no
more than 25 miles from either campus. Brooklyn Park students tend to live closest to campus
while Eden Prairie students are the students that live in the range of 20-25 miles from campus in
cities such as Chaska and Shakopee. In the last four years the top feeder high schools are Osseo,
Park Center, Champlin Park, Eden Prairie, Robbinsdale, Shakopee, and Chaska. We have
experienced a steady increase of students from Chaska High School over the last four years.
On average over the last ten years approximately 44% of our students are new to HTC each year
and 56% are returning students. While returning students make up more than half of our student
body each year, only 52% of those students return from year to year. A higher rate of students do
better in face-to-face courses than they do in online courses. When we break down the student
success rate by race/ethnicity our biggest disparities are between our black and white students in
all class types—online, face-to-face and blended.
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Courses offered at HTC vary from face-to-face, online, and blended. Over the last several years
HTC has experienced gradual increase of online courses being offered. As of 2015, 63% of our
course are offered during the day (before 3 p.m.), 31% at 3 p.m. or after, and 6% of our courses
are offered on the weekend (MnSCU EPM11/Management Report).
Strategic Enrollment Management: Strategic Goals, Strategies and Action Steps
2016 – 2019
A Strategic Enrollment Management Plan is a systematic road map for enrollment efforts that
incorporates college-wide input and initiatives focused around new enrollment growth,
persistence and completion, and program development. Goals, directions, strategies, and action
steps to maximize return on investment are incorporated into the SEM plan. SEM considers the
cycle of a student from prospect through alumni to best leverage growth. This comprehensive
enrollment management plan is college-wide in scope, strategic in design and pragmatic in focus.
During this academic year (2015 – 2016) the SEM committee and workgroup identified three
driving pillars of the SEM Plan. In collaboration with college leadership an initial plan has been
drafted. The SEM committee engaged college-wide (faculty, staff, and students) feedback about
the goals, strategies, and action steps and input was incorporated into the Plan.
Over the next three years (2016 – 2019) the three goal areas of focus for increasing enrollment
are:
• Drive Enrollment: Increase New Student Enrollment
• Drive Student Success: Increase Persistence and Completion
• Drive Programs: Capitalize on Industry Growth and Maximize Program Opportunity
These three goal areas have overall directions, strategies, and action steps. Recognizing that
increasing enrollment is a college-wide effort, these directions, strategies and action steps will be
used to create specific measurable goals in program areas and departments that align with the
directions. The Plan is intended to be a living document that will track progress, evaluate
directions, and be revised as necessary. Those identified as “Responsible” in the plan will
provide regular updates on the progress of the Plan.
The SEM Plan is also aligned with Vision 2020, the Master Academic and Student Affairs Plan,
as well as the MNSCU Strategic Directions.
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HTC is committed to providing quality education and job placement in high demand industries.
We are driven by our mission, vision, and values.
MISSION VISION & VALUES
OUR MISSION
To provide excellence in career and technical education for employment and advancement in an
ever-changing global environment.
OUR VISION
Embracing quality and innovation in career and technical education, workforce development,
and lifelong learning.
OUR VALUES
Trust, Integrity, Pride, Passion, Respect. Collaboration, Innovation, Continuous Improvement,
and Diversity that Foster Quality.
HTC Learner Outcomes
Skills and Competencies for successful employment that are demonstrated by all HTC students
at the time of graduation:
Oral and Written Communication
Critical Thinking and Problem Solving
Technological Literacy
Mathematical and Scientific Reasoning
HTC Learner Values
Values and attitudes that help make successful employees:
Professionalism
Cultural and Global Awareness
Safety & Environmental Responsibilities
Leadership and Self-Direction
Creativity and Innovation
Ethical and Social Responsibility
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Three driving pillars of the Strategic Enrollment Management Plan
1. Drive Enrollment: Increase New Student Enrollment
2. Drive Student Success: Increase Student Persistence and Completion
3. Drive Programs: Capitalize on Industry Growth and Program Opportunity
Drive Enrollment: Increase New Student Enrollment—Overall goal is to increase enrollment by 1% by the end of FY19
Increase prospect to applicant conversion rate and applicant to enrolled conversion rate
1.1 Strategy: Improve tracking process of prospects through admissions application
Action Steps Responsible Person Timeline Resources Progress
1.1.1 Improve the quality
of inquiry documentation
(prospects)
Marketing
Admissions and
Outreach
Registrar
1.1.2 Improve
Communication plan to
future students (prospects)
Dean of Enrollment
Services
Registrar
Assistant Director of
Admissions
Process Analyst
1.1.3 Develop a targeted
plan to communicate to
students who completed
the FAFSA and ACT’s
and have not yet applied
to HTC
Dean of Enrollment
Services
Registrar
Assistant Director of
Admissions
1.1.4 Create interest tool
for outreach to help
Marketing
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collect inquiries and
eliminate data entry errors
Admissions and
Outreach
Process Analyst
Faculty
1.1.5 Create a virtual tour Marketing
Dean of Enrollment
Faculty and Students
1.1.6 Pursue
customization of college
application (student goals
for attending HTC)
Dean of Enrollment
Services
Registrar
Process Analyst
1.1.7 Revise the
application process based
on process mapping and
documentation
Dean of Enrollment
Services
Registrar
Process Analyst
1.1.8 Ensure students have
appropriate major and
accurate student major is
declared
Advisors and Counselors
1.1.9 Track outreach
efforts and use website
data analytics to track
effectiveness and adjust
where necessary
Enrollment Services
Admissions and
Outreach
Marketing
Technology Services
Target Outreach and Marketing
1.2 Strategy: Create Target Market Campaigns
Action Steps Responsible Person Timeline Resources Progress
1.2.1 Display brand
awareness ads to
Marketing Start Fall 2016, Review
each semester
In progress
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culturally diverse
populations such as
relevant radio stations,
social media
Admissions and
Outreach
Diversity Officer
1.2.2 Grow and Develop
brand recognition through
target relevant placement
messaging: Internet,
outdoor advertising, etc.
Marketing
Admissions and
Outreach
Diversity Officer
Start Fall 2016, Review
each semester
In progress
1.2.3 Promote language
and culturally specific,
community engagement
Marketing
Admissions and
Outreach
Diversity Officer
Planning in progress
1.2.4 Promote diverse
sponsorships, partnerships
and relationships
Marketing
Admissions and
Outreach
Diversity Officer
Start Fall 2016
CTE Instructors,
Outreach on
Advisory
Committees,
Diversity Funds
In progress
1.2.5 Increase
communication of
outreach activities and
opportunities by
connecting with partners
two times per month
Faculty
Admissions and
Outreach
Diversity Officer
Start Fall 2016 Admissions and
Outreach
In progress
1.2.6 Develop and expand
partnerships with
community agencies to
target immigrant
populations and other
specific populations
Faculty
Admissions and
Outreach
Diversity Officer
Start Fall 2016 Admissions and
Outreach
Diversity Office
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1.2.7 Connect with
leaders and elders in
communities of color to
build relationships
Admissions and
Outreach
Diversity Officer
Start 2016-2017 Admissions and
Outreach
Diversity Office
1.2.8 Recruit military
personnel
Admissions and
Outreach
Veterans Affairs
Specialist
1.2.9 Create a campaign
for “Your Hometown
College” or “Learn Where
You Live!”
Marketing
Faculty
Admissions and
Outreach
Start December 2016 Marketing and
Admissions and
Outreach
1.2.10 Research and
connect with companies
that offer tuition waiver in
order to recruit their
employees
Customized Training
Services
Admissions and
Outreach
Advancement Office
Finance Office
Begin the discussion Fall
2016
Dean of Enrollment
Services and Finance
and Business office
K-12 Partnerships
1.3 Strategy: Increase the number of Partnerships with secondary education.
Action Steps Responsible Person Timeline Resources Progress
1.3.1 Increase
relationships with feeder
and local schools—a
minimum of one-two
schools/districts each year
Deans
Program Faculty
Admissions and
Outreach
Started 2015-2016
increasing partnerships
At end of spring 2019
total progress will be
reviewed
Director of
Partnerships, Faculty,
administrative support,
travel expenses
In progress
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1.3.2 Build engagement
with current faculty and
hire new faculty for
concurrent enrollment
Academic Deans
Program Faculty
Review number of
engaged faculty each
fall and spring semester
through spring 2019
Human Resources -
Professional
Development
In progress
1.3.3 Set specific
partnerships goals per
program area
Academic Deans
Program Faculty
August 2016 set
baseline or hard number
goals (look at now and
then)
December 2016 Report
Progress to SEM
Committee
Deans and Faculty
time
In progress
1.3.4 Finalize dual
enrollment handbook
(NACEP)
Director of
Partnerships/Partnership
Coordinator
Deans
Finalize Spring 2017 Deans and Faculty In progress
1.3.5 Increase HTC
sponsored visits
Admissions and
Outreach
Program Faculty
Fall 2016 planning Admissions and
Outreach
Diversity Officer
Dean of Enrollment
Services
In progress
1.3.6 Coordinate with
outreach activities with
grant programs and
faculty
Admissions and
Outreach
Program Faculty
Educational Talent
Search (ETS), Upward
Bound, GEAR UP
Fall 2016 planning Admissions and
Outreach
In progress
1.3.7 Revitalize counselor
and teacher breakfast for
local schools
Admissions and
Outreach
Program Faculty
Spring 2017 Admissions and
Outreach
In planning stages
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1.3.8 Coordinate multiple
career and college fairs
solely focusing on HTC
programs and Industry
Partners in the high
schools (day and evening)
Admissions and
Outreach
Program Faculty
Industry Partners
Alumni
Spring 2017 Admissions and
Outreach
In planning stages
1.3.9 Expand visits to
local high schools with a
mission of covering
introduction of HTC
programs and admissions
information, preparing for
ACCUPLACER, testing,
and post-test advising
over the course of the
semester
Admissions and
Outreach
Testing
Dean of Enrollment
Services
Spring 2017 Admissions and
Outreach
In planning stages
1.3.10 Identify current
students to promote HTC
at their high school alma
maters
Institutional Research
Admissions and
Outreach
Director of Student Life
1.3.11 Share data with
school districts,
principals, counselors and
teachers by creating a
template (of # attendees,
completers, successful
students) to be shared via
visits, newsletter, etc.
Dean of Enrollment
Services
Provost
President
Institutional Research
May 2017 Dean of Enrollment
Services
Admissions and
Outreach
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Adult Learners/Education
1.4 Strategy: Increase outreach to ABE
Action Steps Responsible Person Timeline Resources Progress
1.4.1 Improve
communication and
collaboration with ABE
students and sites
Admissions and
Outreach
1.4.2 Determine the
number of academic areas
that have partnerships
with ABE,—set goals to
increase by x% or set a
hard number
Academic Deans
Program Faculty
1.4.3 Identify how to
track ABE students
(incoming)
Academic Deans
Program Faculty
Institutional Research
1.4.4 Create career
pathways (Ability to
Benefit)
Deans
Financial Aid Director
Admissions and
Outreach
Customized Training
Services
1.5 Strategy: Increase Credit for Prior Learning Opportunities
Action Steps Responsible Person Timeline Resources Progress
1.5.1 Review and revise
MnSCU and HTC policy
Dean of Enrollment
Services
AASC
Policy Committee
1.5.2 Inform students of
Credit for Prior Learning
(CPL) opportunities via
Dean of Enrollment
Services
Faculty
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website, student
orientation and advising
Enrollment Advisors
1.5.3 Offer CPL class Dean of Enrollment
Services
CCDS Faculty
1.5.4 Engage and Train
faculty to review and
award credits via CLP
class
Provost
Academic Deans
Dean of Enrollment
Services
1.5.5 Increase offering of
CLEP testing
Testing Director
Alumni Engagement
1.6 Strategy: Increase Alumni Engagement
Action Steps Responsible Person Timeline Resources Progress
1.6.1 Engage Alumni as
recruiters and for
marketing efforts of the
college
Institutional
Advancement
Career Services
Faculty
Outreach and Admissions
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Drive Student Success: Increase Student Persistence and Completion—Overall goal is to increase student persistence and
completion by 2% over a three year period.
The HTC Student
2.1 Strategy: Identify our student needs
Action Steps Responsible Person Timeline Resources Progress
2.1.1 Create a student
profile and overview of
student body
Institutional Research
Dean of Enrollment
Services
2.1.2 Create and conduct a
survey to follow up with
students who have
withdrawn from HTC—
track why students leave
Institutional Research
Dean of Enrollment
Services
Consider where to
store information
2.1.3 Pull student data on a
monthly bases that have
completely dropped or
withdrawn
Institutional Research
Dean of Enrollment
Services
2.1.4 Analyze survey
results and identify
barriers to persistence
twice a year
Institutional Research
Dean of Enrollment
Services
2.1.5 Develop a plan to
identify student needs and
create service solutions to
align with those needs
based on student survey
results
Institutional Research
Dean of Enrollment
Services
Dean of Students
2.1.6 Create a student exit
process to use upon
Institutional Research See list of old
withdrawn reasons
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submission of graduation
application
Dean of Enrollment
Services
Dean of Students
from Records for
starters
2.1.7 Analyze Exit Survey
to assess and understand
student satisfaction and
dissatisfaction
Institutional Research
Dean of Enrollment
Services
Dean of Students
Academic Deans
2.1.8 Develop a plan from
results of exit survey to
enhance services and
provide feedback to
programs.
Institutional Research
Dean of Enrollment
Services
Dean of Students
Academic Deans
2.2 Strategy: Track and communicate with students who do not register within a month of the registration window opening
Action Steps Responsible Person Timeline Resources Progress
2.2.1 Pull Non-registered
students for subsequent
semester two weeks after
registration window opens
Institutional Research
Dean of Enrollment
Services
November 2016 and
every week through the
start of Spring semester
April 2017 and every
week through the start
of Summer term
Registered/non-
registered query
Start in November
2.2.2 Analyze registration
statistics and identify
barriers to completing
registration process
(Holds, etc.)
Institutional Research
Dean of Enrollment
Services
Student Life
November 2016 Time and personnel
2.2.3 Share list of non-
registered students with
Deans and Faculty for
Institutional Research
Dean of Enrollment
Services
November 2016 Time and personnel
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purposes of reminding
them to register (while in
current semester classes)
Academic Deans
Faculty
2.2.4 Pull list again of non-
registered students at the
end of the current semester
for an outbound calling
campaign
Institutional Research
Dean of Enrollment
Services
Academic Deans
Faculty
End of Fall 2016
semester
Time and personnel
2.3 Strategy: Identify Barriers and Create Process to Decrease Holds
Action Steps Responsible Person Timeline Resources Progress
2.3.1 Pull data on Holds;
types, amounts, etc.
Institutional Research
Dean of Enrollment
Services
In Pilot stage
2.3.2 Examine Holds to
determine what process
can be improved in order
to minimize the number of
students with Holds
Dean of Enrollment
Services
In Pilot stage
2.3.3 Develop initiative to
make students aware of
Holds (late fees, charges,
etc.) early on
Institutional Research
Dean of Enrollment
Services
Faculty
2.3.4 Write a proposal to
fund particular
situations/students with
financial Holds
Student Affairs
Foundation
Student Success and Persistence
2.4 Strategy: Improve Advising Model
Action Steps Responsible Person Timeline Resources Progress
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2.4.1 Research and gather
information on advising
practices at other Higher Ed
institutions
Enrollment Advisors
2.4.2 Visit several MnSCU 2-
year institutions to interview
deans, advisors, etc. advising
practices
Enrollment Advisors
Dean of Enrollment
Services
2.4.3 Compile current campus-
level descriptions and
definitions of advising
process, staffing, etc.
Enrollment Advisors
Dean of Enrollment
Services
2.4.4 Identify and distribute
compiled research of advising
models from other higher
education institutions
Enrollment Advisors
Dean of Enrollment
Services
2.4.5 Create a college-wide
Taskforce on Advising that
will include Faculty Advisors,
Enrollment Advisors, TRIO
Dean of Enrollment
Services
Director of Advising
Academic Deans
Faculty
Dean of Students
September 2016
2.4.6 Develop Specific
recommendations and best
practices for strengthening
advising across the college
Faculty Advisors
Enrollment Advisors
TRIO
Deans (Members of
Taskforce)
2.4.7 Identify Onboarding for
new hires, ongoing training
and professional development
needs
Faculty Advisors
Enrollment Advisors
TRIO
Deans
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Diversity Officer
2.4.8 Use website data
analytics to track effectiveness
of site as it relates to Advising
Faculty Advisors
Dean of Enrollment
Services
Director of Advising
Enrollment Advisors
Marketing
Technology Services
2.4.9 Research other colleges
use of the website to discover
best practices for improving
advising practices
Marketing
Technology Services
2.5 Strategy: Develop Advising Month
Action Steps Responsible Person Timeline Resources Progress
2.5.1 Enrollment Advisors and
Faculty collaborate on
advising month activities
Deans, Faculty, Dean of
Enrollment Services
and Director of
Advising
2.5.2 Expand advising month
and services
Deans
Faculty
Dean of Enrollment
Services
Director of Advising
Enrollment Advisors
Student Life
Student Ambassadors
2.5.3 Create incentives to “Get
In Early” and “Plan Ahead”
Deans
Faculty
Dean of Enrollment
Services Director of
Advising
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Enrollment Advisors
Student Life
Student Ambassadors
2.5.4 Create a communication
plan regarding the month,
registration, etc.
Director of Advising
Enrollment Advisors
Dean of Enrollment
Services
2.5.5 Market Advising Month
Across campus
Enrollment Services
Deans
Faculty
Marketing
Student Life
Student Ambassadors
2.5.6 Engage alumni in
meeting and talking with
current students (persistence)
Foundation
Career Services
Faculty
Outreach and
Admissions
2.6 Integrate High Impact Practices (HIP)
Action Steps Responsible Person Timeline Resources Progress
2.6.1 Create First Year
Experience Pilot Program
Dean of Students
Persistence Committee
Fall 2016 Consider a cohort
code
Research complete,
recommendation being
prepared for initial
review by deans, April
2016
2.6.2 Expand Supplemental
Instruction Initiative
Dean of Students Fall 2016 Research complete,
recommendation being
prepared for approval,
April 2016
2.6.3 Explore additional
recommendations from
Dean of Students
Persistence Committee
Spring 2016 Research complete,
recommendation being
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Persistence Committee for
HIP
implementation/enhancements
prepared for approval,
April 2016
2.6.4 Persistence Committee
continue to meet and continue
to align with SEM plan
Dean of Students Fall 2016
2.6.5 Expand Peer Mentor
program to pair with the First
Year Experience and
Developmental course
Dean of Students
Director of Student Life
2.7 Strategy: Improve Early Alert process and interventions
Action Steps Responsible Person Timeline Resources Progress
2.7.1 Analyze data on Early
Alert Initiatives for FY16
Institutional Research
Dean of Enrollment
Services
2.7.2 Identify and understand
both effective ineffective
practices and make relevant
changes
Institutional Research
Dean of Enrollment
Services
Enrollment Advisors
2.7.3 Begin to create Phase 2
of Early Alert system using
WebNow
Institutional Research
Dean of Enrollment
Services
Enrollment Advisors
Technology Services
2.7.4 Provide continued
training for advisors and
counselor sand develop
intervention strategies
Dean of Enrollment
Services
2.8 Strategy: Expand faculty engagement and student persistence initiatives
Action Steps Responsible Person Timeline Resources Progress
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2.8.1 Increase career and
technical program orientation
sessions
Academic Deans
Faculty
Fall 2016 Know Industry standards of
employee expectations to
incorporate into the program
orientations
In progress with a
handful of programs
2.8.2 Through the Program
Advancement process,
programs review persistence
data to develop specific goals,
strategies and action steps to
improve rates
Institutional Research
Academic Deans
Faculty
Fall 2016, Review in
Spring 2017
(Annually)
Time and
personnel
Dates planned
Improve Completion Rates
2.9 Strategy: Increase number of students completing an award(s)
Action Steps Responsible Person Timeline Resources Progress
2.9.1 Change student fee
from graduation fee to a
commencement ceremony
fee
Dean of Students
Director of Student Life
Registrar
Tuition Office
In progress to be
implemented July 2016
2.9.2 Increase the number of
students applying for
graduation
Faculty
Deans
Enrollment Advisors
Registrar
2.9.3 Create electronic
process for applying for
graduation (Certificate,
Diploma, and Associates)
Dean of Enrollment
Services
Registrar
Process Analyst
2.9.4 Create a system to
provide
persistence/completion
reports on all students—
DARS project
Dean of Enrollment
Services
Registrar
Institutional Research
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2.9.5 Provide completion
gap reports in a consistent
manner to deans and faculty
Registrar
Institutional Research
Deans
Fall 2018
2.9.6 Determine baseline
data of the number of
students completing general
education requirements
Academic Deans
Faculty
2.9.7 Increase the number of
student’s that are college
ready by creating initiatives
to minimize time in
developmental
Academic Deans
Faculty
2.9.8 Create graduation
goals per program
Academic Deans
Faculty
2.9.9 Create a plan for
follow up/engagement with
students that applied for
graduation, but are not
ready
Dean of Enrollment
Services
Registrar
Director of Advising
2.9.10 Engage employers to
support students to finish
their degrees/program
Academic Deans
Faculty
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Drive Programs: Capitalize on Industry Growth and Maximize Program Opportunity—Overall goal is to create seven new
programs by end of FY 19
Increase Course Saturation
3.1 Strategy: Develop a systematic approach for a data-driven student centered schedule
Action Steps Responsible Person Timeline Resources Progress
3.1.1 Conduct research on
how scheduling is created
at other institutions
Institutional Research
Academic Deans
Faculty
3.1.2 Collect data/survey
on future (prospect) and
current student needs
related to scheduling
Institutional Research
Academic Deans
Faculty
3.1.3 Review and Analyze
data from student survey
Institutional Research
Academic Deans
Faculty
3.1.4 Document Current
Process for Course
Scheduling
Dean of Enrollment
Services
Academic Deans
Program Assistants
Registrar
Course Scheduler
In progress
3.1.5 Examine Existing
academic program mix,
schedule (day/evening,
weekend, online/in class)
and saturation; identify
changes based on student
needs
Institutional Research
Academic Deans
Faculty
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3.1.6 Review and improve
operational
guidelines/principles for
schedule development
Institutional Research
Academic Deans
Faculty
Dean of Enrollment
Services
Registrar
3.1.7 Review and use
correct scheduling codes
correctly
Dean of Enrollment
Services
Academic Deans
Faculty
3.1.8 Review current
saturation rates per
program and establish
measurable goals to
increase saturation rates
Academic Deans
Faculty
November
3.1.9 Create a
comprehensive multi-year
scheduling model that
would assist in increasing
saturation rates, persistence
and completion rates
Provost
Academic Deans
Faculty
Enrollment Services
Develop and Maximize Program Opportunities
3.2 Strategy: Expand current successful/needed courses and programs across the college
Action Steps Responsible Person Timeline Resources Progress
3.2.1 Identify high demand
HTC courses/programs for
expansion and determine
needed space/facilities
Academic Deans
Faculty
Begin discussion during
summer 2016 and
complete by October
2016
Data, Research tools,
Advisory minutes,
Program
Advancement
In progress
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3.2.2 Ensure facilities
needs/requirements are in
place
Academic Deans
Faculty
Facilities
Director of Safety
Spring 2016 brought to
Facilities
Fall 2016 Proposal to
Cabinet
Review Spring 2017
In progress
3.2.3 Survey advisory
members and committees
for expansion
Institutional Research
Academic Deans
Faculty
3.2.4 Review data from
advisory committees for
expansion new
courses/programs
Academic Deans
Faculty
Start October (Gala)
Complete by Spring
And again in 2018
Fall 2018 Start
Spring 2018 complete
Survey and tools,
personnel time,
dollars for postage if
it is a paper survey
3.2.5 Develop new
programs in high demand
sectors (DEED)
Deans
Advisory Survey
Marketing
Technology Services
Summer 2016 Start
Research
Review Spring 2017
Advisory Survey,
Consulting support
($$$), Equipment
dollars, personnel
time
Articulation and Transfer Agreements
3.3 Strategy: Develop a sustainable process to maintain and expand articulation and transfer agreements
Action Steps Responsible Person Timeline Resources Progress
3.3.1 Create a process to
review and Revise
articulation agreements
Academic Deans
Program Faculty
Articulation Coordinator
Advisory Survey
Marketing
Technology Services
Summer 2016 Dedicated
coordinator
Metro State
Articulation
Coordinator (share
best practices), other
Completed
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MN State C&U,
dedicated personnel
time
3.3.2 Create a system for
renewal and maintenance
of agreements
Academic Deans,
Articulation Coordinator,
Faculty, Transfer
Specialist
Summer 2016 start
Spring 2018 complete
Personnel time In progress
3.3.3 Develop
articulation agreements
with 4-year institutions
for current and new
program in high demand
sectors (DEED)
Academic Deans
Program Faculty
Articulation Coordinator
Advisory Survey
Fall 2016 Start
Spring 2017 Review
Spring 2018 Review
Spring 2019 Review
Personnel time,
Program
Advancement process
In Progress
Alumni Engagement
3.4 Strategy: Increase Alumni Engagement
Action Steps Responsible Person Timeline Resources Progress
3.4.1 Implement use of
online graduation follow-
up/survey
Career Services
3.4.2 Create incentive for
completion of online
graduation follow-
up/survey
Dean of Students
3.4.3 Develop an Alumni
Association
Institutional
Advancement
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3.4.4 Increase number of
alumni on advisory
committees
Institutional
Advancement
Academic Deans
Faculty
3.4.5 Expand
opportunities for alumni
as employers and faculty
Foundation
Career Services
Faculty
3.4.6 Create alumni
engagement through the
creation of an affinity
group for past Student
Ambassadors, Student
Senate Leaders, and Club
Leaders
Foundation
Student Life