Madisonville Community College Strategic Enrollment Management Plan

0 Madisonville Community College Strategic Enrollment Management Plan 2016-2021 July 2016

1 Introduction Beginning in fall 2015, Madisonville Community College participated with the other colleges in the Kentucky Community and Technical College System in an AACRAO (American Association of College Registrars and Admissions Officers) review of enrollment and retention and develop a Strategic Enrollment Plan (SEM). The Recruitment and Marketing Council and the Retention & Completion Council were formed. These councils were made up of student affairs professional staff, faculty members and institutional effectiveness staff members. The Councils were charged with reviewing current practices, investigating trends and collecting data to assist in identifying Key Enrollment Indicators (KEIs), strategies and tactics for increasing enrollment and retaining students through completion. MCC was assigned an AACRAO consultant to assist in the process. STRATEGIC ENROLLMENT MANAGEMENT PROJECT Dr. Jay Parrent Chief Student Affairs Officer/Project Lead Lori Johnson Transfer Advisor/Co-Chair, Retention & Completion Council Aimee Wilkerson Director Enrollment Management/Co-Chair, Recruitment & Marketing Council Cathy Vaughan Director of Counseling Services SEM RECRUITMENT AND MARKETING COUNCIL Aimee Wilkerson Director of Enrollment Management/Council Co-Chair Amanda Skeen Assistant Professor, Physical Therapist Assistant/Council Co-Chair Christy Adkins Professor, Communications Monica Bidwell Coordinator of Institutional Effectiveness Cris Crowley Director of Adult Education Matt Luckett Assistant Professor, Advanced Integrated Technology Janet Railey Admissions Advisor SEM RETENTION AND COMPLETION COUNCIL Lori Johnson Transfer Advisor/ Council Co-Chair Betsy Allen Associate Professor, English/ Council Co-Chair Craig Dixon Grant Development Specialist Dr. Sara Jane Jones Associate Professor, Nursing Temesia Perdue Ready-To-Work Coordinator Vicki Morris Coordinator of Financial Aid Sonya Shockley Associate Professor, Computer Information Technologies Cathy Vaughan Director of Counseling Services Jennifer Welch Assistant Professor, Biology

2 Madisonville Community College Overview Madisonville Community College (MCC), located in Madisonville, KY, is one of 16 two-year open-admissions colleges of the Kentucky Community and Technical College System (KCTCS). The KCTCS was created as the ninth institution of higher education in the Commonwealth by the Kentucky Postsecondary Improvement Act of 1997. Originally established as a member of the University of Kentucky Community College System in 1968, today MCC offers 24 associate degree programs and multiple embedded technical certificates, with the overall purpose of making postsecondary educational opportunities available to Kentucky's citizens and workforce. In addition to the Associate in Arts and Associate in Science degrees, the college maintains Memoranda of Agreement articulating 2+2 career pathways with several regional universities to facilitate transfer to senior institutions. In 2001, the college submitted a Substantive Change Prospectus to the Southern Association of Colleges and Schools, Commission on Colleges, stating its intention to consolidate with Madisonville Technical College, itself originally established in 1937 as the Madisonville Area Trade School. Full consolidation was approved by the COC in January 2003. MCC serves six counties with an overall population of approximately 125,000: Hopkins, its home county, and Caldwell, Crittenden, McLean, Muhlenberg and Webster counties. Muhlenberg County is home to the Muhlenberg County Campus in Central City. In Fiscal Year 2015, MCC derived 38% of its $19.2 million annual budget from state allocations, 43% from tuition revenue, 5% from sales and services, and 14% from reserves and fund balance. In addition, the college currently manages approximately $16.7 million annually in state/federal grants, gifts, and endowment income. In Fall 2014, MCC enrolled 4,434 unduplicated headcount students (2,560 FTE) in college credit classes. The average age was 29.8 51.3% were female, 5.5% African-American, and 65% received some form of need-based financial aid. During the 2014-15 academic year, 17% graduated with a transfer degree (AA or AS) and 31% with a technical/occupational degree (AAS). In addition, 1,284 people participated in short-term non-credit business and industry training. In fall 2010 enrollment peaked at 4,883. Since that time, the college has experienced a steady enrollment decline, as can be seen in the table below. Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 4,883 4,595 4,554 4,523 4,434 MCC s Mission and Values Consistent with the 2016-22 Kentucky Community and Technical College System strategic vision of creating a world-class system of colleges educating Kentucky s globally competitive

3 workforce, Madisonville Community College has adopted the following mission statement: to advance an enduring and enthusiastic commitment to student-centered learning and achievement. In support of our mission and as a public comprehensive community college and member of the Kentucky Community and Technical College System, MCC: offers two-year associate degree curricula transferable to all colleges and universities in Kentucky; offers two-year associate of applied science, career-oriented technical degree curricula for immediate employment; offesr diploma and certificate level programs, not intended for transfer, but designed to meet the changing needs of business and industry; provides flexible customized training opportunities for area employers; provides adult literacy services; provides non-credit personal enrichment programming; and provides arts appreciation and arts education opportunities. The mission statement derives from an institution-wide commitment to these values: Shared responsibility for learning between student and teacher Mutual respect and open communication Open inquiry and data-based decision making Effective collaboration and teamwork Flexibility, adaptability and availability Professional behavior and personal effectiveness Community service and responsiveness Continuous improvement Diversity in all its dimensions Sustainability Life-long learning During the 2015-16 academic year, the college developed its 2016-22 strategic plan, consistent with the strategic goals of the KCTCS 2016-22 Strategic Plan. The KCTCS and MCC goals that most specifically drive the work of the AACRAO project address accessibility for all populations, enhanced student engagement, and curriculum alignment with workforce development needs and are noted below. Relevant KCTCS 2016-22 Strategic Goals: Increase access and success for all KCTCS students, particularly among traditionally underserved populations Improve Student engagement, support, experiences, and success with best-in-class academic and student services Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates

4 Relevant MCC 2016-22 Strategic Goals: Manage enrollment strategically Improve student success and achievement Strengthen student engagement through use of research-based best practices in academic and student affairs Align educational programming with workforce development needs of community and region Macro Enrollment Goals for 2016-2021 MCC s enrollment goal is to increase total headcount from the current fall 2015 headcount of 4,267 to 4,597 by fall 2020, an increase of 1.5% annually, noted in the table below. Academic Year Enrollment Goal Percentage Increase Fall 2016 4331 1.5% Fall 2017 4396 1.5% Fall 2018 4462 1.5% Fall 2019 4529 1.5% Fall 2020 4597 1.5% Macro Retention Goals for 2016-2021 Based upon the most recent data from the KCTCS Office of Research and Policy Analysis (academic year 2015-16), the MCC fall to fall retention rate ranks 1 st among the 16 KCTCS colleges. MCC s retention goal is to increase overall retention by 5 % over the next 5 years, increasing the fall to fall rate from 62.4% (fall 2015) to 67.4% (fall 2021) and increasing the fall to spring rate from 72% (spring 2016) to 77% (spring 2021). Key Enrollment Indicators (KEIs) and Supporting Data A. Recruitment/Marketing Council KEIs 1. Traditional Student Recruitment Goal: Increase yield of service area high school seniors by 5% per year through fall 2018 (15% total) Supporting Data: Decrease in new applications, high school graduates Projected increase in service area high school seniors (2016-2018)

5 Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 Service Area HS Graduates 1280 1232 1299 1301 1473 1562 1495 Applications Received 549 520 567 481 505 530 556 Headcount Enrollment 298 331 334 292 306 321 337 2. Academic Program Enrollment Goal: Increase enrollment in academic programs To be determined fall 2016 Supporting Data: Decrease in program applicants Decrease in degree seeking students Goal: Explore skilled trade program options Supporting Data: Projected replacements 3. Non-Traditional Students Goal: Increase number of adults returning to college by 3% annually through fall 2020 (15% total) Supporting Data: Decrease in degree-seeking students Decrease in readmit applicants Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 2019 2020 Readmit Applicants 723 710 652 514 524 540 556 573 590 Enrolled 435 434 394 317 323 333 343 353 364 B. Retention/Completion Council KEIs 1. Advising: The Retention/Completion Council recommends that advising be included on faculty and staff advisors Performance and Planning Evaluation (PPE), specifically the inclusion of mandatory advising training for academic and staff advisors and the utilization of the adopted mandatory advising policy. Goal: Improve delivery of academic advising services Supporting Data: Gap in student expectation of advising and satisfaction of advising

6 Noel-Levitz SSI Benchmark Data Targets Fall 2011 Fall 2013 Fall 2015 Fall 2017 Fall 2019 Fall 2021 0.83 0.63 0.68 0.65 0.62 0.59 Supporting Data: Decreased faculty and professional staff attendance at Advisor training Advisor Training Attendance Targets Fall 2017 Fall 2018 Fall 2019 Fall 2020 70% 80% 90% 100% Supporting Data: Increase faculty participation in Starfish survey reporting. In spring 2016, faculty were solicited to respond to Starfish Alert System warnings 4 times during the term. The percentage of faculty reporting during the 4 cycles ranged from 25.1% to 47.8%. Starfish Alert Participation of Faculty Targets Fall 2016 Spring 2017 Fall 2017 Spring 2018 Fall 2018 Spring 2019 Fall 2019 Spring 2020 50% 55% 60% 70% 80% 90% 95% 100% Supporting Data: Implement advisor use of advising notes function in Starfish. Faculty and professional staff advisors have requested a means of sharing advising notes with colleagues, so that when a student changes their major and moves from one advisor to another, advising notes can be shared. Starfish Alert System has this capacity. 2. Retention Data Advisor Usage of Starfish Notes Targets 2017-2018 2018-2019 2019-2020 2020-2021 25% 40% 65% 80% Goal: Establish method for collecting disaggregated retention data The Offices of Institutional Research and Student Affairs will prepare definitions of nonreturning cohorts, determine which data elements are necessary to conduct an effective analysis of each cohort s behavior, and assemble data reports for dissemination among enrollment management personnel. Cohort definitions can change depending

7 upon availability of DSS and PeopleSoft data elements. The list below of non-returning student populations will be tracked beginning fall 2016: Program Specific Late Start Late Registration Online vs Traditional face-to-face retention rates Retention rates based on student demographics (ACT scores, GPA, etc.) Starfish (retention rates for students flagged) Retention rates for student enrolled in developmental and/or co-requisite courses 3. Retention Support Goal: Improve the degree completion rates for populations identified once the disaggregated data noted above (Retention Data) is assembled. The MCC Office of Grants, Planning and Institutional Effectiveness is currently working with West Kentucky Community and Technical College (WKCTC) staff to determine if such disaggregation is possible, and if so, if the data available for disaggregation is not corrupt.

9 MCC Recruitment/Marketing Council Strategies and Tactics Goal 1: Strategy 1: Increase high school senior yield Explore alternatives to traditional lunchroom visit Janet Railey Aimee Wilkerson 1. Research best practices in traditional student / high school recruitment Summer 2016 Janet Railey 2. Adopt applicable best practices in traditional student / high school recruitment Fall 2016 Janet Railey 3. Establish school relationships outside guidance office Fall 2016 Janet Railey : 2016-17 high school recruitment visit schedule number of applicants bi-yearly weekly fewer lunchroom visits; increased speaking opportunities 5% increase in class of 2017 applications 2014-15, 2015-16 recruitment schedule PS applicant queries PeopleSoft

10 Goal 1: Strategy 2: Increase high school senior yield Identify factors that drive college choice Janet Railey Aimee Wilkerson, SEM Team 1. Research national factors in student college choice Summer 2016 Janet Railey 2. Revise local college choice survey Fall 2016 Aimee Wilkerson 3. Distribute local college choice survey & assemble results Ongoing Janet Railey 4. Review survey results and identify areas for improvement and/or change Spring 2017 SEM Team 5. Implement changes to recruitment strategies, marketing planning Fall 2017 SEM Team : Local college choice survey distributed yearly # of applicants weekly College Choice Report Survey results 5% increase in class of 2017 applications PS applicant queries PeopleSoft

11 Goal 1: Strategy 3: Increase high school senior yield Identify other high school / traditional student enrollment pipelines Aimee Wilkerson Janet Railey, Temesia Perdue, Cris Crowley 1. Identify area homeschool agencies & private schools Fall 2016 Janet Railey 2. Work with local community-based services offices to identify other target groups Fall 2016 Janet Railey Aimee Wilkerson Temesia Perdue Cris Crowley 3. Develop recruitment events for special populations Spring 2017 Aimee Wilkerson : Pipelines for other traditional student enrollments established Yearly # of applicants Weekly Increase in on- and off-campus recruitment events for alternative traditional students. 5% increase in class of 2017 applications 2014-15, 2015-16 recruitment schedule PS applicant queries PeopleSoft

12 Goal 1: Strategy 4: Increase high school senior yield Improve outreach with dual credit students Aimee Wilkerson Janet Railey, Sherry Hewell, Tiffanie Witt 1. Meet as a group to identify opportunities for dual credit recruitment Spring 2017 Aimee Wilkerson 2. Solicit & assemble suggestions from high school counselors & instructors for dual credit recruitment improvement Spring 2017 Janet Railey Tiffanie Witt 3. Identify dual credit enrollment benchmarks (2014, 2015, 2016) Spring 2017 Aimee Wilkerson : Benchmarks established Data for fall 2017 planning assembled Yearly Yearly Benchmarks for future comparison established Data for 2017-2018 planning assembled Fall 2014, 15, 16 enrollment data Meeting notes recommendations from school officials. PeopleSoft Goal 1: Strategy 5: Increase high school senior yield Improve outreach with parents of high school seniors Aimee Wilkerson Janet Railey, Martha Phelps

13 1. Identify best practices in working with parents of high school seniors Fall 2017 Aimee Wilkerson 2. Solicit & assemble suggestions from parents of high school seniors Ongoing Aimee Wilkerson Janet Railey Martha Phelps : Data for fall 2017 planning assembled yearly Data for 2017-2018 planning assembled meeting notes recommendations from parents Goal 2: Strategy 1: Increase enrollment in MCC academic programs Identify strategies to direct 2 nd chance to other academic programs Aimee Wilkerson Amanda Skeen, Program Coordinators 1. Identify academic program enrollment benchmarks (2014, 2015, 2016) Summer 2016 Aimee Wilkerson 2. Develop selective admission program requirement/timeline comparison Summer 2016 Aimee Wilkerson

14 3. Identify selective admission program rejection processes Spring 2017 Amanda Skeen 4. Solicit & assemble suggestions from program coordinators Spring 2017 Aimee Wilkerson Program Coordinators : Benchmarks established yearly Benchmarks for future comparison established Fall 2014, 15, 16 enrollment data PeopleSof t Data for fall 2017 planning assembled yearly Data for 2017-2018 planning assembled meeting notes recommendations from program faculty internal Goal 2: Strategy 2: Increase enrollment in MCC academic programs Emphasize MCC programs in recruitment activities Janet Railey Aimee Wilkerson, Program Coordinators 1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson Program Coordinators 2. Work with program coordinators to identify program talking points Fall 2016 Janet Railey 3. Explore feasibility of program-specific mass mailings Fall 2016 Aimee Wilkerson 4. Emphasize MCC academic programs at recruitment events Ongoing Janet Railey

15 5. Explore recruitment events for specific programs Spring 2017 Aimee Wilkerson Program Coordinators : Recruitment materials, data assembled Yearly Data for 2017-2018 planning assembled recruitment materials & talking points Goal 2: Strategy 3: Increase enrollment in MCC academic programs Market MCC programs as best in area Janet Railey Aimee Wilkerson, Program Coordinators 1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson Program Coordinators 2. Work with program coordinators to identify program and alumni successes Spring 2017 Aimee Wilkerson 3. Emphasize alumni employment/successes in fall 2017 recruitment push Summer 2017 Aimee Wilkerson : Recruitment materials, data assembled yearly Data for 2017-2018 planning assembled recruitment materials & alumni representatives internal

16 Goal 3: Strategy 1: Explore skilled trade program options Determine skilled trade replacement need in service area Aimee Wilkerson, Amanda Skeen SEM Team 1. Work with area development districts to gather existing employment data Fall 2016 Aimee Wilkerson Amanda Skeen 2. Work with area employers to gather existing employment data Spring 2017 Aimee Wilkerson Amanda Skeen 3. Assemble and report area skilled trade training need to Academic Affairs Summer 2017 Aimee Wilkerson Amanda Skeen : Local employment data assembled Yearly Academic Affairs Data for 2017-2018 planning assembled Established development district data, anecdotal employer information External Goal 3: Strategy 1: Increase number of adults returning to college Explore alternative non-traditional enrollments Aimee Wilkerson, Cris Crowley Janet Railey, Martha Phelps

17 1. Research best practices in nontraditional student recruitment Summer 2016 Aimee Wilkerson 2. Develop non-traditional specific recruitment toolkit Fall 2016 Aimee Wilkerson Cris Crowley 3. Work with other departments to identify recruitment opportunities Ongoing Aimee Wilkerson Janet Railey, Cris Crowley 4. Work with other departments to identify alternative target groups (example: spouses of displaced workers, veterans) Ongoing Aimee Wilkerson Janet Railey, Cris Crowley : 2016-17 community/business recruitment visit schedule # of readmit applicants bi-yearly weekly increased speaking opportunities targeting nontraditional groups 3% increase in readmit applications 2014-15, 2015-16 recruitment schedule PS applicant queries PeopleSoft Goal 3: Strategy 2: Increase number of adults returning to college Develop specific enrollment contacts for non-traditional students Aimee Wilkerson Janet Railey, SEM Team

18 1. Research current non-traditional recruitment & enrollment processes Fall 2016 Aimee Wilkerson Janet Railey SEM Team 2. Recommend change to simplify processes for non-traditional students Spring 2017 Aimee Wilkerson Janet Railey SEM Team : Data for fall 2017 planning assembled Yearly Data for 2017-2018 planning assembled meeting notes recommendations from program faculty

19 MCC Retention/Completion Council Strategies and Tactics Goal 1: Strategy 1: Improve the delivery of Madisonville Community College s academic advising services Re-establish the Advising Task Force Cathy Vaughan Faculty representative from each academic division, transfer counselor, professional staff advisors, financial aid counselor, Institutional Effectiveness/Grants staff, and other staff as determined. 1. Recruit task force members Fall 2016 Dr. Deborah Cox Dr. Jay Parrent 2. Create advisor/advisee communication plan Fall 2016 Advising Task Force 3. Implement communication plan Fall 2016 Advising Task Force 4. Develop a protocol for online advising Spring 2017 Advising Task Force : Advising communication plan implemented Online advising protocol established Bi-yearly Each term Academic Affairs Cabinet Academic Affairs Cabinet Increase in student satisfaction of advising Increase in student satisfaction of advising Noel-Levitz SSI survey results Noel-Levitz SSI survey results

20 consistent with QEP objectives Noel-Levitz SSI: Academic Advising & Effectiveness Scale CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1 Every 2 years Every 2 years Academic Affairs Cabinet Academic Affairs Cabinet Increase in student satisfaction of advising Increase in student satisfaction of advising Noel-Levitz SSI survey results CCSSE survey results Goal 1: Strategy 2: Improve the delivery of Madisonville Community College s academic advising services Create an advising training program Cathy Vaughan Lori Johnson 1. Student survey of advising expectations Fall 2016 Cathy Vaughan Lori Johnson 2. Provide advisor update training to faculty and professional staff advisors Fall 2016 Cathy Vaughan Lori Johnson 3. Research best practices in advising Fall 2016 Cathy Vaughan Lori Johnson 4. Develop advisor Train-the-Trainer model Fall 2016 Cathy Vaughan Lori Johnson 5. Provide Train-the-Trainer advisor training Spring 2017 Cathy Vaughan Lori Johnson

21 6. Attend NACADA (National Academic Advising Association) Summer Institute to review/revise Summer 2017 advisor training model 7. Provide updates to Train-the-Trainer faculty advisors Fall 2017 and Annually Cathy Vaughan Lori Johnson Cathy Vaughan Lori Johnson : Percentage of full-time faculty and staff advisors trained Percentage of faculty & staff with advising training noted on individual PPEs Faculty & staff evaluation of training workshops CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1 Noel-Levitz SSI: Academic Advising & Effectiveness Scale Yearly Academic Affairs Cabinet 2017 /18 70% 2018/19 80% 2019-20 90% 2020/21 100% Yearly Supervisors 2017 /18 70% 2018/19 80% 2019-20 90% 2020/21 100% Each training Every 2 years Every 2 years Academic Affairs Cabinet Academic Affairs Cabinet Academic Affairs Cabinet Faculty & staff satisfaction with training Increase in student satisfaction of advising Increase in student satisfaction of advising Advisor training schedule Evaluation survey PPE document Evaluation results CCSSE survey results Noel-Levitz SSI survey results

22 Goal 1: Strategy 3: Improve the delivery of Madisonville Community College s academic advising services Adopt a mandatory advising policy Advising Task Force Cathy Vaughan, Lori Johnson 1. Develop a mandatory advising policy Fall 2016 Advising Task Force 2. Obtain Administration approval of advising policy Fall 2016 President s Cabinet Dr. Deborah Cox Dr. Jay Parrent 3. Implement mandatory advising policy Fall 2016 Dr. Deborah Cox Dr. Jay Parrent 4. Begin discussion to re-establish a system for evaluating advising Fall 2016 Advising Task Force Processes & Procedures of Performance Review representative 5. Obtain Administration approval of advising evaluation Spring 2017 President s Cabinet Dr. Deborah Cox Dr. Jay Parrent 6. Implement advising evaluation tool Fall 2017 Office of Grants, Planning & IE

23 : Policy established by President s Cabinet N/A Academic Affairs Cabinet Policy enforced N/A Goal 1: Strategy 4: Improve the delivery of Madisonville Community College s academic advising services Utilize Starfish advising function and notes Abby McGregor-Mullen Faculty and Staff Advisors 1. Provide Starfish survey training Fall 2016 Abby McGregor-Mullen 2. Identify division faculty to attend Starfish training Fall 2016 Dr. Deborah Cox Dr. Jay Parrent 3. Provide Train-the-Trainer session for Academic divisions Spring 2017 Abby McGregor-Mullen Lori Johnson Cathy Vaughan 4. Include Starfish in advising training Spring 2017 Abby McGregor-Mullen Lori Johnson Cathy Vaughan 5. Faculty and professional staff advisors note use of Starfish on individual PPEs Spring 2017 All Advisors

24 Starfish training conducted for faculty & professional advising staff Starfish training noted on individual PPEs Yearly Yearly Academic Affairs Cabinet Chief Academic Officer Chief Student Affairs Officer Division Chairs Increased usage of Starfish Results of training evaluation Increased usage of Starfish N/A Goal 2: Strategy 1: Establish better system of collecting and disseminating disaggregated retention data across the college. Establish retention benchmarks by specific student populations. Lori Johnson, Chair-Retention Committee, Institutional Effectiveness unit Retention Committee, Cathy Vaughan 1.Train IE staff on data collection Summer 2016 Office of Grants, Planning & IE 2.Develop definitions of specified populations Fall 2016 Office of Grants, Planning & IE Retention Committee 3.Train data entry staff on application entry to capture definition data Fall 2016 Enrollment Center Staff 4.Begin tracking populations specified Fall 2016 Office of Grants, Planning & IE

25 : IE staff completes DSS training with WKCTC IR Coordinator Data collected as required for periodic review By fall 2016 term Yearly Capacity to disaggregate DSS student population data Collection of data on identified populations Disaggregated student population data Disaggregated student population data DSS PeopleSoft PeopleSoft Goal 3: Strategy 1: Improve the degree completion rates for populations identified as a result of availability of disaggregated data (Goal #2, above) Create a Retention Committee Lori Johnson, Chair Retention Committee Representatives from faculty, Enrollment Center, Business Office, Financial Aid and Institutional Effectiveness 1. Establish Retention Committee Summer 2016 Dr. Jay Parrent 2. Identify charge of committee Fall 2016 Dr. Jay Parrent Retention Committee 3. Develop a plan for working with specified populations identified in Goal #2 Fall 2016 Spring 2017 Retention Committee

26 : Committee established Yearly President s Cabinet Committee members N/A identified & appointed Graduation rate by Yearly Improved graduation rates KCTCS Decision Support population by population System (DSS) data Retention rate by population Yearly Improved retention rates by population DSS data Goal 3: Establish retention support programs for designated populations identified in Goal #2 Strategy 2: Hire/Reassign 1.0 FTE Retention Coordinator Dr. Jay Parrent Retention Committee 1. Identify 1.0 FTE personnel Fall 2016 Dr. Jay Parrent 2. Obtain administrative support and buy-in for position Fall 2016 President s Cabinet 3. Establish Retention Coordinator Responsibilities Fall 2016 Dr. Jay Parrent

27 : Position established N/A President s Cabinet Position filled N/A Job description developed & position filled Goal 3: Strategy 3: N/A President s Cabinet Position filled N/A Improve the degree completion rates for populations identified as a result of availability of disaggregated data (Goal #2) Design retention support programs based upon need Retention Coordinator, Lori Johnson Chair, Retention Committee Retention Committee 1. Identify best practices for retention strategies Fall 2016 Retention Coordinator Retention Committee 2. Identify personnel responsible for plans Spring 2017 Dr. Jay Parrent 3. Adopt retention support programs Spring 2017 Dr. Jay Parrent Dr. Debbie Cox 4. Pilot retention support program Spring 2017 Retention Committee

28 : Support programs developed Support programs enhanced Yearly Yearly Programs piloted spring 2017 Piloted programs reviewed & improved Data collected from 2017 launch & used for 2017-2018 planning