Quick Reference of Recommendations (MC = Mission Critical, E = Essential, and D = Desired) Priority Recommended Strategy Timeline Priority Recommended Strategy Timeline D Consider organizational realignment that will gain efficiencies and enhance the probability of achieving institutional objectives Summer 2011 E Explore nontraditional term lengths, blended delivery models, and multiple semester start times to increase student options and reduce time to degree Spring 2012 E Define Chief Enrollment Officer function and designate the responsible party Summer 2011 MC Create a centralized retention office Summer 2012 E Plan to make placement testing for the Fall 2012 semester (incl. ESL) more accessible, easier to schedule, easier to prepare for, and better aligned with MVCC capacity. Fall 2011 E Combine ED100 with two other courses to create a learning community Fall 2012 MC Initiate planning that will lead to a seamless, one-stop intake experience for students. Fall 2011 E Adopt a developmental and intrusive advising model Fall 2012 E Engage in marketing and recruitment efforts targeted at Adult Population residing in Oneida county Fall 2011 E Connect prospective students with MVCC students and employees through face to face interactions, telephone calls, and electronic communications Fall 2012 MC Frontload the best experiences, faculty, and advising during the first semester of a student's enrollment Fall 2011 E Expand college planning outreach activities to middle and high school students and their parents Fall 2012 MC Aggressively market to potential evening and weekend students Fall 2011 D Have advisors in the Advising Center provide preliminary advising to 32E students, mentor them through the first year of enrollment, and serve as the instructor in their ED100 course Fall 2012
E Audit the stream of communications with students and determine whether its elements support student recruitment and completion. Spring 2012 E Engage in course demand analysis to predict needed number of sections and seats Spring 2012 E Create key performance indicators, related metrics, strategies, and action plans Spring 2012 E Have faculty advisors serve as ED100 instructors, retention agents, and mentors for students on probation after their first semester. Spring 2015 E Have peer mentors serve as supplemental instruction leaders for the two academic course in the learning community Spring 2013 Target high employee volume, growth industries, and large job vacancy areas with related academic program marketing Ongoing E Conduct competitor and market analysis Spring 2012 Invest portion of new revenue produced by enrollment growth in building the enrollment management and marketing infrastructure Ongoing E Proactively create opportunities for connections between students and faculty to occur Fall 2014 E Increase the number of degree and certificate programs that can be completed entirely on the Rome campus, at night or on-line. Ongoing D Standardize advisors’ competencies by having the advising center select, train, and evaluate all advisors for all academic departments. Use professional advisors across all academic programs. Fall 2014 MC Develop a clearly articulated enrollment plan Ongoing D Have academic advisors contact inquiries to begin the process of exploring educational, career, and life goals. Spring 2013 E Support the enrollment plan with resources and visible action Ongoing E Create an early alert system to intervene on behalf of the students when they demonstrate attendance or academic performance problems. Spring 2013
Executive Summary of Recommendations (MC = Mission Critical, E = Essential, and D = Desired) Priority Recommended Strategy Ownership Lead Responsibility Timeline Effectiveness Measure Objective Met D Consider organizational realignment that will gain efficiencies and enhance the probability of achieving institutional objectives Cabinet President Summer 2011 Decision regarding organizational structure MC Define Chief Enrollment Officer function and designate the responsible party President President Summer 2011 Decision regarding definition of Chief Enrollment Officer E Engage in marketing and recruitment efforts targeted at Adult Population residing in Oneida county Marketing and Admissions Directors Fall 2011 Increase in non traditional students E Plan to make placement testing for the Fall 2012 semester (incl. ESL) more accessible, easier to schedule, easier to prepare for, and better aligned with MVCC capacity. Student Services VPSA, Directors Fall 2011 Improvements to placement testing process MC Initiate planning that will lead to a seamless, one-stop intake experience for students Student Services VPSA, Directors Fall 2011 Planning underway for revised intake process MC Frontload the best experiences, faculty, and advising during the first semester of a student's enrollment Cabinet Chief Enrollment Officer Fall 2011 Retention of new students
MC Aggressively market to potential evening and weekend students Marketing Director Fall 2011 Evening and weekend enrollment E Audit the stream of communications with students and determine whether its elements support student recruitment and completion. Marketing Marketing and Student Experience Workgroup Spring 2012 Robust list of student communications and decisions made regarding which communications to continue, which to modify, which to discontinue. E Create key performance indicators, related metrics, strategies, and action plans Enrollment Management Chief Enrollment Officer and Directors Spring 2012 Actionable intelligence to ensure strategies impact key performance indicators E Engage in course demand analysis to predict the needed number of sections and seats Enrollment Management VPLAA Spring 2012 Course availability E Explore nontraditional term lengths, blended delivery models, and multiple semester start times to increase student options and reduce time to degree Enrollment Management VPLAA Spring 2012 Student satisfaction, enrollment, and time to degree MC Create a centralized retention office Cabinet VPLAA Summer 2012 Office creation