Phoenix College Enrollment Management Plan

FY 2014-2017

Introduction

The Enrollment Management Plan (EMP) for Phoenix College represents the collaborative energies and efforts of the Enrollment Management Committee as well as many constituencies across campus. The cross-functional committee is tri-chaired by Chris Haines–Interim Vice President of Student Affairs, Casandra Kakar - Vice President of Academic Affairs, and Kenny Miller, Music Faculty.

Enrollment management is defined by

the Committee as the systemic

approach to recruiting and retaining

students for optimal enrollments within

the academic and workforce

development context of the College.

Based on this under girding

definition, the overarching purpose

of enrollment management is to

develop marketing and student

access and retention strategies based on analysis of enrollment trends and other information that provides a holistic view of our students and the community. The intent of the EMP is to strengthen existing positive trends and to address challenges within the constraints of a multiplicity of student goals, accessibility of resources and their effective and efficient use, and entrée to programs and services responsive to the student and community.

The EMP complements the College Strategic Plan by reviewing and projecting enrollments and community need, evaluating current programs and services that influence student outcomes, and proposing actions needed to reach the enrollment goals set out in planning processes. The plan is a tool designed to promote discussion, guide planning, and stimulate action. Our EMP contains achievable goals and objectives based on a realistic assessment of outreach, recruitment, enrollment, and retention processes central to student access and success.

A planning model was developed to identify short-term and long-term strategies aimed at increasing overall student enrollment by addressing student access and barriers, student persistence and retention, and institutional marketing and promotional strategies.

The four areas that are the focus of Enrollment Management planning are:

  1. College Strategic Plan
  2. Governing Board Metrics
  3. SSI and SSEInitiatives
  4. Focus on Learning

Areas of Focus

Phoenix College Strategic Plan - Enrollment Management Goals and Associated Governing Board Metric

The Enrollment Management Committee is responsible for addressing the following Governing Board Metric.

Metric / Target / Actual
Fall-to-Fall Retention Rate Fall to Fall 2012-13
Six-year Graduation rate Fall 2007 / 58%
23% / 51%
25%

Each of the following Goals and Objectives address the Enrollment Management Committee’s charge to improve the.

CorePlanningArea:AccesstoLearning
Goal:PhoenixCollegewillprovideaccesstolearningopportunitiesforstudentsandthecommunity.
Objective: Maximizetheuseandefficiencyofresourcestosupportstudentlearningopportunities.
Strategy / Metric / Person / Contributors
Redesignrecruitmentandretention effortswithPhoenixUnionHigh SchoolDistrictandcommunitybasedOrganizationsinalignmentwithDistrictIMOR
Initiatives. / Studentfocusgroupstoevaluatetheeffectivenessofourefforts. / VPSA / Enrollment Management Committee,Directors of EnrollmentServices,IA, PRIE
IncorporateSeamlessStudent ExperienceandStudentSuccess Initiativecomponentsintothe enrollmentprocess. / Implementationandefficientutilizationofaonestopstudentcenter. Studentfocusgrouptoevaluateonestopprocess.
Responsestotheappropriatesurveytoolswillincreasewithtime:
Thepersonnelinvolvedinregistrationarehelpful.(NL)
Policiesandproceduresregardingregistrationandcourseselectionareclearandwell-publicized.(NL)
Classchange(drop/add)policiesarereasonable.(NL) / VPSA / DeanofStudents,Enrollment ManagementCommittee, DirectorofEnrollmentServices, PRIE
CorePlanningArea:PathwaystoSuccess
Goal: PhoenixCollegewillcreateandexpandlearning-centered programsandstrategiestosupportstudentgoalcompletion.
Objective: Createandimplementacollegecompletionplanwithstrategicrecommendations,expectations,androles/responsibilitiesoflearnerstoincreasecompletion.
Strategy / Metric / Person / Contributors
Createaplantorecruitandretainstudentsforoptimalcollegeenrollmentsandcompletions. / EnrollmentManagementPlanissubmittedandapproved.
Increasethenumberofawardsby111or6studentsperyear. / VPSA / EnrollmentManagement, DirectorofEnrollmentServices
ImplementStudentSuccessInitiative/Seamless StudentExperiencetofulfilltheCompletion Agendacommitment. / Successfulimplementationasmeasuredthroughsuccessfulcoursecompletionandretentionsemestertosemester andcoursesequencing.
Mandatoryorientationparticipationresults.
Mandatoryadvisementresults.
Ontimeregistrationresults.
Mandatoryplacement. / VPSA / DeanofStudents,DeanofArtsSciences,DeanofIndustryPublicService Enrollment Management Committee,Directorsof EnrollmentServices, PRIE
CorePlanningArea:EffectiveLearningandTeaching
Goal:PhoenixCollegewillprovidelearning-centeredprogramstosupportstudentsuccess.
Objective: Improve retention and success rates of developmental education students across key demographic variables.
Strategy / Metric / Person / Contributors
Implementasystemicacademicearlyalertintervention modelforstudents. / Implementthedistrictwideacademicearlyalertsoftware. / VPSA,VPAA / EnrollmentManagement Committee,DeanofStudents, DeanofArtsSciences,Deanof IndustryPublicService

1

Seamless Student Experience (SSE) and Student Success Initiative (SSI)

The seamless student experience (SSE) provides students a single point of access and a uniform process for admissions, registration, financial aid, and related student services across all MCCCD colleges. SSE will allow students to seamlessly move from one MCCCD college to another without repeating or duplicating the processes to be admitted or to receive financial aid. Students will have a single academic transcript containing a record of all credits earned at MCCCD colleges. From a service point of view, students would access the ONE Maricopa student information system (online or in person) just once with the information applicable at any of the colleges universally.

Colleges in MCCCD historically have met the needs of their communities through localized decisions about programs, services, and business processes. While this diversity makes the District stronger, it also can produce some inefficiencies and unintended barriers for students who may enroll in more than one college. ONE Maricopa seeks to maximize resources and effectiveness using system-wide approaches to address common challenges, to foster increased partnerships among Maricopa colleges, and to reduce duplication of services and programs.

Mandatories

Goal: Increase course success, retention and degree completion; and increase knowledge of campus resources, policies and procedures through:

  1. Orientation and BearTrax
  2. Advising
  3. Testing and Placement
  4. Success Course
  5. On-time Registration

Student Engagement

Goal: Increase opportunities for student engagement that will improve student persistence and student satisfaction to meet or exceed national benchmarks.

1.Faculty and Staff Development committee will benchmark and make recommendations that will lead us to improvements in CCSSE and Noel Levitz survey results by fall 2014. (Faculty and Staff Development Committee, Chair Council, Managers of Student Services Department), One stop staff cross training continues each semester, faculty staff training for new employees, Advisement training for faculty and staff has begun and is ongoing, advisement appointments in place for students.

2.Phoenix College will revisit Global Engagements core indicators and measure to identify those that are more reflective of our strategic goals and initiative by fall 2014. (International Education Committee, Chair Council and Faculty)

3.Construct and implement and evaluate academic and support services mechanisms to support and enhance persistence and retention of under-represented and under-served college learners by fall 2014. (Nelson, ACE Director, Dev. Ed/SSI Committee, mentoring subcommittee B.Cheeks)

  • MEN - campus chapter
  • Success coaches in STEM
  • TRIO/REACH
  • ACE/ HOOP of learning
  • DRS
  • Mentoring

4. Construct and implement new technologies to support and enhance student learning outcomes in best practices for Program Reviews and development, as applicable to face to face learning and online practices by fall 2014. (Haines, Koan) ITS improvements on hold for SSE/SSI

Student Retention and Achievement

Goal: Improve student retention and achievement to meet or exceed national benchmarks through utilizing best practices, technology and the Learning Centered campus concept. (Student Affairs Administration, SA Managers, Learning College and Student Success Committees)

  1. SA success coaches in student union during finals week to assist students with study skills
  1. Continued communication of information to students through text, chat, email and phone
  1. Continued cross training of staff and access to important student information
  1. Devise and implement peer mentoring programs by fall 2014.
  1. AACC Completion Challenge - An ongoing analysis and assessment of policies, process and practices that create impediments to enrollment as well and to completion by spring 2015. (Student Affairs)

Marketing and Outreach

Goal: Increase collaboration with Student Affair Departments and Institutional Advancement for improved communication to students.

  1. Design in collaboration with Marketing, Financial Aid a plan to create increased awareness of scholarship opportunities by fall 2014. (Archibald, Development Office, Ramos, Newland in progress)

Minority Male

Goal: Increase the number of minority males seeking access to Phoenix College by 15% by fall 2015.

  1. Develop and implement in collaboration with student affairs a needs assessment, which includes a review of model programs for best practices by fall 2014 (Randon, Garnett, Nelson).
  2. Collaborate with Academic Affairs to develop a partnership between faculty and minority male students. Inform faculty about the unique needs of minority male students through trainings and workshops. Encourage relationship building between faculty and minority male students through the use of faculty-student mixers.
  3. Collaborate with Student Services to utilize the following resources: academic advising, counseling, mentoring, and financial aid.
  4. Monitor grade point and persistence of student participant (Advisement, Admissions, PRIE))
  5. Design and implement Trainer the Trainer workshops for program mentors by fall 2014. (Mentoring Committee)
  6. Develop and implement partnerships with local community-based programs serving the minority male by fall 2014 (Nelson, Randon).
  7. Identify and enroll at least 10-15 students for fall 2014 and at 15% the following academic year(s). (Newland, Randon, Nelson). Continued recruitment of Minority male students from Urban League, OIC, Chicanos Por La Causa, Friendly House and City of Phoenix's Tomorrow's Involved Leaders Today (TILT) program - all community based partners. (Garnett, Matos)

Veterans

Goal: Assess and expand services for returning veteran students.

  1. Collaborate with academic departments and student affairs services and programs to expand educational opportunities for Veterans students and training for faculty and staff that work with student veterans. (Starck, Kruse, Kinard)
  2. Design and implement in collaboration with advisement, the testing center, the student success center and counseling a plan to identify and screen the academic success of veterans for participation in the program by fall 2014 (Voller, Kinard, Admissions, PRIE)
  3. Continued collaboration. The Center has been involved in very little activity with regard to this goal. Going forward, the LC Director should be contacted by the Veterans committee and invited to participate in future planning.

Fraud Prevention

Goal:To provide proactive measures to reduce fraudulent enrollments while educating the campus community on collaboration initiatives at Phoenix College and within the District.

  1. Provide education on the importance of fraud prevention and identity management to internal constituents.
  1. Provide education and training for faculty to mitigate fraud prevention.

Financial Aid

Goal: Increase student satisfaction in the Financial Aid process by continuously assessing and evaluating current process and practices that will lead to more effectiveness and efficiencies. (Student Affairs Administration, Financial Aid Staff)

1.Internal Analysis of Phoenix College Financial Aid Office. In early spring 2015 the services of an internal qualified colleague will be utilized to review, and analyze current Student Financial Aid office and processes and to provide recommendations for organizational changes in the operational process of the Financial Aid Office as it relates to optimizing enrollments. (Ramos, Haines)

2.Program review and analysis to determine best practices in Financial Aid to leverage optimal enrollment, utilizing Maricopa Grants and Scholarships.

Faculty Development

Goal: Increase student satisfaction, retention and engagement through training and development of adjunct and residential faculty.

(Faculty Developer, Faculty, Academic Affairs & Student Affairs)

1.Institute a professional development program for all faculty and staff focused on student success by spring 2015. (Faculty Developer)

2.Faculty and Staff Development committee will benchmark and make recommendations that will lead us to improvements in CCSSE and Noel Levitz survey results as they are reported 2014-2017. (Faculty Developer)

3.Implement a comprehensive and consistent development program for adjunct faculty by spring 2015(Faculty Developer)

4.Craft professional development opportunities through a web presence on PC web site relative to new and emerging developments in teaching and learning that include local, regional, and national conferences and program in addition to MCLI offers and PC offerings by spring 2015. (CTL and Faculty Developer and FPG Faculty Rep)

5.Expand access to professional development opportunities through utilization of tools such as webinars, online offerings, podcasts, and so forth by spring 2015. (CTL)

6.Design and conduct a series of workshops for faculty and staff on developmental education best practices based on a needs assessment. 2014-2017 (Faculty Director of Developmental Education and Faculty Developer)

7.Design and implement online professional learning communities for faculty and staff to sustain ongoing professional development in support of developmental education. 2014-2017 (Faculty Developer)

8.Design and implement reward structures of professional development participants. 2014-2017 (Faculty Developer)

9.Expand learning opportunities to include a variety of opportunities that are flexible, varied, and responsive to developmental needs of individual faculty, diverse populations, and coordinated programs. 2014-2015 (Faculty Developer)

Academic Advising

Goal: Develop, implement, and assess different ways of providing academic advising services, including self-service resources.

1.Program pathways: create recommended full-time and part-time program sequences for each degree. Sequences will include all courses, pre-requisites, and milestones (i.e. admission to program) and be simple enough for students, after initial advisement, to decipher for themselves. (Academic advising, Curriculum, Academic program heads)

2.Outreach: Increase classroom visits and group offerings for select cohorts

3.Degree Audit: Increase advisor and student usage of PeopleSoft degree audit feature. Collaborate with District Curriculum office and PC Records to ensure accuracy of audits. (Records, District Curriculum office, DARS committee, Academic Advisors)

Goal: Develop, implement, and assess new ways to support student learning through academic advising.

1.New student orientation: Commit academic advising staff to present and support student learning and self-enrollment at each NSO. Students will learn about college time commitment, degree and certificate options, and how to use Find-a-Class and enrollment self-service. (Recruitment & Retention, Academic Advising)

2.Academic Advising Syllabus: assess learning from the current pilot version of the syllabus. Continue to add dates and “expected” student experiences, as well as updated policy information. (Academic Advising)

3.Craft mission statement and student learning outcomes for academic advising at Phoenix College. (Ad hoc cross-college committee led by Advising Director)

FOCUS ON LEARNING

Program Development

Goal: Increase offerings and enhance program development to meet workforce needs in the community. (Academic Affairs Administration and Faculty)

  1. Research, create and implement program development plans for the following:
  1. Sustainable Design (multiple facets, to include Applied Technology, Interior Design, Culinary Studies) Courses and/or modules related to sustainability have been integrated into multiple workforce programs, to include healthcare. Expansion is on-going and often requires curriculum redesign. In addition, an Environmental Health Science program is under construction. This is a complex initiative requiring partnership with a university that has an accredited program (there are none in Arizona so we must work with other states.)
  2. Expansion of Environmental & Natural Resources Stewardship Certificate to AA Degree Approval to develop a specialized AA degree was denied. The curriculum process is underway to create an AAS in ENRS.
  3. Revitalization of Education Program. There is now a residential faculty member, who serves as program director, assigned to Education. Outreach and enrollment increased. Work is continuing.
  4. Hospitality, to include Food Service in the Travel Industry Specific emphasis was to be on Event/Conference Planning. The downturn in the economy not only stalled growth in the tourism/travel industry, but job analysis indicated saturation of the market in the Phoenix area.
  5. Expansion of Medical Programs to the Communiversity location. An HIM certificate has been added and will expand to include the AAS degree. An environmental scan was completed recently by PC and planning (in coordination with RSC) is underway to identify non-medical opportunities for PC at the Communiversity location.
  6. Online Nursing ProgramGiven the increasing use of simulation in the Nursing program and the complexity of the material students must master, a fully online program is not practicable. However, Nursing has placed many of its lectures on Panopto for student viewing so more classroom time can be used for skills development. In addition, changes in accreditation standards are prompting a major curriculum revision to reduce program credits. Work on this will begin summer 2014.
  7. Audiology Technician Market analysis indicates limited need for this program.
  1. Encourage integration of strategic learning models into all courses and services by fall 2015. Faculty development continues with emphasis on the Learning College principles; PAR will allow for enhanced focus on this. (Faculty Developer and Chair Council)
  2. Increase the numbers of workforce programs that meet accreditation or other national/regional/local standards needed in order to provide licensing or certification opportunities for students. (Halford, Program Directors, Department Chairs)
  3. Ensure for each program that has licensing or certification that the reporting entity can supply timely and complete information about student performance. (Halford, Program Directors, Department Chairs
  4. Evaluate licensure/certification success rate information as a part of advisory council review practices and program decision-making processes in order to make recommendations for improvements. (Halford, Program Directors, Department Chairs)
  5. Evaluate data relevant to student success in practicum/clinical and internships as a part of advisory council review practices and program decision-making processes in order to make recommendations for improvement. (Halford, Program Directors, Department Chairs, Binder)
  6. Improve workforce program data collection/student tracking systems to provide statistically significant, relevant information useful in program review and the design of modifications that enhance program quality. (Halford, Program Directors, Department Chairs, Binder)
  7. Design and implement by fall 2014 an experimental classroom to pilot and assess emerging technologies and teaching/learning strategies. (Deans, select faculty, e-Learning Committee, and Technology). Completed AY 13-14 Addition of a Fab-Lab to promote learning/critical thinking will further enhance this.
  8. Develop by May 2015 a long-range plan to engage career and technical education students in active, collaborative learning environments using innovative equipment and technology that mirrors industry standards. (Halford, selected workforce faculty, Technology).
  9. Establish by May 2015 a comprehensive plan to build strategic alliances for workforce and economic development. (Halford, Jeffers, Selected Department Chairs).
  10. Develop and utilize tools to continuously (biannual or yearly) analyze workforce trends in response to community/business needs by spring 2015. PC has access to Wanted Analytics and EMSI for monitoring the labor market. In addition, the Center for Workforce Development provides regular reports and will complete research upon request. Exploration is underway to shift to Burning Glass to gain information re workforce trends. (Halford, Binder, Work Force Chairs and Program Directors)
  11. In response to changes in workforce trends identify and implement strategies to change our methodologies for “education to career pathways” by spring 2015.Program pathways have been identified; program sequencing work is in progress.

Schedule Building