2017-2020 Strategic Enrollment Management Plan

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2017-2020Strategic EnrollmentManagement Plan

Table of ContentsIntroduction . 3Enrollment Management Oversight Committee Membership and Resources . 4Strategic Enrollment Management Plan Flow Chart . 5Connection: Initial Interest through Submission of Application . 6Marketing and Communication . 6Outreach and Recruitment . 6Entry: Enrollment through Completion of Gatekeeper Courses . 8Innovation . 8Marketing and Communication . 8Matriculation Conversion . 9Pathways . 9Progress: Entry into Course of Study through Completion of 75% of Requirements . 10Curriculum . 10Ensure Student Learning. 11Marketing and Communication . 11Scheduling . 12Student Retention and Success . 13Student Support for Online Learners . 14Student Wellness . 14Completion: Complete Course of Study through Earning a Credential with Market Value . 15Marketing and Communication . 15Transition . 15Transition and Continued Connection . 16Integrated Support Structures . 17Evaluation . 17Marketing and Communication . 17Professional Development. 18Technology . 19Transportation . 19Appendix A: Glossary of Terms for Enrollment Management . 20Appendix B: Partnership Resource Team List of Successes and Menu of Options . 22

Enrollment Management Plan IntroductionIntroductionThe Long Beach City College 2017-2020 Strategic Enrollment Management Plan is a three-year plan thatutilizes Completion by Design to frame the College’s enrollment management goals and strategies, inalignment with the 2016-2022 Strategic Plan and in support of the College’s mission. The Plan is focusedon student success, with the philosophy that if the College can recruit new students, as well as retainthese students and support them through to completion, enrollment targets will be achieved.This is a living document intended to provide strategies for efficiency, quality, access, inclusiveness, andcompletion for students from connection with, entry into, progress through, and ultimately completion ofa course of study at the College. The Plan will guide the enrollment management process and will alsoprovide flexibility for creativity within each respective area to manage enrollment. The goals andstrategies within the plan can be utilized by the College to create sustainable models and practices thatmaximize the delivery of instructional and support services to enhance student connection, entry,progress, and completion.Equity-MindednessLBCC strives to more effectively serve its growing diverse student populations and infuse equitymindedness throughout instruction and support programs. Student equity is at the forefront of theCollege’s mission and Strategic Plan and all of the College’s activities and strategies, including enrollmentmanagement, should focus on helping students achieve equal outcomes by closing achievement gaps, andproviding the best possible access and success for students.Why is Enrollment Management Important?The overarching goal of enrollment management is to develop and support a sustainable integratedsystem that maximizes student access and success, creates fiscal stability, and allows the college toanticipate scheduling needs. Enrollment management is not simply an administrative process.Enrollment management involves the entire campus.Student access, success, and completion on both campuses are the priorities of a Strategic EnrollmentManagement Plan. Such a plan calls for the District’s policies, procedures, and resources to focus onimproving student success in alignment with the Strategic Plan.3

Enrollment Management Oversight Committee MembershipCo-chair Moises Gutierrez, Department Head, MathematicsCo-chair Dr. Paul Creason, Dean, School of Health, Kinesiology, Science, and MathematicsAdministrative MembersO. Lee Douglas, Dean, Language Arts and CommunicationsMichelle Grimes-Hillman, Dean, Academic ServicesRobin Darcangelo, Interim Executive Dean, Enrollment ServicesDavid Gonzales, Interim Dean, Career and Technical EducationNohel Corral, Dean, Counseling and Student Support ServicesFaculty MembersJorge Ochoa, Faculty, Horticulture, Academic Senate PresidentKenna Hillman, Curriculum Committee Chair, CounselorJoanna Haan, Faculty, Physical Science (Chemistry)Mark Cipolla, Faculty, KinesiologySusan Cully, Faculty, Computer and Office StudiesGene Goss, Faculty, Political ScienceResourcesDr. Kathleen Scott, Acting Vice President, Academic AffairsDr. Kim McGinnis, Interim Vice President, Student Support ServicesStacey Toda, Associate Director, Public Relations and MarketingBrent Gilmore, Manager, Academic ServicesLauren Sosenko, Director, Institutional ResearchJennifer Holmgren, Interim Director, Planning4


ConnectionInitial interest through submission of applicationThe goal in this phase is to encourage prospective students to apply and complete the intake process in a timelymanner so that they can begin to develop a plan for college and their careers, as well as enroll in initial courseworkappropriate to their level of readiness and goals.Marketing and Communicationo Provide regular and consistent communication with the community and prospective students to keepthem informed of registration dates and enrollment opportunitieso Identify prospective students and provide targeted marketing campaigns to inform them ofeducational opportunities tailored to their needs Provide resources for instructional program marketingo Through Strong Workforce and Adult Education grants, utilize a marketing consultant to supportoutreach and recruitment for career technical education programs Conduct market and audience research focused on demographic groups in and around LBCC Prepare a comprehensive strategic marketing plan Develop digital and print media materials, marketing videos, digital and outdooradvertisements, radio and TV commercials, and promotional items Promote skills builder opportunities Participate in regional marketing efforts associated with Strong Workforceo Continue to invest in website resources to recruit and enroll prospective studentso Market career clusters/meta-majors in connection with guided pathways effortso Develop intentional marketing to prospective students from disproportionately impacted groupsOutreach and Recruitmento Through the reorganization of the Communications and College Advancement Office, invest inmanagement and staff to support outreach and recruitment effortso Ensure coordination of all outreach activities Continue to participate in high school and university open houses and career nights tohighlight opportunities at LBCCo Move registration dates to October and April to align with neighboring colleges Explore the impact of moving registration dates earlier Develop a communication plan to inform students, the community, faculty, staff, andadministration before and after registration date changes occur6

o Continue to engage in and expand partnerships with Long Beach Unified School District and PromisePathways School Districts Inform students eligible for these programs and their parents about the opportunities forthem at LBCC Provide relevant college and career dual enrollment courses Engage in early and continued college support and outreach Offer matriculation services (i.e., assessment, orientation, counseling, abbreviated studenteducation plan development) to high school seniorso Maintain and expand partnerships with LBUSD and CSULB through the Long Beach College Promise Continue to provide fourth-grade tours to expose elementary school students early on tocollege and career options Continue the middle school pledge from parents to support a college-going culture Continue to offer Early Birds (i.e., full day event specifically for incoming high schoolgraduates in fall that includes campus tour, assessment, orientation, counseling, abbreviatedstudent education plan development, and attendance to the College Majors and StudentResources Fair) Ensure regular sharing of information and program updates between LBUSD, LBCC, andCSULB counselors, as well as transfer center coordinators Expand data sharing between LBUSD, LBCC, and CSULBo Continue the CA State and LBCC Enrollment Services partnership to increase financial aid awarenessamong high school counselorso Partner with linked learning high schools to connect programs of study from high school to collegeproviding a seamless transition for studentso Expand partnerships with community organizations to increase job skills and education forcommunity members Expand outreach to local adult school Increase and continue collaboration with industry partners, employers, and communityagencies to develop and strengthen educational opportunities Focus on workplace learning such as internships and work experience opportunitieso Invest in software to identify prospective studentso Develop intentional outreach and recruitment strategies to prospective students fromdisproportionately impacted groups7

EntryEnrollment through completion of “gatekeeper” coursesThe goal in this phase is to help students choose and enter a program of study that matches their interests as quicklyas possible, as well as to support them from initial enrollment into the college through the point of passing collegelevel “gatekeeper” courses, such as math and English.Innovationo Innovate to Achieve Student Success in Basic Skills Continue to utilize and expand multiple measures to place students in the basic skillssequence Support, scale, and evaluate current innovations in basic skills reading, English, English as asecond language, and math including ALEKS, STATWAY, compressed, and acceleratedcourse sections through contextualized instruction, align students’ foundational skillscoursework with programs of study Continue to develop models for accelerating students’ progress through foundational skillsdevelopment and support the policies and practices that enable the college to deliver themost effective models to scale Expand foundational skills education in a non-credit environment Disaggregate retention and success data from these programs to determine if equity gapshave been narrowed or eliminated and make revisions as needed for improved successo Consider developing and implementing an Accelerated Weekend College Conduct an environmental scan on the viability of these programs and best practiceso Ensure appropriate curriculum development and inactivation In response to changing enrollments and demand in programs, examine programconsolidation/elimination and creation in accord with the established criteria to ensureviability of programs Develop low-cost educational opportunities such as zero textbook cost degrees (Zdegrees), stackable credentials that lead to employment and feed into additionaleducational opportunities, noncredit Career Development and College Preparationcertificates, and programs that align with labor market needs, as well as current andemerging skill expectations from employers Create alternative and innovative adult education non-credit courses and programs to meetneeds of diverse student populationsMarketing and Communicationo Provide all students with lbcc.edu email addresses to increase access to students via emailo Implement a math campaign to encourage students to enroll in the math courses they are placed inupon entry to the College and continue to enroll in subsequent math courses within the sequencethrough completion of college-level matho Celebrate students’ successful completion of each basic skills course by sending them positivecommunication and nudging them to enroll in the next level course8

o Educate and inform full-time students about the potential benefits of taking fifteen units a semestero Promote the college’s support services such as the student success centers, tutoring, andsupplemental instruction to students from disproportionately impacted groups.Matriculation Conversiono Invest in a Welcome Center at each campus to greet, welcome, and assist students as they begin theireducational paths at the College and market these centers to the community Identify and create a space for the Welcome Center at both the Liberal Arts Campus andPacific Coast Campus Invest in staff and resources to welcome students Raise awareness of the student portal Offer specific strategies for serving first generation students and students fromdisproportionately impacted groups.o Continue to coordinate, implement, and improve the matriculation conversion plan that focuses onconverting students from applicants to enrollees through the use of targeted communication andnudges at each phase of student entry (application, orientation, assessment, student educationalplanning)o Institutionalize and offer Viking Express Days to provide students with a streamlined enrollmentexperience where they complete all matriculation services and receive registration assistance in asingle dayo Continue to improve and evaluate workshops for new incoming students including the new student,counseling plus registration (CPR) and educational planning workshopso Increase offerings of and enrollment in career counseling and orientation for college success courseso Provide transcript evaluations for incoming students with transcripts from other colleges anduniversities to assist in educational planning and future graduation checksPathwayso Expand the Career Center at both campuses Provide all students with the opportunity, upon entry to the college, to engage in one-onone interventions to assist in career and major identification and exploration Through the college website and career center, provide students with relevant and accuratelabor market information to inform their major and career decisions Invest in career tools that can be embedded in the College website for student useo Support skills builders as they enter the College to gain the skills they need to obtain wage gains in theworkplaceo In alignment with state-wide Guided Pathways efforts, develop program roadmaps that show studentsclear and efficient paths to completion of their educational and career goals that include articulatedlearning outcomes9

ProgressEntry into course of study through completion of 75% of requirementsDuring this phase, the goal is to help students get to the point where completion is in sight by ensuring that programsare focused and streamlined and that options for more flexibility are available for students.Curriculumo Ensure appropriate curriculum modification Continue to appropriately streamline processes for curriculum development, review,modification, consolidation/elimination, and the awarding of credentials, in accord with theestablished criteria to ensure viability of programs Continue to support faculty in the development of local associate degrees, associate degreesfor transfer (ADTs), and certificates (credit and non-credit) Continue to create and update program roadmaps Help students succeed where appropriate to transition from noncredit to credit programs Infuse academic programs with cultural competency to prepare students to be global citizens Continue to support faculty in meaningful evaluation efforts of courses and programs, anddelivery methods, in an effort to strengthen curriculum through appropriate modifications thatmeet the diverse needs of students Continue to support faculty to meet students where they are by embracing a cultural capitalapproach to teaching and support Encourage faculty to integrate appropriate open educational resources, multiculturalperspectives, and universal design into teaching and learning environments to continueattracting a diverse student body Encourage and support faculty to work in interdisciplinary teams Expand internship opportunities through appropriate curriculum processeso Increase online and hybrid course and program offerings Continue to develop online and hybrid course offerings and programs to provide students withthe option to complete degrees and certificates fully online Continue to promote and provide multiple instructional delivery systems that meet the needsof both traditional and non-traditional students including distance education innovations thatpromote student success Continue to evaluate, strengthen, and expand online course and program offeringso Adopt a more systematic and rigorous approach to offering online classes through participation in theOnline Educational Initiative (OEI) program through the California Community College Chancellor’sOffice Expand the utilization of Cranium Café through the Online Education Initiative Utilize strategies and techniques from OEI for increasing success for online students, with thegoal of eliminating student equity gaps10

Ensure Student Learningo

Co-chair Dr. Paul Creason, Dean, School of Health, Kinesiology, Science, and Mathematics Administrative Members O. Lee Douglas, Dean, Language Arts and Communications Michelle Grimes-Hillman, Dean, Academic Services Robin Darcangelo, Interim Executive Dean, Enrollment Services David Gonzales, Interim Dean

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