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Strategic EnrollmentManagement (SEM) Plan2016 - 2020KENTUCKY COMMUNITY & TECHNICAL COLLEGE SYSTEM
Table of ContentsIntroductionTeam MembershipExecutive SummaryHistory and ContextStrategic Enrollment Management (SEM) Core ConceptsMission StatementStrategic Plan 2016-2022Data Highlights & ObservationsExternal Environment at HCCThe Plan – Macro Enrollment Goals 2016-2020The Plan – Marketing and RecruitmentThe Plan – Retention and CompletionAppendix A: Strategic Enrollment Management (SEM) ModelAppendix B: KY High School Feedback Reports on College GoingAppendix C: Additional Key Enrollment Indicators (KEIs)Appendix D: CPE Near-Completer Stop-Outs Mini-Grant ProjectAppendix E: Exported Credit Hours by TermAppendix F: SEM TeamsAppendix G: Goal and Strategy Implementation and Accountability Map (SEM ActionSteps/Tactical Work Plans)Appendix H: Enrollment Trend DataAppendix I: SEM Meetings Timeline1
IntroductionDuring the fall 2015 semester, Hopkinsville Community College participated in a comprehensive review of itsStrategic Enrollment Management (SEM) environment. The Kentucky Community and Technical College System(KCTCS) entered into a contract with AACRAO (American Association of College Registrars and AdmissionsOfficers) to review enrollment and retention and assist the 16 colleges and the System Office develop a StrategicEnrollment Management (SEM) Plan. Dr. Tom Green, Associate Executive Director, Consulting and SEM, forAACRAO was assigned as HCC’s consultant on the project.In an effort to fully assess the college’s SEM readiness, Dr. Green conducted a two-day campus site visit November23-24, 2015, where he met with the local Project Lead, Dr. Jason Warren, various members of the college’sleadership team, student leaders, faculty, staff, and members of three recently-appointed SEM councils – Marketingand Recruitment Council, Retention and Completion Council, and the Data Team. The Councils were charged withreviewing current practices, investigating trends and collecting data to assist in identifying Key EnrollmentIndicators (KEIs), identifying goals, strategies and tactics for increasing enrollment.The HCC Cabinet established Macro Enrollment goals for 2016-2020 at a special Cabinet meeting on December 12,2015. The SEM Readiness Review Summary: AACRAO Consulting Report for Hopkinsville Community College wasreceived from AACRAO and the SEM councils began their work in earnest during the spring semester. Numerouscouncil meetings were held. The SEM Data Team was charged with researching questions that arose during thecouncil discussions. The SEM Marketing and Recruitment Council and the SEM Retention and Completion Councilworked to identify three goals, as well as strategies to meet the goals. Over the summer 2016 term and throughoutthe fall 2016 semesters, the councils developed tactical work plans as part of a “Goal and Strategy Implementationand Accountability Map” consisting of Action Steps/Tactics, Timeline for Implementation, and Person(s)Responsible for Outcomes.HCC President/CEO, Dr. Jay Allen stressed the importance of the SEM project at the August 5, 2016 FallConvocation for faculty and staff. Dr. Warren presented a brief summary of the goals and strategies. Afterwards, thefaculty and staff were divided into small groups and challenged to help the committees further develop additionalAction Steps/Tactics. Additionally, Dr. Allen challenged the small groups to answer three questions: (1) Whatmakes HCC unique? (2) What demonstrates quality at HCC? (3) How can HCC enhance the collegiate experience?Additionally, the groups were asked for suggestions on the best ways to communicate these elements throughout thecollege’s service area.This report – based on thorough research and analysis of available data – will serve as the college’s roadmap forincreasing enrollment and ensuring that SEM effective practices are employed throughout the institution. Thecollege’s SEM Plan will continue to evolve to meet the future needs of the institution and stress the importance ofinvolving all campus personnel in the SEM processes.2
Team MembershipName (Last, First)Akpom, ReggieAllen, KanyaPosition at HCCAssociate Professor, CADCoordinator, Career ServicesBailey, TeresaStudent Affairs Assistant II, StarfishEarly Alert and Intervention ToolManagerAdmissions Advisor, Fort CampbellInstructor, Agricultural TechnologyProgram CoordinatorAssociate Professor, MathAssociate Professor, Anatomy andPhysiology, Fort CampbellChief Institutional Advancement OfficerProfessor, SociologyDirector, Cultural DiversityRecruiterDirector, Financial AidAssociate Dean, Business AffairsBrown, Leigh AnnCummins, ChrisDarooka, MehaDougherty, Dr. KarenEastham, YvetteFelton, Dr. KevinFolden, TraceyGoode, AngieGunther, JanetHolland, AnnHorton, JeffHunter, JimHyams, JulieJackman, SallyKirves, CarolLaffoon-Jackson, JuliaLee, AllishaMcCormack, SherryMcGinnis, CarrieChief Business Affairs OfficerProfessor, MathAdmissions AdvisorAssociate Professor, MathChief Community, Workforce, EconomicDevelopment OfficerAssociate Professor, EnglishDirector, Fort Campbell CampusWarren, Dr. JasonWesterman, RachelAssociate Professor, MathCoordinator of ContinuingEducation/Community ServicesSenior Administrative AssistantProfessor, BusinessDirector of Institutional EffectivenessProfessor, NursingProfessor, MathProfessor/CC Counselor (Advising CenterDirector)Chief Student Affairs OfficerManager of External Education ProgramsYoung, Dr. AlissaYoung, RenaChief Academic Affairs OfficerDirector, Marketing and CommunicationsNewcomb, C.J.Pendleton, ArthurPhillips, Dr. SaraPniewski, Tommie SueRiley, PatScott, Deloria3SEM RoleSEM Steering CommitteeSEM Marketing and Recruitment CouncilCo-LeadSEM Retention and Completion CouncilSEM Marketing and Recruitment CouncilSEM Marketing and Recruitment CouncilCo-LeadSEM Data TeamSEM Retention and Completion CouncilCo-LeadSEM Steering CommitteeSEM Marketing and Recruitment CouncilSEM Retention and Completion CouncilSEM Marketing and Recruitment CouncilSEM Marketing and Recruitment CouncilSEM Retention and Completion Council,SEM Data TeamSEM Steering CommitteeSEM Data TeamSEM Retention and Completion CouncilSEM Retention and Completion CouncilSEM Steering CommitteeSEM Retention and Completion CouncilSEM Steering Committee, SEM DataTeamSEM Data teamSEM Marketing and Recruitment CouncilRecorderSEM Marketing and Recruitment CouncilSEM Data Team Co-LeadSEM Retention and Completion CouncilSEM Data Team Co-LeadSEM Steering CommitteeSEM Project LeadSEM Marketing and Recruitment CouncilCo-LeadSEM Steering CommitteeSEM Marketing and Recruitment Council
Executive SummaryA number of strengths and weaknesses were identified by AACRAO in the college’s SEM Readiness ReviewSummary:Strengths The College has established clear goals for the number and types of students needed to fulfill theinstitutional mission.The College promotes students’ academic success by improving access, transition, persistence, andgraduation.The College promotes institutional success by enabling effective strategic and financial planning.The College creates a data-rich environment to inform decisions and evaluate strategies.The College improves process, organizational and financial efficiency and outcomes.The College has strengthened communications and marketing with internal and external stakeholders.The College has increased collaboration among departments across the campus to support the enrollmentprogram.Weaknesses/Recommendations Participate in training to learn how to create enrollment messages and communication plans.Create and execute communication plans for new and continuing students.Participate in training for Radius software that is immediately followed by use of the solution to delivercommunication plans to ACT test-takers in the local area: (a) This must go beyond how to send an email,which is already known at HCC, to include queries and reports, and building in follow-up communication.Integrate marketing messages across all media (earned, visual, print and verbal).Work with the KCTCS to enhance local advertising messages that align student choice factors (namely,jobs and careers) with HCC programs.Significantly enhance the HCC website to include narrative on why HCC is a strong enrollment choice forprospective students.Develop an annual recruitment plan, based upon the SEM plan. This takes the enrollment targets andstrategies and operationalizes them, incorporating the ongoing work of the unit with the higher-levelstrategic direction of the SEM plan. This plan also serves to guide the work of the team across the manyareas it must address to be successful in enrollment.Provide training to recruitment staff at both the HCC main campus and at Fort Campbell: (a) Enrollmentmarketing messages, (b) Radius software, to include reporting and use of data, (c) Use of data to driveadmissions work.Continue to develop admissions reports that show the number of prospects, inquiries, applications,complete applications and enrollments by each segment of the student population (first-time, transfer/adult,workforce, etc.).Discontinue the acceptance of paper applications: (a) This adds extra time to processing and is notnecessary to serve the HCC population.Build workflow routines to replace all existing manual registration and records forms (paper or online),eliminating manual signatures and allowing easier and better processing of information and requests amongstudents, faculty and staff.KCTCS should build the articulation tables in PeopleSoft that match the most common courses receivedfrom students to existing catalog courses: (a) This can also leverage the electronic data file from transcriptsand eliminate the need to manually enter course and transcript information.Continue the strong work in the use of data in decision-making.Build retention analysis from a strong start to a robust set of analyses that identify at-risk students.4
History and ContextStrategic Enrollment Management (SEM) helps a college look at enrollment issues from an institution-wideperspective. While recruiting and maintaining students is a core element to any SEM plan, SEM in its purest form isnot simply about growing enrollment. Rather, it is about developing institutional programs and services to recruit,retain, and support students throughout their educational career.Following four years of record enrollment from Fall 2009 to Fall 2012 during the height of the economic recession,Hopkinsville Community College has since experienced a 30 percent drop from its enrollment peak to pre-recessionlevels closely mirroring those of Fall 2007 and Fall 2008. Local unemployment topped out at 13 percent in January2009 and has steadily returned to 2007 levels (5.9 percent in September 2007, 5.7 percent in April 2016). Combinedwith seven consecutive years of cuts to HCC’s state appropriations totaling 1.3 million, HCC has experiencedsignificant fiscal challenges which have led to a contraction in both personnel and non-personnel budgets.HCC’s SEM team has analyzed the data and established five-year goals that support both student success and muchneeded growth in enrollment FTE. The macro enrollment goals for 2016-2020, approved by HCC’s Cabinet, takeinto consideration the recently-experienced enrollment “bubble” while also charting a steady course toward realistic,achievable targets in an oftentimes transient and unpredictable, military-influenced service area.It is important to note that this report is a dynamic document in that the goals and areas of emphasis will beresponsive to changing environmental factors.Strategic Enrollment Management (SEM) Core ConceptsAt the heart of any Strategic Enrollment Management Plan are the core concepts or principles that guide theinstitution’s enrollment planning. At HCC, the principles which guided the SEM planning included the following: Students, and their success, are at the core of all that we do.SEM goals will align with the institution’s mission statement and the overall college’s strategic plan.Participation from across the campus is critical to an institution’s ability to meet goals set forth in a SEMplan. No single person is responsible for achieving the goals established in this plan; rather, collaborationamongst and coordination between all levels of the campus is critical to success.Attention will be given to the fiscal impact of SEM goals and associated plans.Relevant data will be collected and used when setting institutional enrollment goals and in assessingstrategies and tactics. Data-driven decision-making is critical to success.5
Mission StatementHopkinsville Community College is an inclusive, student-centered educational institution that provides accessible,innovative, and comprehensive learning opportunities within a supportive community that encourages academicexcellence. The college sustains strong educational, community, military, agricultural, and economic partnerships toimprove the quality of life in the southern Pennyrile region and Fort Campbell.Hopkinsville Community College promotes excellence in teaching and learning by offering: Degree, diploma, and certificate programs and courses that enable students to transfer to four-yearinstitutions, and acquire the knowledge and skills for new or continued employment.Developmental, academic, and support services that promote student success.Customized business and industry training.Continuing education and community outreach.Adult education.Strategic Plan 2016-2022Goal 1: Promote successful transitions for students at all levelsObjectives: Promote seamless entry to HCCIncrease student success and timely completionSupport transitions to 4-year institutions and careersGoal 2: Position HCC as the desired first-choice for higher education in our regionObjectives: Promote the college as providing an affordable, high-quality educationProvide a quality, dynamic educational experiencePromote student engagement with the collegeStrengthen ties with the communityFoster a culture of inclusivenessGoal 3: Support the economic development of the southern Pennyrile/Fort Campbell regionObjectives: Develop and support the programs that meet regional employment and workforce development needs Increase regional education attainment through the awarding of credentials and supporting transfer to4-year institutions6
Data Highlights & ObservationsFunding & Enrollment Seven consecutive years of cuts to HCC’s state appropriation totaling 1.3 millionA 30.1 percent drop in overall enrollment headcount from Fall 2011 to Fall 2015A 96.2 percent drop in adults and dislocated workers enrolled at HCC utilizing Workforce Investment Act(WIA) funds over the past five years (from a peak of 287 students using WIA funds to attend in Spring2010 to 11 students in Fall 2015)A 61.3 percent drop in military spouses enrolled at HCC utilizing the MyCAA educational benefit programover the past five years (from 377 students during the 2009-10 academic year to 146 during the 2014-15academic year)General Enrollment Observations A decrease in overall 25 age student enrollment by 17.5 percent over the past five yearsA decrease in the 25-34 age student enrollment by 21.2 percent over the past four yearsA decrease of 53.5 percent in first-time adult learners over the past four yearsA decrease of 22.4 percent in black students over the past four years (white enrollment fell by 20 percent)A decrease of 25 percent in female students over the past four years.A decrease of 29.3 percent in enrollment of Tennessee residents over the past four yearsAn increase in under age 18 high school dual-credit enrollments by 37.6 percent in the past five yearsAn increase in 18-24 age student enrollment by 0.8 percent in the past five yearsAn increase in active duty military enrollments by 32.4 percent in the past five yearsAn increase in Rotary Scholars enrollment by 48 percent over the first four years of the program (from 106students in Fall 2012 to 157 students in Fall 2015)Enrollment from Caldwell County H.S. graduates direct entry to HCC typically ranged from 5-14 students2010 to 2013. However, no graduates from the Class of 2014 enrolled at HCC. Caldwell County isprimarily served by MCC and WKCTC with MCC now operating the school’s dual credit program.General Retention & Persistence Observations Fall-to-fall retention has dropped to 39.9 percent (F14-to-F15) from 49.7 percent (F09-to-F10)Fall-to-spring retention has dropped to 69.5 percent (F14-to-S15) from 72.3 percent (F09-to-S10)The persistence rate fell to 41.3 percent in 2014 from 45.8 percent in 2010A number of HCC students transfer to nearby KCTCS institutions to pursue allied health programs notoffered at HCC, which benefits KCTCS retention rates but not HCC’s.Financial Aid A 17.4 percent drop in the number of students who applied for financial aid over the past three yearsA 26.2 percent drop in the number of students who received financial aid over the past three yearsLoss of summer Pell grants beginning in Summer 2012Tighter financial aid restrictions began in July 2012 related to Pell Grant Lifetime Eligibility Used (LEUs)and Satisfactory Academic Progress (SAP) resulting in fewer students maintaining eligibilityA significant number of students are unable to enroll due to balances owed to the college from R2T4calculations7
College Preparedness of Graduates from Public Feeder High SchoolsNOTE: The Kentucky Department of Education (KDE) defines college readiness as an ACT test score of 18 in English, 19 in mathematics,and 20 in reading. Percentage of Christian County H.S. graduates ready for college:o 56.0 percent (class of 2014)o 52.0 percent (class of 2013)o 33.3 percent (class of 2012)Percentage of Hopkinsville H.S. graduates ready for college:o 47.9 percent (class of 2014)o 51.4 percent (class of 2013)o 56.4 percent (class of 2012)Percentage of Todd County Central H.S. graduates ready for college:o 66.7 percent (class of 2014)o 58.0 percent (class of 2013)o 36.0 percent (class of 2012)Percentage of Trigg County H.S. graduates ready for college:o 49.0 percent (class of 2014)o 55.8 percent (class of 2013)o 44.5 percent (class of 2012)Source: Kentucky Center for Education and Workforce Statistics eedbackReports.aspx[Class of 2015 data will be posted in spring 2017 per KCEWS.]College Offerings HCC faces competition from other, nearby, KCTCS schools because of limited Allied Health programofferings. For the highly-selective RN/PN programs that HCC does offer, a number of HCC students whoare not selected by HCC’s program are selected by nearby KCTCS school programs. If those students havenot completed a credential at the time of transfer, they count against HCC’s retention statistics.HCC’s efforts to add additional Allied Health programs have faced some difficulties, including otherschool’s fear of market saturation, and the cost of program implementation.Local Feeder High School Graduates A decrease of 7 percent in the number of high school graduates from HCC’s feeder high schools from theClass of 2015 to the Class of 2016.8
Historical Enrollment9
External Environment at HCCLocal Economy A drop in the Bowling Green-Hopkinsville Economic Region U.S. Unemployment Rate from a high of 13percent in January 2009, to a low of 5.7 percent in January 2016 (below the 5.9 percent rate in 2007) andmost recently 6.3% in May 2016.Teletech call center hiring up to 700 employees and taking over entire Hopkinsville mall; also hasagreement with Strayer University to provide tuition assistance for studentsWalmart Distribution Center and industrials park plants hiring significant numbers of employees who workswing/odd shifts that make attending in-person classes challengingHopkinsville Transit bus system opened in 2015 with two routes and added a third route in May 2016Competition HCC’s Fort Campbell represents over 40 percent of the college’s overall enrollment. The Fort Campbellcampus draws a significant number of students from the Tennessee counties of Montgomery, Stewart, andRobertson who take advantage of an existing tuition reciprocity agreement. As a result, HCC’s enrollmentis heavily influenced by educational opportunities for Tennessee resident to attend college in-state.The Tennessee Promise last dollar scholarship program started in the Fall 2015. Students may use thetuition and fees scholarship at any of the state’s 13 community colleges or other eligible institutionsoffering an associate’s degree program (APSU is eligible).Increased competition from 4-year universities (APSU, Murray State, Western Kentucky University) and 2year institutions (Tennessee College of Applied Technology, Clarksville, Nashville State, Miller-Motte,Brown-Mackie, University of Phoenix, and Central Texas College).Fort Campbell Drawdown On July 9, 2015, the Army announced mandatory budget cuts and a decision to cut 363 troops at FortCampbell as part of the military’s drawdown from Iraq and Afghanistan. HCC not only enrolls significantnumbers of active duty military personnel, but also military family members. The Hopkinsville-ChristianCounty Chamber of Commerce estimated the total community loss of 914 men, women, and children.10
The Plan – Macro Enrollment Goals 2016-2020Macro Enrollment Goals 2016-2020SemesterFall 2015Low Range Target3,120 headcount (unofficial) / 1,837 FTE (unofficial)High Range Targetn/aFall 2016Fall 2017Fall 20183,126 headcount / 1,920 FTE3,312 headcount / 2,003 FTE3,408 headcount / 2,086 FTE3,256 headcount / 1,960 FTE3,392 headcount / 2,083 FTE3,528 headcount / 2,206 FTEFall 2019Fall 20203,504 headcount / 2,169 FTE3,600 headcount / 2,250 FTE3,664 headcount / 2,329 FTE3,800 headcount / 2,450 FTEEstablished at Cabinet Meeting on December 12, 2015Marketing and Recruitment Goals SummaryGoal 1: Increase enrollment of the 25-29 and 30-34 age groups by 18 percent from 931 combined in the Fall 2015semester to 1,100 combined by the Fall 2020 semester; increase the number of first-time adult learners by 52.6percent from 209 in Fall 2015 to 319 in Fall 2020.Goal 2: Increase enrollment of female students by 21 percent from 1,981 in the Fall 2015 semester to 2,400 by theFall 2020 semester and African American students by 24 percent from 686 in the Fall 2015 semester to 850 by theFall 2020 semester.Goal 3: Increase the percentage of area high school graduate direct entry to HCC from the college’s service areafeeder schools from 22.9 percent in Fall 2015 to 25 percent in the Fall 2020 semester.Retention and Completion Goals SummaryGoal 1: Increase the number of students completing an associate’s degree.Goal 2: Increase retention/persistence rates in three ways: Increase the percentage of credential-seeking students who return for a second semester (fall-to-springretention) from 69.5 percent in Fall 2014-to-Spring 2015 to 71 percent Fall 2019-to-Spring 2020.Increase the percentage of credential-seeking students who return for a second year (fall-to-fall retention)from 39.9 percent Fall 2014-to-Fall 2015) to 45 percent Fall 2019-to-Fall 2020.Increase the persistence rate from 41.3 percent in Fall 2014 to 43 percent in Fall 2019.Goal 3: Encourage the re-enrollment by and completion of students who have earned 45 or more credit hours buthave left HCC without a credential.11
The Plan – Marketing and RecruitmentA thorough analysis of the Key Enrollment Indicators (KEIs) revealed student populations with the greatest potentialfor growth and those where HCC has experienced the most significant enrollment declines over the last few years.Three goals were developed from and relate directly to the KEIs and emphasize reversing the downward enrollmenttrend in the 25-34 age population, and among female students, and African American students. While high schoolenrollment has remained strong – buffered by the Rotary Scholars Program – the KEIs reveal an opportunity forgrowth through increasing the share of area graduating high school seniors who choose to enroll at HCC directly outof high school.Goal 1: Increase enrollment of the 25-29 and 30-34 age groups by 18 percent from 931 combined in the Fall2015 semester to 1,100 combined by the Fall 2020 semester; increase the number of first-time adult learnersby 52.6 percent from 209 in Fall 2015 to 319 in Fall 2020.KEI Age 8273611356831203600380065 TotalFall '08KEI-Adult LearnersSEMESTERFall '09Fall '10Fall '11Fall '12Fall '13Fall '14Fall '15Fall '16Fall '17Fall '18Fall '19Fall efinition: Number of first-time studentsover the age of 20 and at least one yearout from high school (if they attendedhigh school).12
Goal 2: Increase enrollment of female students by 21 percent from 1,981 in the Fall 2015 semester to 2,400 bythe Fall 2020 semester and African American students by 24 percent from 686 in the Fall 2015 semester to850 by the Fall 2020 semester.Fall '08KEI-GenderFFall '09M2333FMFall '10FMFall '11Fall '12Fall '13Fall '14Fall '15Fall '20 (Low)Fall '20 (High)FFFFFFFMMMMMTotalMTotal902 2567 1188 2706 1161 3040 1422 2642 1185 2393 1218 2327 1241 1981 1139 2400 1200 3,600 2500 1300 3,800KEI-RaceAMERICAN INDIANFall '08 Fall '09 Fall '10 Fall '11 Fall '12 Fall '13Fall '14Fall '20 Fall 85120116107116114115125NON-RESIDENT ALIEN21TWO OR MORE RACESUNKNOWNWHITE21Fall '15ASIANNATIVE 356831203600380013
Goal 3: Increase the percentage of area high school graduate direct entry to HCC from the college’s servicearea feeder schools from 22.9 percent in Fall 2015 to 25 percent in the Fall 2020 semesterKEIs - Enrollment at HCC by Graduating Seniors from Primary KY Feeder High Schools (direct entry to HCC from HS )High School (KY)2009AtHCC%2010Christian County HSHCAHopkinsville HSTodd County Central HSTrigg County %19.7%13.8%3002922112813714Total855 161 28.6%161 9%18.8%24.8%25.0%12.1%882 211 451412910828 201 24.3%812%22.8%42.4%23.8%28.9%19.9%32.3%201 35324295880 168 19.1% 927%24.4%51.1%19.3%19.0%21.5%18.5%212 22.9%NOTE: 2012 UHA # was manually corrected from 2 to 5 (three students had transferred to another KCTCSinstitution in spring for allied health programs so query didn't pick them up)KEI Goal 2020 LowKEI Goal 2020 HighAverage Enrollment of 25% of Graduating ClassesAverage Enrollment 28% of Graduating ClassesNOTE: KCTCS high school direct entry after graduation rates range from 23 percent to 32 percent.Strategies/Initiatives: Expand and Formalize Communication PlanHCC does not currently have a formalized plan that integrates the recruitment and student outreachactivities across units and campuses. The lack of such a plan – that fully incorporates new, moresophisticated student prospect recruitment, tracking, and management tools such as Radius – limits theeffectiveness of recruitment efforts and their ability to target key segments of potential students. The planshould focus on the training of recruitment and advising personnel about HCC program options, as well ascreating specific, targeted messaging to increase the impact of student communications.Sample Action Step/Tactic – Utilize Radius to track and guide the enrollment funnel*See Appendix G for complete list of Action Steps/TacticsUsing Radius, HCC can now track the progress of student prospects from their initial New Lead status toProspect Attempted/Engaged, to Application Received and Applicant Engaged, and finally to Enrolledstatus. Automated communication plans will be developed to maintain regular contact with these prospectsusing an email option within Radius. The automated communications will be deadline-driven and helpencourage and guide prospects through the application, financial aid, and enrollment processes.Communication plans will be developed for each of HCC’s target groups within Radius such as the webinquiries, ACT student list, APSU denied admissions list, dual credit students, event attendees, etc. Asprospects move through the admissions process, their messages will change accordingly to encourage ornotify them to complete the next steps required for enrollment. Messages will be scheduled to go out within7-14 days for each step the prospect completes or from the previous communication date if no steps werecompleted. Radius stores copies of all email communications sent to the prospects and any notes entered bythose who have made connections with them either in person, by email, or by phone.14
Change the Culture of RecruitmentAll HCC employees must own the responsibility of championing HCC in the community and to potentialstudents. Relationship building is critical to successful enrollments and the ability to provide students withconnections to faculty and staff is essential to these efforts. A broader and more diverse outreach approachthat includes employees will help establish connections with potential students and improve recruitmentefforts at HCC.Sample Actio
Provide training to recruitment staff at both the HCC main campus and at Fort Campbell: (a) Enrollment marketing messages, (b) Radius software, to include reporting and use of data, (c) Use of data to drive admissions work. Continue to develop admissions reports th
