Student Services Enrollment Management Plan 20132015

The mission of Mott Community College is to provide high quality,

accessible and affordable educational opportunities and services
including programs focused on university transfer, technical and
lifelong learning, as well as workforce and economic development
that promote student success, individual development, and improve
the overall quality of life in a multicultural community.
History and Context
This management plan evaluates internal and external factors that affect
the growth, stabilization and future enrollment of the college. Although
recruitment and retention are the cornerstones of most enrollment plans,
this document will also lay out the development of programs and services
to recruit, retain and support students throughout their educational career.
In years past, the college has relied on its reputation in the community and
recruitment efforts to sustain an average fall and winter enrollment of
approximately 10,000 to 10,500 students. This appeared to be the right
size for the institution. However, over the past 24 months, this number has
been challenging to maintain. There have been several factors that affect
this change, including local, regional, and state economic downturn, and
federal legislation in health care and financial aid.
Retention at the college has steadily increased over the past four (4) years.
The college has made a commitment to improving retention by adding 20
full-time equivalent positions held by counselors and advisors called the
Student Success Specialist (SSS) and Academic Success Specialist
(ACSS). The expectation of these positions is to improve retention and
student success through quality academic engagement, outreach and
prevention.
For the purposes of this document success is defined by the student
accomplishing the goal(s) that they set out to achieve at the time of
admission. Student for the purposes of this document is defined as any

person that the college comes into contact with that have an educational
need. Specific recommendations in this document will be put on those
persons that apply for admission through any of our credit, non-credit or
continuing education programs.
Enrollment Management Core Concepts
Students, and their success, are at the core of all that we do.
Goals will align with the institutions mission and goal statements.
Participation from across the campus is critical to the institutions
ability to meet goals set forth in this plan. No single person is
responsible for achieving the goals set forth in this plan; rather,
collaboration and coordination between all levels of the campus is
critical to success.
A team comprised of Student Services managers, Branch Site
managers, Workforce Development, Continuing Education and the
Vice President of Student and Administrative services will be
assigned to lead and assess this plan. This plan will also take
collaborative support by I.T.S, I.R and Academic Affairs.
Relevant data will be collected and used when setting institutional
enrollment goals and in assessing strategies and tactics.
2013-15 Goal Priorities
Mott Community College Student Services Strategic Management plan list
three overarching goals:
Increase the number of contact hours students enroll in back to an
operational level of 250,000.
Increase retention rates of students by 5% in the first year and 10%
by year three.
Fully integrate Continuing Education, Workforce Development and
Academic credit services.
In addition to the broad institutional enrollment goals, there are a variety of
other goals that fell into different categories with specific targets for each of
the categories.

Enrollment, Recruitment and Outreach; To meet our mission, it is

important that area residents are aware of college offerings and take
advantage of appropriate programs and services. The college will
continue to help the communities achieve their educational goals,
while focusing more on promoting MCC as the best choice for most
residents, regardless of a credit or non-credit focus.
Quality, Expedited, Completion; The focus of our enrollment team and
especially the SSS and ACSS teams will be to engage students in
their own academic pursuits by educating them on maximization of
credits by course offerings and utilization of tools and services offered
internally and externally.
Financial Responsibility: The economic challenges in the community
and those students face is a known detriment to student success.
Therefore, the strategic plan will focus on financial aid
responsibilities, return of funds, student receivables, loan debts and
default prevention.
The Plan
Goal Area 1: Enrollment, Recruitment and Outreach
To meet our mission, it is important that area residents are aware of college
offerings and take advantage of appropriate programs and services. The
college will continue to help the communities achieve their educational
goals, while focusing more on promoting MCC as the best choice for most
residents, regardless of a credit or non-credit focus.
Objective 1: High School Connections
1A. High School Counselors
Admissions will lead Student Services by increasing college awareness
and financial aid opportunities for their students.
A yearly financial aid/Admissions night at every high school in
the GISD.

 At least two visits to every GISD High School in the Fall and
Winter semesters.
An assigned SSS or ACSS representative to every high school
in the GISD providing academic liaison services.
1B. Enhanced Dual Enrollment Opportunities
The Executive Dean of Student Services will lead talks with every high
school in the GISD about Dual Enrollment and Enhanced Dual Enrollment
Opportunities at the College including Early College programs.
Meet with High School principals in each district before the end
of the first year of Strategic Management Plan.
Make current models more visible for constituents and high
school administrator to see.
Increase Dual Enrollment by 15% over next 3 years.
1C. Maintain Collaborations for HS Articulations
The Executive Director of Admissions and Student Success will lead
Student Services in the collaboration with Academics and H.S. principals to
increase articulation opportunities for students.
Inventory current success rates of students who articulate
credits
Establish mechanism to specifically recruit students who are
involved in articulation programs.
Objective 2: Community Partners
Part of the mission of MCC is to engage the community in educational
opportunities and advancement.
2A. Presence in the Community
Increase visibility at community events by 15%. Current data is
unavailable regarding community events. However, this data will
be collected and tabulated to ensure we reach our goal.

 Each Student Services Administrator will seek out at least one

community board to serve as a college representative or guest at
board meetings to provide educational input.
Build community partnerships in which there is a dual benefit to
the college and organization. Must be able to design partnership,
show mutual benefit and assess the relationship.
Objective 3: Retention Efforts
In order to meet retention goals of 5% the first year and 10% by year three
retention must become the cornerstone of every service we provide on
campus in support of students.
3A. Counseling and Advising
Accurate and timely services offered through the CASD division.
o Weekly and Monthly trainings
o Assessment of information given to students
o Accuracy of information given to students
o Integrated process with Student Financial Services to
identify and locate students at risk of violating Standards of
Academic Progress (SAP).
Integration of the Retention Alert tool for all Faculty and Staff.
Advertising blitz on Personal, Career, Academic counseling
services to faculty, staff and students.
Empowerment of students to learn and guide themselves in their
academic pursuits.
3B. Retention of Registered Students
Timely financial aid processing.
Analysis of absence reports to ensure timely information is given
to SSS and ACSS staff.
Documented risk management procedures for students with a
balance.
o Simulated drop reports to identify students that will be
dropped
o Documented procedures to contact students with a balance.

o Collaborated efforts with Workforce Development to

determine financial grant eligibility and programming.
Establish creative programming to help students with personal,
financial and educational barriers.
Form better lines of communication with Branch sites to more
effectively serve students (teleconference, etc).
Goal Area 2: Quality Expedited Completion
The focus of our enrollment team and especially the SSS and ACSS teams
will be to engage students in their own academic pursuits by educating
them on maximization of credits by course offerings and utilization of tools
and services offered internally and externally.
Objective 1: Increase Course Contact Hours per Term
Train current staff on completion rates per Achieving the Dream
data and student loads.
o Train staff to explore opportunities with students to increase
class load and decrease time in college.
o Train staff to communicate this information to students.
Assess and utilize branch sites regarding students geographic
location and course offerings.
Objective 2: Quality Completion
Deliver degree audit module online to students.
Establish a documented process to ensure students walk away
with program completion paperwork after they meet with any SSS,
ACSS, Counselor or Advisor.
Establish a process to determine a students ultimate goal more
indicative than degree seeking for financial aid purposes at the
point of admissions.
o Capture this information
o Assess the information
o Develop services to engage students on their goal

 Market tools and resources available to students such as

Michigantransfernetwork.org, transportation options, WebAdvisor,
MCC4ME, counseling workshops, etc.
Follow the principles as identified by the Project Win Win grant by
coordination between the Registrars Office and
Advising/Counseling.
Goal Area 3: Financial Responsibility
The economic challenges in the community and those students face is a
known detriment to student success. Therefore, the strategic plan will focus
on financial aid responsibilities, return of funds, student receivables, loan
debts and default prevention.
Objective 1: Loan Debt
Further educate students on loan repayment responsibilities
before they borrow for each semester.
Offer resource materials for workshops, financial literacy office and
other internal and external resources.
Monitor loan limits and keep students abreast of their financial
debt as it occurs.
Objective 2: Financial Literacy
Market and offer financial literacy workshops for students
Integrate financial literacy resources with WKFD
Train SSS and ACSS faculty on financial aid practices to ensure
comprehensive approach to advising and financial responsibilities
Institute a blackboard course that students must complete (similar
to DLES) annually before they receive a loan at MCC. This course
will cover default prevention topics, smart borrowing, repayment
plan options, Satisfactory Academic Progress and other financial
aid topics.
Objective 3: Standards of Academic Progress

 Develop a comprehensive system that includes Tutoring,

Counseling and Advising, DisAbility Services, Student Financial
Services and other offices to help students successfully complete
coursework.
Run Degree Audits on all Financial Aid students once they hit 50
credit hours to ensure they have an education plan.
Design an online tutorial regarding SAP that students must
complete once they have a SAP violation or before they are given
aid for the first time.

Assessment and Review

This document will be shared with all parties involved in the goals and
outcomes critical to student success. The Executive Dean of Student
Services will identify key parties in each of the outlined areas and support
their activities to achieve the stated goals and objective. The Executive
Dean will assemble a team to design an assessment tool to assess each
goal and objective and report the status of them to the Vice President of
Student and Administrative Services at least quarterly. This document will
be evaluated at least twice a year to make necessary changes as the
internal or external environment changes, goals and objective are achieved
or for any other necessary revisions.