Strategic Management Action Plan
Goal: To achieve the Maine Community College goal of increasing enrollment from 17,779 to 25,000 students
by 2018. To achieve this goal, Kennebec Valley Community College’s enrollment will increase in total
headcount from 2,529 (Fall 2011) to 4,000 (Fall of 2018).
Section 1: Enrollment Trends and Challenges
Following is an overview of trends and challenges in a review of enrollment data from 2003 to 2011.
I. Total Headcount
 An increase in total headcount of seven hundred and sixty-two (762) students represents a thirty
percent (30%) increase over seven (7) years with continued growth occurring between 2006 and 2011.
o Increases in total headcount have been impacted by several years of growth in degree
seeking enrollment and an increasing number of non-degree students; specifically Dual
Enrollment.

Year
Total
Degree
+/-
2003
2004
2005
2006
2007
2008
2009
2010
2011
1767
1772
1782
1926
2064
2204
2298
2446
2529
762
1288
1354
1316
1382
1396
1495
1654
1833
1742
454
+66
-38
+66
+14
+99
+159
+179
-91
26%
5
10
144
138
140
94
148
83
30%
NonDegree
479
418
466
544
668
709
644
613
787
308
+/-61
+48
+78
+124
+41
-65
-31
+174
39%
Demographics
o Enrollment status continues to indicate the part-time nature of enrollment. In the fall of
2011, seven hundred and ninety-four (794) students were attending on a full-time basis,
while one thousand seven hundred and thirty five (1,735) were enrolled as part-time. This
trend has been consistent since 2003.
o The age range for students has been shifting. The Fall Annual Data Profile in 2011, reporting
on six hundred and nine (609) newly admitted students, reported an average age of twentynine (29). Further, seventy-one percent (71%) of this group, or four hundred and forty-three
(443) students, are between the between the ages of eighteen (18) and thirty (30).
o Kennebec and Somerset continue to be our largest service areas.
Strategic Enrollment Action Plan
Page 1
II. Continued Growth

Associate in Arts in Liberal Studies
Enrollment in the AALS program increased from two hundred and fifty-nine (259) students to four
hundred and three (403) (2003 to 2006):
o 259 in 2003
o 309 in 2004
o 362 in 2005
o 403 in 2006
The introduction the Health Science Certificate in 2007 changed the enrollment figures for the
AALS program:
o In 2007, 290 students were enrolled in AALS; 170 in Health Science
o In 2008, 270 students were enrolled in AALS; 218 in Health Science
o In 2009, 351 students were enrolled in AALS; 231 in Health Science
o In 2010, 454 students were enrolled in AALS; 202 in Health Science
During the four (4) years when the Health Science Certificate HSC was offered, a clearer picture of
students tracking health related fields was possible demonstrating the popularity of both
programs.

Mental Health Program
o In 2004, the Mental Health Program offering began with fifteen (15) students. Since this time,
the program has experienced growth each year bringing the total enrollment to one hundred
and eighteen (118) students in the fall of 2011. The complexion of this group indicates fulltime status with an FTE of 82.5

Allied Health & Nursing
o Allied Health options and Nursing continue to meet enrollment caps with ease. The College
maintains waitlists in each program; in some instances, the number of waitlisted students is
enough to complete enrollment for the next academic year, particularly for Radiology and
Nursing. The average wait for entrance to these two (2) programs is approximately one (1) to
three (3) years.

Business Program
o The Business Program has experienced steady enrollment increases.
The Business Program has experienced growth in the Marketing option; a forty-one percent
(41%) increase in enrollment from 2003 to 2011 (78 students in 2003 to 133 in 2011).
Enrollment during the span of 2008 to 2011 has seen the strongest growth with an FTE of 85.8

Trades
o This category of programs includes the Electrical Program, Electrical Lineworker, Applied
Electronics & Computer Technology and Precision Machine Tooling. The interest in Trades and
Technology Programs is evident in the number of applications received, the steady enrollment
in each program, and the waitlists maintained each year.
Strategic Enrollment Action Plan
Page 2
III. Enrollment Challenges

The AALS program continues to be a popular program for students who are undecided or have transfer
as a part of their educational plan. The challenges are two-fold. First, lack of a definitive cohort and
the tendency for students to progress at an individual pace make it difficult to engage students and
track academic progress. Second, the need for professional advising and career counseling are
essential. Focused services for these students will increase good program selection and steady
progression to graduation.

Outside agencies, such as the Department of Human Services (TANF, ASPIRE, Parents as Scholars) are
not always supportive of students enrolled in the AALS program. These agencies prefer students to
enroll in occupational programs only. The College will need to continue conversations to support
student choice of the AALS program as a means for a 4-year degree.

Supporting enrollment growth and program development will increase the need for faculty and staff.
An increase of fourteen hundred (1,400) students will require additional staff in several departments:
 Additional staff will be needed in Admission, Financial Aid, Student Accounts,
Academic Affairs, Technology, Advising and Plant.
 Financial resources and business partnerships will be needed to start new programs or
expand existing programs.
 Additional full-time faculty/program coordinators will be needed to address
instructional needs.

Stable population growth, declining high school enrollment, and increased competition
for first year students place a high priority on effective enrollment development and marketing.

The continued popularity in our Allied Health and Nursing programs create both an opportunity and a
challenge. These strong programs continue to be at capacity; with additional resources, the College is
poised to consider how best to serve students in these fields.

The funnel that is created by programs with caps creates challenges. Upon completion of general
education courses, students begin to seek out options at other institutions. The challenge of sitting out
for a period of time (waiting for space availability) is not always an option for students who are in need
of stable employment. To assist these students, the need for Career Counseling and Academic Advising
are essential.


The continuing shift in the age of our student presents several challenges: planning for new academic
programs, housing, and expanded opportunities in student activities and sports.

Anecdotal reports from students suggest that the economy may have adversely impacted enrollment.
While slow economic times tend to increase interest in pursuing an education, we wonder if the
economic devastation that we have been witnessing has tipped the scales. Students report the need
to work and the need to keep an existing job as major reasons for not staying with their education or
waiting to begin a program.

The future initiative in Nursing for a Bachelor’s degree will challenge the College to consider the future
of our ADN program and how to best serve students as they move towards a BSN degree.

Increased enrollment coupled with quality instruction and an increase in adjunct faculty will challenge
the College to determine a means to provide professional development for adjunct faculty. On-going
development is many times difficult given the availability of adjunct outside their teaching schedule.
In addition, this increase in General Education courses will challenge the College to address an evening
presence of services traditionally offered during normal business hours; a new set of priorities for
course offerings that meet student needs.
Strategic Enrollment Action Plan
Page 3
Part 1:
A. Actions to Increase Total Credit Headcount Enrollment
B. Timeline for Anticipated Growth
A.
Our efforts towards reaching this enrollment goal will include both the recruitment of new students and
the persistence of continuing students. The following initiatives will be implemented to increase
persistence for the College’s continuing students:
o
Title III Grant
The Title III grant will provide a means for targeting part-time, Associate in Arts in Liberal
Studies students between the ages of eighteen (18) and twenty-three (23). The grant provides
for a Science Faculty, a Math/Science Learning Specialist, a Transfer Counselor, a Retention
Coordinator and an Institutional Researcher. Services and initiatives will focus on:



Increasing Fall to Fall persistence
Decreasing non-completion in gateway courses; these courses provide a path to
several programs. For example, Anatomy & Physiology and College Algebra are
essential to Allied Health and Nursing Programs. In some programs, they are a part of
admission requirements.
Increasing graduation and transfer rates
o
Continuing Unregistered Students
A second area related to persistence is a focused initiative to target continuing students who
are not registered for their next semester. The Admission Department has created a Student
Ambassador program. One of the key tasks for our Student Ambassadors will be timely
contact with students who have not registered for the next semester. These contacts will
provide a clearer picture regarding the reasons why a student may have “stopped out”, and
will also connect students to professional advising staff for assistance with the creation of a
plan for continuing and/or completion of their degree.
o
Students of Concern
Early identification of “students of concern “will provide for early intervention by staff and
faculty. Indicators such as class attendance, probationary status and patterns of withdrawing
or failing courses create a profile for action. The Title III grant will focus on the use of these
indicators, expanding our attendance reporting system and implementing a plan for
intervention.
o
Satellite Opportunities
The College will continue to explore opportunities to expand course offerings in outlying
communities. We will explore continuing opportunities in the Augusta and Skowhegan areas.
We will also explore the need for courses and program development in the Madison area.
o
Expand night time and weekend offering
Expanding course offerings during these time frames will appeal to students who have work
requirements during the traditional business week.
Strategic Enrollment Action Plan
Page 4
o
Dual Enrollment
Continued work with local high schools provides a tremendous marketing advantage for the
College and a means for assisting high school students with college transition. The number of
students participating as dual enrolled students who then attend KVCC has increased over the
past year. The addition of five (5) new high schools will offer another avenue for continued
growth in dual enrollment.
o
Enhancements in online course delivery
Steady enrollment in online courses continues. In Fall of 2003, Nine hundred and two (902)
students were enrolled in on-line courses; one thousand five hundred and sixteen (1,516)
students were enrolled in Fall of 2011.
Expanding on-line course offerings coupled with the College’s movement to an enhanced
delivery format through Blackboard will provide continued growth in the number of students
enrolled and provide a means for reaching students in other localities.
B.
o
PLATO – Web- based
The College is implementing a web-based PLATO feature which will allow students a
convenient manner to remediate for placement in College level courses providing for a sense
of academic momentum (starting college credit courses sooner and moving through these
requirements at a quicker pace). PLATO will also assist those students who need to meet
Admission requirements for specific testing or course preparation such as high school physics
(Allied Health Programs).
o
KV Academy
The College will continue the relationship with KV Academy and the local Adult Education
Programs. KV Academy provides the needed remedial courses for students with a direct
connection to the College through specialized advising.
Timeline for Anticipated Growth
Thirty-eight percent (38%) or five hundred and ninety (590) students will be achieved through collegedriven enrollment growth thought the creation and/or expansion of seven (7) programs:
 Mental Health (E)
 Phlebotomy (E)
 Liberal Studies (E)
 Massage Therapy (E)
 General Science (E)
 Emergency Medical Services (E)
 Computer Information Systems (E)
Strategic Enrollment Action Plan
Page 5
The chart below illustrates the projected natural growth of three percent (3%):
Anticipated Growth (3% natural growth)
Enrollment
Enrollment
Needed for
3% Growth
FY 2011
Fall 2010
FY 2012
Fall 2011
FY 2013
Fall 2012
FY 2014
Fall 2013
FY 2015
Fall 2014
FY 2016
Fall 2015
FY 2017
Fall 2016
FY 2018
Fall 2017
FY 2019
Fall 2018
2446
2529
2612
2690
2770
2931
2855
2946
3039
78
80
83
85
88
91
85
83
Actual
The chart above indicates the number of students necessary for an assumed 3% growth.
This growth will be accomplished through continued initiatives to increase persistence, dual enrollment,
on-line course delivery, and partnerships with local Ault Education Programs, in conjunction
with expanded offerings at specific satellite locations.
Strategic Enrollment Action Plan
Page 6
Part 2
A.
B.
C.
A.
Specific Actions to Increase Matriculated Growth through New or Expanded Programs
Timeline for Matriculated Growth
Timeline for Funding Need
Actions to Increase Matriculated Enrollment (New Programs)
**Note: Estimated faculty costs do not include anticipated adjustments for salary & benefits.
Program
Civil Engineering
Technology
Social Science
Notes
 Transfer option to UMA Architect or UMO
Engineering
 Certificate with specific skill set –expand
College’s CADD option
Need & Costs
One(1)Full-time Faculty
One (1) Adjunct
Computers/laptops
Software (SolidWorks, etc.)
Transfer Program to 4-year programs in Psychology
& Sociology
One (1) Full-Time Faculty
One (1) Adjunct
Psych Lab Equipment
Statistical Software
Computers, printers (12)
$80,000
$2,350
$10,000
$5,000
$12,000
Fall 2013
One (1) Full-Time Faculty
One (1) Adjunct
Laptops
$80,000
$2,350
$10,000
Fall 2014
Electronic Medical
Records
Strategic Enrollment Action Plan
$80,000
$2,350
$20,000
$30,000
Target Date
Fall 2014
Anticipated Enrollment
20 students
Faculty/materials:
40x $5,300 = $212,000
Equipment:
$50,000
TOTAL: $262,000
30 Students
Faculty/materials:
60x $5,300 = $318,000
Equipment:
$27,000
TOTAL: $345,000
20 Students
Faculty/materials:
40x $5,300 = $212,000
Equipment:
$10,000
TOTAL: $222,000
Page 7
Food Science &
Nutrition
One (1) Full-Time Faculty
Two (2) Adjunct Faculty
$80,000
$4,700
Fall 2014
Faculty/materials:
40x $5,300 = $212,000
Equipment:
0
TOTAL: $212,000
Continued expansion of program in 2015 and 2017
Agricultural
Science
20 Students
One (1) Full-Time Faculty
$80,000
Lab Assistant
$35,000
Farm Manager
Modular Housing
$175,000
Equipment
$350,000
Complete listing of equipment needs is
noted in Addendum A
Fall 2013
20 Students
Faculty/materials:
40x $5,300 = $212,000
Equipment:
$350,000
Facilities/Renovations:
$175,000
TOTAL: $737,000
Energy Services &
Technology
Advanced Certificates (Later Growth)
 Solar Heating
 Geo Thermal
 Small Wind
 Photovoltaic
Licensing Opportunities:
 Plumbing
 Propane
 Biomass
Strategic Enrollment Action Plan
One (1) Full-Time Faculty
One (1) Adjunct
Equipment
Supplies
$80,000
$2,350
Fall 2013
20 students
Faculty/materials:
40x $5,300 = $212,000
TOTAL: $222,000
Page 8
Building
Construction
 Certificate and AS Options
 Ties to feeder high school vocational programs
One (1) Full-Time Faculty
One (1) Adjunct
Equipment
Garage
$80,000
$2,350
$150,000
$300,000
Fall 2017
20 students
Faculty/materials:
40x $5,300 = $212,000
Equipment:
$150,000
Facilities/Renovations:
$300,000
TOTAL: $662,000
 Partner with Sheridan Corporation
Expanded Programs
Program
Phlebotomy
Notes
Expand Start Date to Fall and Spring
Needs & Costs
One (1) Adjunct
$2,350
Start Date
Fall 2012
Enrollment Anticipated
12 Students
Massage Therapy
Expand Start Date to Fall and Spring
One (1) Adjunct
$2,350
Fall 2012
12 Students
Early Childhood
OL Cohort
IT Assumptions include:
 Average increase of 24 students per
program per year
 Average bandwidth requirements/factors
 Average disk space requirements/factors
One (1) Adjunct
$2,350
Yearly Cost
$5,645
This includes:
 Additional Licensing Fees
 Additional Storage Space
 Additional Bandwidth
 Additional Server Processing
Power/Equipment
Fall 2012
20 students
Faculty/materials:
40x $5,300 = $212,000
Equipment:
$5,645
TOTAL: 217,645
k
Strategic Enrollment Action Plan
Page 9
Health
Information
Technology
OL Cohort
Associate in
Liberal Studies
IT Assumptions include:
 Average increase of 24 students per
program per year
 Average bandwidth requirements/factors
Average disk space requirements/factors
Implementation of concentrations to 4-year
programs
Associate in
General Science
Implementation of concentrations to 4-year
programs
Electrical
Lineworker (LW)
Second (2nd) Group of LW students
One (1) Full-Time Faculty
One (1) Adjunct
Yearly Cost
Transfer Options:
 2 + 2 to UMA Social Service Degree
 2 + 3 to UMO Master in Social Work
Second (2nd) Group of PMT students
Strategic Enrollment Action Plan
Fall 2012
This includes:
 Additional Licensing Fees
 Additional Storage Space
 Additional Bandwidth
 Additional Server Processing
Power/Equipment
Two (2) Adjunct
o Fine Arts
o Journalism
o Languages
o Criminal Justice
20 Students
Faculty/materials:
40 x $5,400 = 212,000
Equipment:
5,645
TOTAL: $217,645
$4,700
Two (2) Adjunct
$4,700
o Pre-Pharmacy
o Pre- Veterinarian
o Biology
o Pre- Med Tech
One (1) Full-Time Faculty
$80,000
One Adjunct
$2,350
Equipment:
o 6 – 60’ Poles
$3,180
o Safety Equipment ($300 per student)
$5,400
o 2 -2 man trucks (168,000)
$336,000
o Trailer
$40,000
Facilities:
General building/garage
Parallel Road Construction
Mental Health
Program
$80,000
$2,350
$5,645
Fall 2014
25 Students
Fall 2012
50 Students
Fall 2013
18 Students
Faculty/materials:
18x $5,300 = $95,400
Equipment:
$384,580
Facilities/Renovations:
$500,000
TOTAL: $979,980
$500,000
One (1) Full-Time Faculty
One Adjunct
$80,000
$2,350
Fall 2012
20 Students
One (1) Full-Time Faculty
$80,000
Fall 2012
18 Students
Page 10
Equipment Maintenance
$50,000
Faculty/materials:
36 x $5,300 = $190,800
Equipment:
200,000
TOTAL: $390,800
Precision Machine
Tooling
Emergency
Medical Care
Services (EMS)
Expansion of Intermediate Medical Care program to
Mid Coast area
Computer
Information
System
Expand current Computer Science Program:
 Align with CIS program at UMA
 Graphic Design Certificate
 Web Design & Programming
 Applications
Strategic Enrollment Action Plan
One Adjunct
$2,350
Fall 2013
15 Students
One Adjunct
$2,350
Fall 2012
20 Students
Page 11
B. Timeline Showing Anticipated Matriculated Growth
C. Timeline Indicating when Funding will be Needed
2011
2012
2013
2014
2015
2016
2017
2012 - 2018
Totals
2018
Base Enrollment + natural growth:
Beginning enrollment, beginning
2529
2605
2683
2764
2846
2932
3020
3110
3% natural growth
Projected enrollment, ending
76
2605
78
2683
80
2764
83
2846
85
2932
88
3020
91
3110
93
3204
599
New or Expanded Programs:
Phlebotomy
Massage Therapy
Computer Information Systems
12
12
18
18
12
12
36
Mental Health
20
20
40
Early Childhood
General Science
20
50
20
50
40
100
Energy Services & Technology
Agriculture
20
20
20
20
40
40
Precision Machine Tool
30
18
30
18
60
36
Electrical Lineworker
Health Information Technology
18
20
20
18
40
Emergency Medical Care
Liberal Studies
15
15
25
25
30
50
Electronic Medical Records
Food Science & Nutrition
20
20
20
20
40
40
Civil Engineering Technology
Culinary Arts
20
20
18
40
36
18
Building Construction
20
Automotive
20
40
18
18
New Students
132
249
208
103
18
20
38
768
Less: 25% attrition
-33
-62
-52
-26
-4
-5
-8
-190
New Students persisting
99
187
156
77
14
15
30
578
2782
3049
3288
3451
3553
3659
3782
1177
50
50
50
50
50
50
Projected enrolled matriculates
Dual Enrollment: Expansion to 5 new High
School
Calculation of $4,000/student subsidy:
New Students
Total subsidy required
Strategic Enrollment Action Plan
4,082
132
249
208
103
18
20
330
$528,000
$996,000
$832,000
$412,000
$72,000
$80,000
$1,320,000
$4,240, 000
Page 12
Section III:
Cost Breakdown for section for staffing (non-faculty, equipment, infrastructure resources)
2012 - 2018
Projected enrolled matriculates
New Students
Total subsidy required
2782
3049
3288
3451
3553
3659
3782
132
249
208
103
18
20
38
$528,000
$996,000
$832,000
$412,000
$72,000
$80,000
$152,000
106
160
143
98
61
63
74
30
30
30
30
30
30
30
1177
$3,072,000
Incremental tuition:
Conversion to FTE - 60%
Credit hours per FTE
Incremental credit hours
3189
4810
4300
2928
1842
1901
2227
Times $86/cr. hr.
$274,222
$413,688
$369,825
$251,770
$158,444
$163,458
$191,504
Less: Bad Debt - 5%
-$13,711
-$20,684
-$18,491
-$12,589
-$7,922
-$8,173
-$9,575
Net tuition exclusive of fees
$260,511
$393,004
$351,334
$239,182
$150,522
$155,285
$181,929
$1,731,766
Total subsidy and tuition revenue
$788,511
$1,389,004
$1,183,334
$651,182
$222,522
$235,285
$333,929
$4,803,766
Instructional and academic support
$463,308
$698,941
$624,833
$425,375
$267,697
$276,167
$323,553
$3,079,873
Non-instructional costs
$393,264
$593,274
$530,370
$361,066
$227,226
$234,416
$274,637
$2,614,253
Total projected costs
$856,572
$1,292,215
$1,155,202
$786,441
$494,923
$510,583
$598,190
$5,694,126
Net gain (loss)
-$68,061
$96,789
$28,132
-$135,259
-$272,401
-$275,298
-$264,261
-$890,360
Less cost per FTE @ 75% of 2008 IPEDS:
Strategic Enrollment Action Plan
Page 13