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.
PHOENIX COLLEGE
Enrollment management is defined by
Strategic Planning Subcommittees
the Committee as the systemic
approach to recruiting and retaining
students for optimal enrollments within
Strategic Planning
Committee
the academic and workforce
development context of the College.
Based on this under girding
College
Enrollment
Developmental
definition, the overarching purpose
E-Learning
Learning College
Technology
Management
Education
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.
2.
3.
4.
College Strategic Plan
Governing Board Metrics
SSI and SSE Initiatives
Focus on Learning
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Areas of Focus
College
Strategic Plan
Governing
Board Metrics
Fall to Fall Retention
SSI and SSE
Mandatories
Focus on
Learning
Program
Development
Access to Learning
Student Engagement
College Level Course
Success Rate
Pathways to Success
Six-year Graduation
Rate
Schedule Building
Student Retention
and Achievement
Marketing and
Outreach
Minority Male
Effective Learning
and Teaching
Success Rate in
Developmental
Education Courses
Success Rate in
Subsequent Math
Course after
Developmental Math
Veterans
Curriculum
Grants and Funding
Learning Support
Services
Fraud Prevention
Research/Data
Evaluation
Financial Aid
Organizational
Integrity
Success Rate in
Subsequent English
Course after
Developmental
English
Faculty Development
Academic Affairs
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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
58%
51%
Six-year Graduation rate Fall 2007
23%
25%
Each of the following Goals and Objectives address the Enrollment Management Committee’s
charge to improve the.
Core Planning Area: Access to Learning
Goal: Phoenix College will provide access to learning opportunities for students and the community.
Objective: Maximize the use and efficiency of resources to support student learning opportunities.
Strategy
Metric
Redesign recruitment and retention Student focus groups to evaluate the
effectiveness of our efforts.
efforts with Phoenix Union High
School District and community
based Organizations in alignment
with District IMOR
Initiatives.
Incorporate Seamless Student
Experience and Student Success
Initiative components into the
enrollment process.
Implementation and efficient utilization of
a one stop student center. Student focus
group to evaluate one stop process.
Responses to the appropriate survey tools
will increase with time:
The personnel involved in registration are
helpful. (NL)
Person
Contributors
VPSA
Enrollment
Management
Committee, Directors
of Enrollment
Services, IA, PRIE
VPSA
Dean of Students,
Enrollment
Management
Committee, Director
of Enrollment
Services, PRIE
Policies and procedures regarding
registration and course selection are clear
and well-publicized. (NL)
Class change (drop/add) policies are
reasonable. (NL)
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Core Planning Area: Pathways to Success
Goal: Phoenix College will create and expand learning-centered programs and strategies to support student goal
completion.
Objective: Create and implement a college completion plan with strategic recommendations, expectations, and
roles/responsibilities of learners to increase completion.
Strategy
Create a plan to recruit and retain
students for optimal college
enrollments and completions.
Metric
Enrollment Management Plan is
submitted and approved.
Person
VPSA
Enrollment
Management,
Director of
Enrollment Services
VPSA
Dean of Students,
Dean of Arts &
Sciences, Dean of
Industry & Public
Service
Enrollment
Management
Committee, Directors
of Enrollment
Services, PRIE
Increase the number of awards by 111 or 6
students per year.
Implement Student Success
Initiative/Seamless Student
Experience to fulfill the
Completion Agenda commitment.
Successful implementation as measured
through successful course completion and
retention semester to semester and course
sequencing.
Contributors
Mandatory orientation participation
results.
Mandatory advisement results.
On time registration results.
Mandatory placement.
Core Planning Area: Effective Learning and Teaching
Goal: Phoenix College will provide learning-centered programs to support student success.
Objective: Improve retention and success rates of developmental education students across key demographic
variables.
Strategy
Metric
Person
Contributors
Implement a systemic academic
early alert intervention model for
students.
Implement the district wide academic
early alert software.
VPSA,
VPAA
Enrollment
Management
Committee, Dean of
Students, Dean of
Arts& Sciences,
Dean of Industry &
Public Service
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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.
2.
3.
4.
5.
Orientation and BearTrax
Advising
Testing and Placement
Success Course
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)
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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
2. Continued communication of information to students through text, chat, email and phone
3. Continued cross training of staff and access to important student information
4. Devise and implement peer mentoring programs by fall 2014.
5. 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.
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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.
a. Monitor grade point and persistence of student participant (Advisement,
Admissions, PRIE))
b. Design and implement Trainer the Trainer workshops for program mentors by fall
2014. (Mentoring Committee)
4. Develop and implement partnerships with local community-based programs serving the
minority male by fall 2014 (Nelson, Randon).
a. 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)
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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.
2. 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)
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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. 20142017 (Faculty Developer)
8. Design and implement reward structures of professional development participants. 20142017 (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
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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:
a. 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.)
b. 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.
c. 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.
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d. 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.
e. 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.
f. Online Nursing Program Given 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.
g. Audiology Technician Market analysis indicates limited need for this program.
2. 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)
3. 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)
4. 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
5. 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)
6. 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)
7. 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)
8. Design and implement by fall 2014 an experimental classroom to pilot and assess
emerging technologies and teaching/learning strategies. (Deans, select faculty, e11
Learning Committee, and Technology). Completed AY 13-14 Addition of a Fab-Lab to
promote learning/critical thinking will further enhance this.
9. 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).
10. Establish by May 2015 a comprehensive plan to build strategic alliances for workforce
and economic development. (Halford, Jeffers, Selected Department Chairs).
11. 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)
a. 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
Goal: Improve efficiency in course planning, offerings and usage of space.
(Academic Affairs Administration, Scheduling Staff, Faculty, Student Affairs)
1. Adopt a forward scheduling process. (Current task force in place, Ruiz, Haines provide
leadership)
2. Benchmark scheduling practices of community college inside and outside MCCCD to
produce a list of strategies to be used to create a more effective and efficient scheduling
model for Phoenix College by fall 2014. (Ruiz)
a. Examine and adopt those strategies that will improve schedule building processes
and promote student enrollment by fall 2014. (Ruiz)
3. Explore possible alternative schedules, e.g. one-year, two-year, guaranteed, afternoon,
weekend, and identify viable options for scheduling in spring 2015. (Halford, Nelson and
selected Dept. Chairs)
4. Refine and provide training in schedule building for faculty and staff, as appropriate.
(Ruiz)
5. Recommend process for room allocation for high enrollment programs such as Biology,
Math and English. (SMAC)
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Curriculum
Goal: Improve and modernize curriculum to meet the needs of contemporary workforce
environments.
1. Provide support in the new Developmental Mathematics Module implementation and
scheduling of classes. Encourage integration of strategic learning models into all courses
and services. (Nelson, Sueyoshi, Ruiz) by fall 2017
2. Encourage integration of strategic learning models into all courses and services. (Nelson,
Halford, Chair Council)
3. Provide support in the development of Learning Modules and Curricular Improvements.
(Faculty Developer, Ruiz)
a. Continue delivery of Curriculum Development Process to faculty in the New Faculty
Orientation (NFO) program in curriculum design, development, and revision to new
residential faculty (year one through five) as part of their professional development
activities.
b. Develop knowledge in curriculum processes.
c. Educate faculty concerning identified best practices that promote student success.
4. Identify relevant 21st century skills, e.g. global awareness and cross-cultural sensitivity,
civic and economic literacy, creativity and innovation, leadership, and accountability, to
be considered in the curriculum building process. (Faculty Senate, Halford, Nelson,
Chair Council)
Grants and Funding
Goal: Increase funding through entrepreneurial strategies.
(Academic Affairs Office, Student Affairs Office, Administrative Services, Alumni. Note successful development and administration of grants requires a collaboration among these
stakeholders.)
1. Devise and implement mechanisms to monitor and address new grant funding
opportunities that will assist in accomplishing the goals and initiatives identified
in the College’s plans by May 2015. (Halford)
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Identification of new funding opportunities: participate in list serve distributions (e.g.
grants.gov, HRSA, USDA, and the District Office) to receive notice of potential funding
opportunities. After review, information is provided to the appropriate department to assess
feasibility. Potential applicants are connected to the District Grants Office for technical
assistance.
2. Identify training opportunities for faculty and staff in grants development each
academic year. (Halford)
Information on upcoming trainings (e.g. Grants USA, Title V, USDA) distributed to the
appropriate targeted audience.
3. Adopt, disseminate, and utilize practices that foster communication and
compliance in the development, submission, implementation, and sustainability of
grant awards for the college, district, and funder by fall 2014. (Halford,
Goodman, Heppard)
Regular meetings with project leads ensure problem identification/resolution and compliance.
4. Secure additional funding resources that can support facility, equipment, and
staffing needs for programs by May 2015. (Halford, BRC, Development Office)
Consistently monitor and apply for small and large funding opportunities where PC can be
competitive (e.g. Bureau of Land Management (funded), USDA (pending application), HRSA
(funded), foundations (Helios pending). Upcoming opportunities include Upward Bound
(September), USDA (April), and Helios).
5. Research and pursue additional external resources that support and enhance
student services by spring 2015. (Halford, Student Affairs Representative and
Development Office)
Project Degree, Degree Phoenix are examples of funding to support student recruitment,
retention, and success.
Research and Data Evaluation
Goal: Develop continuous improvement strategies to collect, analyze, share, and utilize relevant
data and identify decision-making process. (Binder, Chambers)
1. Improve utilization of the data collection from private and public universities regarding
transfers. (Binder)
2. Improve workforce program data collection/student tracking systems to provide
statistically significant, relevant information useful in program review and decisionmaking processes (Binder, Halford, Koan, WFD Program Directors, WFD Chairs)
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3. Utilize best practice research to develop ways to improve reporting from those who
employ program graduates. (Binder, Halford, Koan, WFD Program Directors, WFD
Chairs)
4. Ensure all programs offering workplace experience opportunities have mechanisms in
place to gather appropriate feedback from these potential employers in order to make
necessary program improvements. (Binder, Halford, Koan, WFD Program Directors,
WFD Chairs)
5. Develop a system to report the number and percentage of PC graduates who report that
their educational goals were met by the institution. (Binder)
6. Generate and implement a program review calendar for the instructional departments by
fall 2014 for implementation in spring 2015. (Nelson, Halford, Binder)
7. Develop and provide training to faculty on data analysis relevant to the review and
preparation of annual reports, program reviews, and other pertinent materials by late fall
2014. (Binder, Halford, Nelson, Enciso, SA Directors/Staff)
Learning Support Services
Goals: Improve support learning services for higher student retention, persistence and success at PC.
(Student Success Center, Academic Affairs Administration, Student Affairs)
1. Expand the pilot program of StepUp/BrushUp, a self-paced tutoring program. (Dev. Ed
Committee)
a. The Dev Ed Committee needs to assess the success of this intervention and decide
about how it can be better implemented in the future. Use of this program has been
minimal.
b. Monitor and assess the new Learning Commons model for the first year, 2014-15.
(LC Director, VPAA, and Faculty Director of Developmental Education)
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