SEM Plan Structure

MCC Strategic Enrollment Management Plan

Overarching Goals

  • Increase enrollment in a targeted (predictive model) way that meets the needs of the greater KC area
  • Process of becoming and remaining a student is consistent across campuses, supports students and brings efficiencies to employees
  • Improve student success rates in defined areas/groups
  • Contribute fiscally to the institution


  • MCC marketing plan
  • College-wide and campus-specific student success plan
  • College-wide and campus-specific multi-cultural recruitment plan
    • College-wide prospect communication plan
  • College-wide and campus-specific current student communication plan
  • Staffing model that supports recruitment and retention targets

Data Elements

Determine what we will measure and the goals for MCC and for each campus – determine how new analytics software is being implemented

  • Demographics and psychographics of service area
  • Student profiles of current student groups
  • Prospect trends/yield rates
  • National standards and national benchmarking data
  • Enrollment management trend data (enrollment fact books, current and prospect student surveys, 4 year tracking data etc.)
  • Classroom utilization reports
  • Students who progress from non-credit to credit courses – demographics and quantity
  • Current measurements (have five year history at minimum)
    • Yield to payment and all increments within
    • ISIRS to students and all increments within
    • Total enrollment (students and credit hours) for MCC and by campus
    • Online usage for application, registration and payment
    • % on Pell, loans, MCC and foundation scholarships for MCC and by campus
    • Ethnicity by campus and for MCC
    • HS penetration rates (in-district, out-of-district, A+ and overall, for MCC and by campus)
    • Age of students and time of attendance
    • Distance learning enrollment
    • # of new applicants
    • Non-credit enrollment (annual)
  • Noel Levitz recommended data points

Click here for Tables.

Enrollment Management Plan Structure


Officers Team/Cabinet

  • Establish direction for oversight team and charges for functional teams
  • Set deadlines for all work
  • Establish components of MCC plan and goals for MCC and the campuses in each functional area
  • Approve and endorse all plans
  • Vice Chancellor’s report to entire council on a monthly basis unless action is needed sooner

Oversight Teams

Project Manager:  Jen Saab
Deans of instruction
Deans of students

  • Set up committee makeup for functional teams
  • Report to Vice Chancellors’ at regular established deans meetings (individual and joint)

Functional Teams

Staff, administrators and faculty

All recommendations consider online and on ground mediums

Charges will be written for each functional team with specifications on the process for doing the work, expectations, a timeline and specific projects to consider

Persistence to Graduation/Completion/Student Success

Create specific campus-wide initiatives focused on increasing academic student engagement; connection to academic support services; ensuring pathways are provided towards access and success; course sequencing; academic advising; early-alert systems and support operations; increasing first-to-second term, first-to-second year, and second-to-third year retention rates; and increasing one-, two-, three-, and four-year graduation/completion rates.

  • Advising
  • Student services and student success strategies
  • Student ID’s
  • Testing
  • IWI
  • Counseling for retention/portfolio management
  • Tutoring/Success Centers
  • Teaching faculty
  • Counseling

Projects to consider

  • Students cannot withdraw themselves after refund dates
  • Diagnostic tools for placement testing (placement/cut score committee in place)
  • Stackable credentials – bridging from IWI to graduation
  • Determine successes of orientation course and early intervention program in Blackboard
    • Orientation goes live in fall 2012
    • Early intervention strategies go live on trial basis spring 2012
  • Supplemental Instruction
  • Student advising by faculty
  • Counselors/FA advisors have student caseloads/portfolio management


Focus on ways to increase efficiencies within the organization, seek ways to decrease duplication of efforts, determine district-focused priorities and initiatives, determine ways to mine and use data to drive future recruitment strategy, determine dashboard metrics needed for each campus and the district office to monitor enrollment and project upcoming term enrollment, identify ways to leverage financial aid and ensure financial aid processes are the same at all campuses, and further increase systems to maximize representation at college fairs, use of e-recruitment tools, paper materials, CRM, etc.

  • Recruitment
  • Admissions
  • Registration
  • Financial aid and payment
  • Bookstores

Projects to consider

  • Identify the impact of the information center on campus processes and foot traffic and then implement a reformatted structure for student services areas on the campuses
  • Implement a one-stop shop at MW’s and LV (determine if this can be done at LV without significant renovation, MW’s is currently undergoing a facilities master plan process specifically related to a one-stop shop.)
  • Review process review reports
    • Status reports
    • New ideas for implementation
  • Reconstitute the prospect (MCC) and current student satisfaction surveys (Noel Levitz) for spring 2012
  • Review the prospect communication plan and make recommendations for changes
    • Include the implementation of a CRM and social medi
  • Build a college-wide and campus specific recruitment plan
    • Compile of an inventory of all enrollment services recruitment practices
    • Plan should include what we will stop doing as well
  • COMPASS/ACT scores, when they apply and enroll, how they pay, their retention rate etc. and apply the percentages of these categories to who is attending MCC.  Determine which categories to focus our energies and then build recruitment and prospect communication plans for these primary markets.
  • International and under-represented student recruitment


Seek ways to link marketing and recruitment activities together through the creation of a marketing plan. Focus on ways to increase enrollments in key target areas, build brand, support diversity initiatives, determine strategies to grow enrollment of lower-demand programs (if aligned with data that supports demand and employment opportunities), increase visibility in key markets, and create strategies for expansion into additional Missouri and Kansas counties. In addition, identify ways to maximize the usage of the Web site and determine tools and metrics needed.

  • Marketing
  • Communications, including current students

Projects to Consider

  • Web site (web site task force in place)
  • SEO
  • Social media
  • Portal enhancement
  • E-consent for all students and more fully utilizing MCC email

Capacity, Demand, Trends, and Sustainability

Review academic and co-curricular capacity and demand trends. Focus on ways to support academic programs at capacity, explore academic programs not at capacity and determine future need for academic programs, identify the role online education could play to increase enrollments for programs near capacity, create clear pathways for students who enter intending to transfer to a four-year institution or are not admitted into their program of choice, determine future academic program market demand, review future academic trends, and seek alternative academic delivery models to support and determine delivery methods.

  • Developmental education (developmental education advisory council being formed)
  • IWI
  • Testing
  • Distance Learning

Projects to consider

  • Course Schedule Management
  • Block scheduling to graduate in 18 months, attending year around
  • Online degrees
  • Distance Learning as a college within MCC (distance learning task force in place)


Determine ways to integrate technology and use current technology systems within PeopleSoft (MetroSoft) to maximize the system and eliminate duplication of efforts or redundancies. Focus on current functionalities or systems needed to expand functionality of PeopleSoft. Realign systems to work within the PeopleSoft operating system rather than the need for constant customization and determine a plan to shift from customization to PeopleSoft-centric systems.

Projects to Consider

  • Identify technologies for implementation that streamline students’ experiences and staff experiences and create efficiencies
  • Identify areas within PeopleSoft for implementation
  • College Source
  • Centralized imaging process
  • CRM
  • Degree audit in PeopleSoft
  • E-Transcripts
  • Web technologies (web site task force in place)
  • IT audit findings incorporated (coming forward in July)

Communication Plan

Tom Vansaghi’s group to formulate a communication plan for employees to give an overview of the project and provide regular status updates.