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October 10, 2014

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Enrollment Management Council

October 10, 2014


Present: Shahida Dar, Jen DeWeerth, Matthew Fikes, Rich Haubert, Lew Kahler, Heather Kesterson, Tia Locke
Excused: Dan Ianno, Jake Mihevc
Summary Points
  • EMC Charter and Cabinet’s review of EMC documents were presented and discussed. There was some discussion of current membership, purpose of EMC, relationship to SPC, and the type and format of recommendations/reports EMC should send forward. We don’t have to write traditional “plans.” We could be more creative.
  • Strategic enrollment is traditionally a combination of recruitment, retention, and academic programs/program. Do we have academic programs that could expand? Be added? Or be changed to better meet community needs?
  • We don’t have a crystal ball even when we use EMSI and Dept. of Labor data.
  • There are good pieces in the current enrollment plan that people across the College are moving forward, but our job is not to focus on the operational level. We should be at the strategic analysis and vision level.
  • Strategic plans can be an exercise in reductionist thinking. What if we were doing strategic preparation? We would be addressing foundational systems to prepare the College to be nimble, creative, flexible to adapt to unpredictable circumstance and opportunities. We can scan the landscape and connect to what we internally. A runner will check out the course, briefly, but spend most of the time training him or herself for the race.
  • We are not targeting numbers. If we area meeting needs of our community and stakeholders, doing the right thing, they enrollment will follow, and so will funding/grants.
  • An example of an area where there is potential is adult population. How do we define/view the population? Are we meeting their needs for education in the evening? Programs that can be completed at night? Supports and services designed differently for them?
  • How might we encourage partnerships (internal and external) that are successful rather than seeing stakeholders clash over different approaches in ways that stymie collaboration?
  • We need to find out the results of SPC/cabinet survey of the landscape and stakeholders from interviews and focus groups held over the past months. That’s a key starting point.
  • What other data do we want? There may be stakeholders (internal) who haven’t been asked about enrollment. How can we find out what they are thinking?
Next Steps:
  • Lew will ask the SPC chair for the questions that were used in the process of interviewing stakeholders for the strategic planning process. We can ask when the results will be available.
  • Matt will find out about the possibility of using the College’s Survey Monkey license to administer a survey of faculty/staff
  • At our next meeting, we will work on the questions for a survey. Depending on what we learn from a survey, we could pull together staff or faculty for a focus group related to enrollment.