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STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETION“The County College of Morris mission is to deliver dynamic, challenging, high-quality, and accessible academicprograms and services that support the individual's quest for lifelong learning and professional development.”After intensive analysis of the college, our marketing, recruitment, retention and graduation efforts, our academic program offerings, and the landscape ofthe external environment that we serve, County College of Morris has formulated a realistic and dynamic plan that should steer the college in a favorableenrollment direction for the next few years. This plan calls for involvement from all constituents from throughout the college, and a rich appreciation forthe strong academic foundation upon which the institution has operated. Additionally, it encourages a greater dependence on unquestionable data toinform decisions as well as the continuation of creative thinking and implementation of strategic initiatives that will guide the institution towards a morerealistic overall enrollment.This plan is designed to allow County College of Morris to meet its mission by identifying and implementing well-developed strategies that are efficientand effective in increasing the number of students recruited, enrolled, retained, graduated with degrees or certificates. As well, the plan is designed toincrease the number of students transferring into four-year programs or entering the workforce.The plan includes five (5) strategic goals which are described in greater detail in the SEM Plan:Strategic Goal I: Recruiting, Outreach and Enrollment - increase enrollment by 3% annually or 9% over a three-year period.Strategic Goal II: Course and Program Offerings – be responsive to the changing demographics and workforce needs of our community by offeringmeaningful and attractive credit and non-credit courses and programsStrategic Goal III: Student Retention, Persistence, Graduation, Transfer and Career Placement - increase fall-to-fall retention rate from 73% to 80% andgraduation rate from 27% to 37% over a three-year period.Strategic Goal IV: Access and Affordability - identify creative methods of financial support as well as diverse methods of payment for students.Strategic Goal V: Financial Stability - increase annual credit hour enrollment from 178,000 (5900 FTEs) to 196,000 fee hours (6500 FTEs) within three (3)years.February 2017Page 1 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategic Goal I: Recruiting, Outreach and EnrollmentTo meet our mission, it is important that members of our communities are aware of college offerings and take advantage of appropriate programs andservices. The college will continue to help individuals achieve their educational goals while focusing more on promoting CCM as the best choice for mostresidents, regardless if a credit or non-credit focus. This will be accomplished through well-informed and well-developed recruitment, outreach andenrollment practices that will yield an increased enrollment by 3% annually or 9% over a three-year period.Strategy I.A.: Use data from enrollment trends, population characteristics, and labor market analysis to target increased enrollment.Objective: Develop and maintain a culture that understands how to use data to improve enrollment, retention and completion.ACTIONCreate a data dictionary and use a standarddata request form to obtain accurate andrealistic data.Standardize reports and methodologies forthe reporting of enrollment data, and providetraining on data usage across the campus.Regular review of labor market data toanalyze data against current programofferings and institutional alignment withfuture market growth.TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Director of Institutional ResearchContinualVice President of Academic AffairsKPIsDirector of Institutional ResearchOutcome: A data warehouse is created that includes availability of critical dashboard measures, internal reports, and assessment plans for decisionmaking.Outcome: Increased enrollment of all groups with a special focus on adult, African American, Asian, and Hispanic populations by 25% over next three (3)years.February 2017Page 2 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategy I.B.: Target activities that will increase the enrollment of specific categories of students.Objective: Contribute to diverse student body while, concurrently, being more reflective of the community in which CCM serves.ACTIONDevelop clearly defined initiatives that targetoutreach, recruitment, and enrollment ofHispanic, African American, and Asianstudents.Develop clearly defined initiatives that targetoutreach, recruitment, and enrollment ofadult students.Develop clearly defined initiatives that targetoutreach, recruitment, and enrollment ofhigh school students taking CCM courses.Target typical feeder high schools that havepotential for percentage increase inapplications, set goals, assign Admissionsrepresentatives to cultivate.Establish well-defined plan to maintain orgrow yields of top feeder high schools.Establish relationships beyond guidanceoffices of top feeder high schools to expandexposure.Establish plan to capitalize on on-campusevents to allow broader marketing.Strengthen linkage between credit andcontinuing education programs to includewell-defined process of marketing, recruiting,and enrolling continuing education studentsinto credit programs.February 2017TIMELINE TOCOMPLETIONJuly 2017 – June2018PERSON ACCOUNTABLEKPIsDirector of AdmissionsIncrease each demographic by 3%over next 3 yearsJuly 2017 – June2018Director of AdmissionsIncrease within next 3 years from23% to 28%July 2017 – June2018Director of AdmissionsIncrease each of next 3 years from3% to 6%June 2017 – June2020Director of AdmissionsPercentage yield increase from 18% to22% over 3-year periodJune 2017Director of AdmissionsJune 2017Director of AdmissionsPercentage yield increase from 18% to22% over 3-year periodPercentage yield increase from 18% to22% over 3-year periodJune 2017Director of AdmissionsJune 2018Director of AdmissionsDean of Business, Mathematics,Engineering & TechnologiesPage 3 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONOutcome:Outcome:Outcome:Outcome:The percentage of enrollment of growing and untapped populations will increase by 25% over next three (3) years.The enrollment of Challenger students will increase by 10% annually.The percentage of applications from targeted high schools will increase by 4% over next three (3) years.Applications from top feeder high schools will increase by at least 10% over the next three (3) years.Strategy I.C.: Develop and implement initiatives that enhance visibility, awareness, and brand recognition, and promotes specific calls to actions.Objective: Assist with marketing of recruitment, enrollment, retention, and college completion initiatives.ACTIONDevelop a Marketing Plan that reflects bestpractice, comprehensive market research,and realistic, yet forward-thinking practices.Ensure a consistent look and feel, brand,image and messaging amongpromotional/marketing materials producedby various college units.Create templates for creation of simplebrochures and flyers that maintain aconsistent look and brand awareness for useby any department.Ensure consistency in look and feel on collegewebsite.Produce a clear and consistent message as tothe value of a CCM degree both for ourexternal constituents as well as our internalones.February 2017TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEDecember 2016Director of Communications & CollegeRelationsJune 2017Graphic DesignerJune 2017Director of Communications & CollegeRelationsDirector of Communications & CollegeRelationsJune 2017KPIsDirector of Communications & CollegeRelationsPage 4 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONACTIONEstablish a Marketing Committee to provideongoing guidance and input on developmentof the marketing plan and marketingproposals as they may arise.Implement a customer relationshipmanagement system to remain in contactwith prospective students throughoutenrollment pipeline and communicate withcurrent students to encourage semester tosemester continuation and collegecompletion.Establish relationship with marketing firm tobring range of resources, platforms,perspectives for enhancing market growth.TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Chief Information OfficerDirector of AdmissionsJune 2017Director of Communications & CollegeRelationsKPIsDirector of Communications & CollegeRelationsOutcome: Development of plan to improve ability to market college effectively.Outcome: Improved communication to prospective and accepted students.Strategy I.D.: Develop specific component of Marketing Plan that targets certain cohorts for which growth can be realized.Objective: Assist with marketing of recruitment and enrollment initiatives focused on certain cohorts that have promising growth projections.ACTIONCreate targeted initiatives within marketingplan for juniors, rising seniors, andhomeschool students.Establish a messaging campaign to highschool teachers highlighting the successes oftheir students enrolled at CCM.February 2017TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Director of Communications & CollegeRelationsDirector of Communications & CollegeRelationsKPIsIncrease in applications by 10% from2200 to 2400 over next three (3) years.Page 5 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONACTIONInclude separate component of MarketingPlan to focus on recruitment of out-of-countytarget markets.TIMELINE TOCOMPLETIONJune 2018PERSON ACCOUNTABLEDirector of Communications & CollegeRelationsKPIsIncrease within next 3 years from21% to 26%Outcome: Increase enrollment of high school graduates by 4% within one (1) year.Outcome: Increase percentage of out-of-county high school graduates by 5%.Strategy I.E.: Implement communication and targeted recruitment plan of activities that focuses on underserved and/or populations of growth.Objective: Maximize college’s visibility and overall enrollment of new students, and allow the institution to recruit a population that is representative ofthe growth in the community.ACTIONImprove communication with prospectivestudents and applicants using effectivecustomer relationship management softwareprogram.Create outreach plan to targeted marketsidentifying specific locations beyond localhigh schools.Improve college website to providecomprehensive information to prospectivestudents as well as ability to pursueapplication to college.Identify programs that might be mostappealing to adult students and targetmarketing of those programs.February 2017TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Director of AdmissionsJanuary 2017Director of Communications & CollegeRelationsDecember 2017Director of AdmissionsKPIsDirector of AdmissionsPage 6 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONACTIONDevelop targeted connection between creditand non-credit programs that may appeal toworking adults and adults returning tolearning.Continue to improve relationships with highschools and increase frequency of visits.Continue to enhance current on-campusrecruiting activities and create newopportunities with the faculty to promotetheir academic programs.Target enhanced marketing and recruitmentactivities at border out-of-county NE TOCOMPLETIONDecember 2017PERSON ACCOUNTABLEDecember 2018Director of AdmissionsDecember 2018Director of AdmissionsJune 2018Director of AdmissionsKPIsDean of Business, Mathematics,Engineering & TechnologyIncrease within next 3 years from21% to 26%Actualize increase in applications received by 5% over each of next three (3) years.Increase enrollment of adult students by 5% over each of next three (3) years.Increase enrollment percentage of in-county high school graduates from 17.5% to 22% of the graduating population.Increase percentage of out-of-county high school graduates by 5% per year.Strategy I.F.: Increase number of visitors to the college.Objective: Attract more individuals to the college and expose them to all the college offers.ACTIONMarket the college and participate inrecruitment of individuals who participate inTeen Arts, Women Who Dare, ChallengerFebruary 2017TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEKPISDirector of AdmissionsPage 7 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONProgram, etc.ACTIONEstablish process to improve promotion ofspecial events on-campus both internally andexternally.Identify additional programs that may drawindividuals to the college, and promote thecampus as a cultural gathering place (for highschool students, adults, children, auditingstudents, etc.)Offer high school teams that use CCMfacilities with incentives (such as Planetariumtickets) so they and their parents canexperience more of the college.Install electronic signage at the college’sentrances to promote key events to thepublic.Investigate changing name of ChallengerProgramStrengthen partnerships with communityorganizations to serve as location formeetings and engage in collaborationactivities.TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Director of Communications & CollegeRelationsDecember 2017Director of AthleticsDecember 2017Vice President of Business & FinanceJune 2017Vice President of Student Development& Enrollment ManagementVice President of Student Development& Enrollment ManagementDecember 2018KPIsDirector of Communications & CollegeRelationsOutcome: Convert participation rates to actual enrollment of those individuals participating in various events.February 2017Page 8 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategic Goal II: Course and Program OfferingsWhile, for the most part, academic programs and course offerings are designed to meet overall institutional and community needs, CCM needs to remainresponsive to the changing demographics and workforce needs of our community. This includes looking at what, where, and how courses and programsare offered.Strategy II.A.: Plan credit and non-credit course schedules with greater efficiencies.Objective: Increase overall enrollment, revenue, and efforts at meeting demands of students.ACTIONRevaluate and/or increase number of creditand non-credit courses offered during earlymorning, weekends, nights, off-campus,throughout mini terms, and through distancelearning modalities.Continually evaluate enrollment data todetermine where and when courses can bemore effectively offered for maximumenrollment growth.TIMELINE TOCOMPLETIONJune 2018PERSON ACCOUNTABLEVice President of Academic AffairsKPIsIncrease courses by 5% over 3-yearperiodVice President of Student Development& Enrollment ManagementDecember 2017Vice President of Academic AffairsVice President of Student Development& Enrollment ManagementEstablish a process to maximize theassignment of classes in our various academicfacilities.December 2016Vice President of Academic AffairsAnalyze space utilization to determineopportunities to diversify course offeringsand assign courses to realistic space.December 2016Vice President of Student Development& Enrollment ManagementVice President of Academic AffairsVice President of Student Development& Enrollment ManagementOutcome: Offer meaningful, relevant, and attractive credit and non-credit programs that increase overall college FTE enrollment by 3% each year.February 2017Page 9 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategy II.B.: Offer meaningful and attractive credit and non-credit courses and programs and analyze them for realistic viability.Objective: Increase overall enrollment, revenue, and efforts at meeting demands of students.ACTIONCreate new credit and non-credit courses andprograms or modify existing programs andcourses that will be attractive to adultlearners.Eliminate courses and programs that do notmeet standards for sustaining enrollment andrevenue goals.Use six-year curriculum review process toperform thorough analysis of enrollment andrevenue generation.Establish a three-year review process for newprograms and perform annual review forprograms that do not meet standards forenrollment and revenue generation.Review chargeback information for where weare losing students to out-of-countyprograms and where we have great demandfrom out-of-county students.TIMELINE TOCOMPLETIONJune 2019PERSON ACCOUNTABLEJune 2018Vice President of Academic AffairsJune 2018Vice President of Academic AffairsJune 2018Vice President of Academic AffairsDecember 2017Director of AdmissionsVice President of Academic AffairsKPIsIncrease enrollment of adult learnerswithin next 3 years from 23% to 28%Outcome: Offer meaningful, relevant, and attractive credit and non-credit programs that increase overall college FTE enrollment by 3% each year.Outcome: Ensure effective program review process that keeps academic programs and courses current, relevant, and meaningful.February 2017Page 10 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategy II.C.: Align programmatic offerings to labor market demands.Objective: Use current labor market data to make decisions about potential new programs and/or potential outcomes of programs.ACTIONReview labor market information andresearch our current offerings and theiralignment to areas identified as havingsignificant market growth in future.Consider programs that lead to otheroccupations identified for potential jobopportunities and/or advancement uponcompletion of associate degree.TIMELINE TOCOMPLETIONJune 2019PERSON ACCOUNTABLEJune 2019Vice President of Academic AffairsKPIsVice President of Academic AffairsOutcome: Offer meaningful, relevant, and attractive credit and non-credit programs that increase overall college FTE enrollment by 3% each yearStrategy II.D.: Enhance transfer services to include consistent articulation agreement development, analysis of transferability, and broad-basedcommunication of current agreements.Objective: Ensure seamless transfer for qualified programs and courses.ACTIONCreate comprehensive, coordinated, andstandardized approach to initiate andmaintain articulation agreements.Market transfer articulation programs andagreements more visibly.Perform analysis of articulation agreementson regular basis to ensure seamless transferof programs and courses.February 2017TIMELINE TOCOMPLETIONJune 2017PERSON ACCOUNTABLEJune 2017Coordinator of Transfer ServicesDecember 2017Coordinator of Transfer ServicesKPIsCoordinator of Transfer ServicesPage 11 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONOutcome: Students have access to accurate and comprehensive information that is easily accessible.Outcome: Articulation agreements are relevant, current, and effective in meeting student needs.Outcome: Increase graduation (from 27% to 37%) and transfer (from 19% to 29%) rates over next three (3) years.February 2017Page 12 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategic Goal III: Student Retention, Persistence, Graduation, Transfer and Career PlacementAcross all educational experiences, settings, levels, and instructional modalities, CCM recruits and admits students whose interests, abilities, experiences,and goals align with the institutional mission and educational offerings. CCM commits to student retention, persistence, completion, and success throughcoherent and effective programs and services, which enhance the quality of the learning environment, contributes to the educational experience, andfosters student success. Towards this end, it is important to develop better processes to measure students’ initial goals, provide opportunities to updatethose goals, develop measurements regarding attainment, and increase retention first-time in college fall-to-fall rate from 73% to 80% and graduationrate from 27% to 37% over a three-year period.Strategy III.A.: Provide robust programs, services, and activities that promote persistence and college completion.Objective: Align programs and services with students’ academic needs, diverse interests, and overall aspiration for program completion and goalattainment.ACTIONTIMELINE TOCOMPLETIONJuly 2017Consider the development of a cadre ofspecific programs and support services foradults that can provide answers to theirimmediate questions, assist in discussingtheir career and academic goals well beforethey realistically invest in education, training,and/or consider returning to highereducation for a degree, a certificate orseveral courses.Use institutional best practices to discoverDecember 2017which initiatives are effective at keepingstudents in class, on track and efficientlygraduated.Research retention initiatives implemented at June 2018two-year colleges in-state and nationally todetermine possible implementation at CCM.February 2017PERSON ACCOUNTABLEKPIsDean of Student Development &Enrollment ManagementVice President of Student Development& Enrollment ManagementIncrease retention rates from 73% to80% within three (3) years.Vice President of Student Development& Enrollment ManagementIncrease retention rates from 73% to80% within three (3) years.Page 13 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONACTIONResearch possible overhauling of howdevelopmental education program isdelivered to improve student completion.Develop Summer Bridge Academy to allowstudents needing remediation to completerequirements prior to start of first term ofenrollment.Develop process for reconnecting studentswho stopped out with 48 or more credits toencourage degree completion.Strengthen array of support services forgrowing population of students withdisabilities.Provide mentoring opportunities for studentsat-risk.Improve communications in all areas of thecollege so everyone has the accurateinformation to share with one another andwith students NE TOCOMPLETIONJuly 2017PERSON ACCOUNTABLEJanuary 2018Vice President of Academic AffairsDecrease number and percentage ofstudents needing remediation in firstsemester of enrollment by at least 5%December 2017Dean of Student Development &Enrollment ManagementGraduation rates of FTFT degreeseeking studentsJune 2017Coordinator of Disability ServicesJune 2018Dean of Student Development &Enrollment ManagementVice President of Student Development& Enrollment ManagementJune 2017KPIsVice President of Academic AffairsReduce percentage of students placedon probation from 26% to 20%.Increase retention rates from 73% to80% within three (3) years.Availability of more dedicated services and/or support for an increased adult student population.Increase percentage of re-enrollment of students who stopped out by 4% each year for next three (3) years.Increased retention rates of FTFT students from 73% to 80% within next three (3) years.Increase in graduation rate by 10% within next three (3) years.February 2017Page 14 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategy III B.: Improve academic advisement.Objective: Allow students to have well-articulated plan of program completion through successful completion.ACTIONRequire all matriculating students (full-timeand part-time) to meet with an advisor priorto registration and have a flag cleared.Implement integrated Educational Planningplatform to assist in scaling student supportinitiatives so students more effectivelyengage with academic advisors andrealistically map out their academic plans.Separate academic advisement fromregistration functions and review howadvisement is delivered.Require all faculty members to receiveAdvising Cadre Training Days.Install three (3) more dedicated studentadvisement stations consisting of a computerand printer on the third floor of Cohen andDeMare Halls.Establish plan to communicate with studentswho transferred without degrees aboutreverse transfer options.TIMELINE TOCOMPLETIONJuly 2017PERSON ACCOUNTABLEJuly 2017Vice President of Student Development& Enrollment ManagementDecember 2016Coordinator of Academic AdvisementJuly 2017Coordinator of Academic AdvisementDecember 2016Chief Information Systems OfficerDecember 2017RegistrarKPIsCoordinator of Academic AdvisementIncrease within next 3 years from27% to 34%Outcome: Greater percentage of students have developed a clear academic plan towards program completion.Outcome: Increase in graduation rate by 10% annually.February 2017Page 15 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONStrategic Goal IV: Access and AffordabilityCCM recognizes that costs and financial assistance have a significant impact on students’ initial enrollment and long-term retention. Based on institutionaldata, more students are receiving financial aid of any kind or indicate that financial issues affect their enrollment. Thus, the college will consider financialinitiatives to support students’ educational goals as well as provide increased financial awareness and opportunities for students to attend CCM.Strategy IV.A.: Identify creative methods of financial support as well as diverse methods of payment for students.Objective: Provide prospective and current students with comprehensive package of institutional, CCM Foundation, state and federal financial assistanceto support their educational aspirations.ACTIONIdentify funds through CCM FoundationStudent Scholarship budget to use asrecruitment as completion scholarships forincoming first-year students.Target middle school students as theyprogress through high school graduation andidentify funds through CCM Foundation tohold as completion scholarships for thosewho continue to CCM.Explore feasibility for students to use checkcards and/or e-checks for financialtransactions or provide payment planoptions.Initiate student self-service platform forgreater access to financial and financial aidinformation.TIMELINE TOCOMPLETIONDecember 2016 –June 2017PERSON ACCOUNTABLEDirector of DevelopmentKPIsDirector of AdmissionsCreate at least 10 academicachievement scholarships within thenext three (3) years.December 2017Executive Director of CollegeAdvancement & PlanningCreate at least five (5) completionscholarships for middle school students.December 2016 –June 2018Vice President of Business & FinanceJune 2018Chief Information OfficerOutcome: Diversify financial services to students for more convenience.Outcome: Provide greater financial resources for student enrollment and persistence.February 2017Page 16 of 17
STRATEGIC PLAN for ENROLLMENT, RETENTION, AND COMPLETIONOutcome: Increase percentage of students on any type of financial assistance from 43% to 49% within next three (3) years.Strategic Goal V: Financial StabilityAnnual enrollment forecasting is an essential element of strategic planning, enabling key decision-makers to determine priorities and set budgets. Withrecent history of revenue contributions from the state and Morris County remaining relatively stable, resulting in a greater portion of student tuition andfees accounting for a larger share of the revenue needed to operate the college, it is critical that the college ensure an enrollment that will provide forfinancial stability.Strategy V.A.: Identify creative methods to enhance the availability of revenue.Objective: Stabilize the institution’s financial status.ACTIONExplore and apply for various grants tosupport initiatives on the credit side of thecollege.Provide learning opportunities for faculty tobe educated on how to research and writerfor grant opportunities.Increase the number of grants secured foracademic and academic programs.Establish well-communicated advisement andregistration promotion focusing on full-timestudents taking at least 15 credit hours eachsemester.TIMELINE TOCOMPLETIONDecember 2016 –June 2018PERSON ACCOUNTABLEDecember 2017Director of Institutional GrantsJune 2018Director of Institutional GrantsJune 2018Coordinator of Academic AdvisementDirector of Institutional GrantsKPIsIncrease within next 3 years from 29to 35.Increase number grants by 25% overthree (3) years.Outcome: Increase annual credit hour enrollment to at least 178,000 (5900 FTEs) to 195,000 fee hours (6500 FTEs) within three (3) years.Outcome: Increase grant revenue by 5% over each of three (3) years.February 2017Page 17 of 17
Objective: Assist with marketing of recruitment, enrollment, retention, and college completion initiatives. ACTION TIMELINE TO COMPLETION PERSON ACCOUNTABLE KPIs Develop a Marketing Plan that reflects best practice, comprehensive market research, and realistic, yet forward-thinking practices. June 2017 Director of Communications & College
