Introduction

Fundamental to any successful enrollment management program is developing and implementing an annual recruitment plan. This is not the College’s first recruitment plan. The College previously developed a recruitment plan in 2020.

Recruitment is defined as all activities spanning initial contact of prospective students through completed first-time credit enrollment at Community College of Philadelphia. While the Outreach/Recruitment Office functions as the center point of recruitment, we believe it is most successful when embraced and assisted by the College community.  This plan will be revised yearly based on the previous year’s accomplishments and new strategy development and implementation.

A recruitment plan is, by definition, a set of clear and unambiguous goals with associated strategies and action plans that, when taken in totality, lead to the achievement of the annual new student enrollment goals. This plan establishes the direction for the recruitment efforts during the time period set for the completion of the goals. Further, it establishes, in advance, responsibility, resources required, timetables, and methods of evaluation, thus facilitating control of progress.

A thoughtful planning process helps to set meaningful goals and identifies the most important strategies and activities necessary to achieve those goals. The recruitment planning process has benefited CCP by:

• Providing a systematic assessment of strengths, weaknesses, opportunities, and threats as well as current marketing and recruiting strategies
• Establishing consensual institutional goals and priorities
• Encouraging innovative thinking and problem-solving
• Creating awareness around obstacles the College will need to address
• Coordinating and unifying staff efforts
• Ensuring more effective use of existing resources and identifying the need for additional resources
• Assigning responsibility and accountability and scheduling work
• Facilitating control and evaluation of activities
• Communicating and documenting the enrollment “game plan”
• Providing a basis for future planning

Major initiatives of this plan include:

• New initiatives to proactively and systematically build the college’s inquiry and application pool
• Significant improvements to the inquiry level written communications flow by developing a purposeful collaboration between Admissions and Marketing
• Integration of multi-touch point communication, including texting and outbound calling, in the college’s recruitment and marketing communications effort
• Expanded use of faculty in student recruitment
• Expansion of the campus visit program, including the development of a new Enrollment Student Ambassador Program
• Shared and timely enrollment data to support enrollment planning and decision-making
• Shared responsibility for achieving the enrollment goal, that includes partner departments, improved communication to the college community and ensure full implementation of the plan

Plan Development and Environmental Overview

Recruitment Planning Strategies and Outcomes

The primary goal for this plan is to increase new student enrollment. The key strategy for accomplishing this is increasing the yield of applicants to enrollment through expanded outreach and support by the Admissions/Recruitment staff and other student facing departments throughout the College.

The following recruitment goals coincide with this primary goal:

Recruitment Goals

The COVID-19 pandemic has presented the College with unprecedented enrollment planning challenges. While the data for the past two years has proven unreliable for enrollment projections, we have identified several internal and external factors that will continue to impact our new student enrollment numbers. We have accounted for these factors in developing the goals for the 2022-2023 recruitment cycle outlined below:

• Increase applications for the 2022-2023 academic cycle by 10%
• Increase the acceptance rate of applicants to admits 10% year over year
• Increase the yield rate of admitted to enrolled in the following 4 years from 48.7% to 60%
• International student enrollment will achieve a goal of 85 new students annually

Rationale

Environmental Scan

Several external factors impact the recruitment initiatives of colleges. The most notable factors are the changes in the high school population and demographic shifts. Colleges and universities across the country are grappling with a continued decrease in high school graduates, a phenomenon to which Philadelphia is currently an exception.

The annual number of high school graduates in Pennsylvania peaked in 2011-12 with 131,733 students.[1] Projections for graduate numbers in the Commonwealth show declines for the 2021-22 academic year to 11,531 students with continued decline through 2029-30 to 123,209 students.[2] Over this period, the number of graduates in Philadelphia County has grown from 11,047 graduates to a projected 11,531 graduates for 2021-22.[3] The peak of the cycle is expected to occur in 2025-2026 with 12,732 graduates.[4] From there, however, numbers are projected to decline through 2029-30 to 11,962 graduates.[5] The College will need to ensure that we continue to enroll and grow our market share among high school graduates in the City of Philadelphia while the trend for growth is active.  As the institution is forced to confront ongoing challenges around how we offer courses, however, continued adaptability will also be key.

While the College has relied on face-to-face instruction as the primary modality for course delivery through Spring 2020, the COVID-19 pandemic ushered in a full online delivery strategy.  Since the College has been offering online courses for nearly twenty years, this served as a positive talking point for recruiters when discussing the benefits of attending the institution. The College’s ability to continue leading on this front will support recruitment efforts.

SWOT Analysis

The Admissions/Recruitment staff conducted an analysis of the College’s strengths, weaknesses, opportunities, and threats. The feedback from the analysis is as follows:

• Internal and External Strengths
  • New leadership who supports admissions
  • Experienced recruitment team
  • Collaborative team culture among recruitment staff internally and with other administrative and academic departments
  • Strong and established partnerships within our community (eg: Graduate Philadelphia, District 1199C, Career Link, Philadelphia Education Fund, Philadelphia College Prep Roundtable)
  • City’s investment in education (eg: CATTO Scholarship)
  • Physical locations
  • Internal and External Weaknesses
    • Absence of a strategic enrollment management plan
    • No college-wide awareness of enrollment goals
    • No department level funnel management objectives (eg: no clear number of students that need to test, apply for aid, meet with advisors, etc... to meet enrollment goals)
    • Limited human intervention throughout the enrollment process
    • Limited human resources
    • Lack of student-centered culture (eg: microaggressions, “letter of the law” enforcement, lack of flexibility in serving students, etc...)
    • Deficit in customer service/training to support students
    • Little investment in professional development for the recruitment team

• Opportunities
  • Potential collaboration with major corporations in the city
  • Leveraging network of 600,000 alumni
  • Growth of digital outreach (i.e. Zoom, Webinars, etc.)
  • Development of data sharing agreement with the School District of Philadelphia
  • Increased placement opportunities
    • Offer more testing
    • Offer more avenues for placement
• Expanding and systematizing outbound calls to prospective students
• Expanding communications to include direct mail
• Streamlining websites and places where students login (too many places to login which causes confusion)
• Position mapping roles within EM to identify gaps in staffing and skill set
• Expanded use of the master schedule as a tool to ensure offerings and modalities support enrollment capacity and goals
• Continuous customer service training for the entire college
• Annual prospective and new student focus groups on experiences to improve processes
• Need for more education among City’s residents (cert., associate’s, etc.)
• Creating more awareness of recruitment work among the college community.
• Creating more awareness around how each area of the College impacts recruitment.

• Threats
  • Covid 19/Global pandemic
  • Alternatives to higher education (eg: increased demand and wages for low/non-credentialed labor, availability of free training online, etc...)
  • The view of higher education as less valuable
  • Increased competition within the industry (eg: Southern New Hampshire University, Brandman University, etc...)
  • Volatile economic factors
  • Negative perception of CCP and community colleges in general

Key Programs and Strategies for 2022-2023 Enrollment Cycle

In line with the factors discussed in the preceding sections, the following goals have been established between Fall 2021 and Spring 2022 to guide the 2022-2023 and 2023-2024 Enrollment Cycles.

Action Plan - All Populations

1.1 - Admissions and Marketing will collaborate in documenting, reviewing and updating a multi-touch point communication plan, that is welcoming, engaging, and encouraging in support of increasing new student enrollment. 

• 1.11 - Admissions and Marketing will review and audit their communication plan to prospective students in May of each year.  
• 1.12 - We will develop a comprehensive texting program to complement our other communication strategies. 
• 1.13 - The Marketing and Recruitment team will meet monthly to identify needs and projects. 
• 1.14 - Admissions and Marketing will ensure that all recruitment materials for the upcoming cycle are prepared and delivered to the admissions office by August 1 of each year. 
• 1.15 - Admissions will identify key recruitment materials, including pages on the website, to be made available in select languages for prospective students and their families. (MARCOM/IT) 
• 1.16 - Expand welcome communication from department chairs or programs coordinators to their new students. (Support from Deans required) 
• 1.17 - Review and assess the College’s CRM needs. 
• 1.18 -Develop a plan for training staff/faculty to use the CRM.

1.2 –Promote the CATTO scholarship during all Admissions Events and in all relevant communications 

• 1.21 - Collaborate with DACE to evaluate the onboarding and application process for Dual Enrollment and CATTO scholars. 
• 1.22 - Coordinate with DACE to target students early in high school careers.

1.3 - Convene and charge a committee composed of managers and mid-level staff from student facing units to review the admissions funnel and to adjust as necessary.  Each team member will be expected to report data related to their portion of the funnel and how yield can be increased.

• 1.31 - Streamline new students onboarding process to ensure students are completing the necessary steps to enroll. 
• 1.32 - Ensuring the processes between Admission, 4IT Support, Placement, Financial Aid, Academic Advising and Registration are clear and seamless processes for each student. 
• 1.33 - The Recruitment Team will work with Institutional Research to develop and administer an intake survey to gauge how we can best provide new students with the resources to be successful.

1.4 - Admissions and marketing will work collaboratively with Academic Affairs to identify one academic program per guided pathway for priority recruitment. 

• 1.41 - Develop a rubric to determine which programs will be prioritized each year.
• 1.42 - Establish a recruitment plan for new programs  

1.5 - Create and implement a community outreach program that generates inquiries and applications (eg: community-based organizations (CBOs)). 

• 1.51 - Admissions will identify and prioritize the community organizations. 
• 1.52 - Develop a community recruitment team of Faculty, Alumni, and Staff interested in community outreach.  Assign them to events specific to their demographics or interests. 
• 1.53 - Create a living document that identifies CBOs in the Philadelphia area that can funnel students in support of enrollment efforts. 
• 1.54 - Develop and execute a comprehensive communication plan to inform and educate CBOs about CCP. 
• 1.55 - Establish a list of annual events, prioritizing our participation in the most promising yield in applications. Establish baseline data for annual events. 
• 1.56 - Host one professional development workshop for community organizations at Main Campus. 
• 1.57 - Schedule and promote off-site application/FAFSA/placement/registration sessions. 

1.6 - Create Express Enrollment Events at each Regional Center 

• 1.61 - Identify spaces at each regional center where students can access enrollment services. 
• 1.62 - Create a schedule of Express Enrollment Days at each Regional Center, have this posted online or distributed via email to prospective students.
• 1.63 - Enlist point of contact from all enrollment-related offices to serve Regional Center Enrollment Express Enrollment Events.
  • Transcript review, application review, financial aid, academic advising, counseling services, etc.

Adult Learners/Freshman Other 

2.1 - Increase the yield of enrollment of adult learners 

• 2.11 - Cultivate/Purchase a list of adults in the greater Philadelphia metro area that do not have a college degree.
• 2.12 - Prioritize adult recruitment events – Online/evening/weekend versions 
• 2.13 - Collaborate with Economic and Workforce Development to share recruitment opportunities. Ensure that credit/noncredit enrollment transition is as seamless as possible.

Veterans / Active Military

3.1 - Increase the yield of veteran enrollment

• 3.11 - Collaborate with Veterans Resource Center to increase inquiries from Veteran/Active Military students. 
• 3.12 - Collaborate with the Veterans resource center to create a list of VA centers in support of on/off campus recruitment for veterans including local military sites / organizations to promote the College to veterans/Active Military. 
• 3.13 - Promote outreach via the Vet Center to research and contact various orgs to engage prospective students. Including Upward Bounds for Veterans & Impact Services.

Readmit Students (Students out 4 semesters or more) 

4.1 - Increase the yield of readmit student applicants enrolling at CCP 

• 4.11 - Create a list of all students who have 30+ credits and are still in good “SAP” and have a balance of under $500 for re-enrollment communication. 
• 4.12 – Craft a communication plan that will reach out to these students and provide them with direction in the enrollment process. 
• 4.13 - Engage with the Counseling Center, Financial Aid, and Student Tuition Office to support re-enrollment efforts, including specific recruitment and enrollment support.

High School Students 

5.1 - Increase the yield of high school applicants enrolling at CCP. 

• 5.11 - Finalize data sharing agreement with the SDOP to provide interim/end of year transcripts for all applied students from the district.  
• 5.12 – Complete three points of contact for each designated high school. 
• 5.13 - Points of contact shall be the following, Counselor Chat, Presentation, Fair, Application Day, FA Workshop, and Registration Session. 
• 5.14 - Identify top feeder high schools to prioritize enrollment/matriculation events. 
• 5.15 - Identify high schools for growth over the next 3 years 
• 5.16 - Offer top five schools express enrollment services in the fall and spring semesters. 
• 5.17 - Develop and execute specific campus events designed to engage current high school sophomores, juniors, and seniors, promoting the features of CCP and the benefits to students who enroll. 
• 5.18 - Identify, implement, and assess program and theme specific events, for example:
  • Auto Days, High School Law Day, Crimespotters Event, Big Bang STEM Day, Scholarship Night in Philadelphia Hosted By CCP, Latinx College Day, etc.
  • Fall Open House
  • Spring Open House
  • Spring/Summer Accepted Student Event 

5.2 - Develop a comprehensive communication plan for High School Counselors

• 5.21 - Develop a process where HS counselors receive a list of applicants and their status monthly. 
• 5.22 - Establish a yearly calendar for events, on campus events, coffee hour at schools, etc. 
• 5.23 - Continue to collaborate with the SDP for the “Lunch and Learn Series,” host two professional development workshop for guidance counselors.

5.3 - Purchase List of All Philadelphia Based High School Students 

• 5.31 - Develop communication plans for each high school year to educate families on the benefits of CCP for their students. 

English as a Second Language (ESL) 

6.1 – Develop, propose, and assess partnership with Education, Employment and Empowerment (E-3) Centers for ESL recruitment programs and pipelines. 

• 6.11 - Work with ESL to process map the non-credit to credit pathways to support a transition to the degree side. 
• 6.12 - Track and assess outcomes for students who are in these programs to show ROI=
• 6.13 - Host a lunch each semester with the E-3 Center Staff to update them on pathways and options.  Serves as a direct information source for problems and impacts to the enrollment process for ESL learners. 
• 6.14 - Host ESL Information Nights for Community Groups

Transfer Students 

7.1 - Increase the applicants of transfer students at CCP. 

• 7.11 - Craft a communication plan to transfer students who have completed the enrollment process but did not complete FA or Registration via Tableau
• 7.12 - Promote the Transfer Equivalency Guide Webpage as a first stop for prospective students

7.2 - Research a partnership with area four-year colleges to support their stopped-out students. 

Guest Students

8.1 - Increase the applicants of Guest students at CCP. 

• 8.11 - Craft a communication plan to guest students who have been accepted and received permission for guest status but did not complete registration.  
• 8.12 - Review communications to past guest students and update as needed
• 8.13 - Target past applicants to highlight summer and winter courses.

International Students  

9.1 - Ensure that the website provides international students with a clear concise path to enrollment.

9.2 - Create an international communication plan, highlighting features and benefits to the college and the city of Philadelphia.  Plan should also include international immigration requirements and a checklist.

9.3 - Create Newsletter for domestic and overseas schools that currently enroll international students.

9.4 - Research and identify specific companies or agents that CCP can collaborate with to increase new international student enrollment

9.5 - Leverage current international students to promote the college in their home countries.

9.6 - Develop and execute a virtual recruitment effort to highlight current international students.

9.7 - Collaborate with local and partner 4-year schools regarding potential transfer students 

9.8 - Explore opportunities to formally partner with 4-year colleges to host CCP students in their residence halls while enrolled at CCP.

9.9 - Explore opportunities to formally partner with 4-year colleges that do not have ESL programs

• 9.91 - Schedule exploratory meetings with area schools 
• 9.92 - Cross register students who require ESL courses while remaining on their campuses. 

Assignment Matrix 

	Action Item	Person/Dept. Responsible	Start Date	End Date	Evidence of Completion
	Overall Goals
	Increase applications for the 2022-2023 academic cycle by 10%	Enrollment Services	1-Jul-2021	31-May-2023	10% or greater increase in applicants based on end of year reporting
	Increase the acceptance rate of applicants to admits 10% year over year	Enrollment Services	1-Jul-2021	31-May-2023	10% or greater increase in applicants based on end of year reporting
	Increase the yield rate of admitted to enrolled in the following 4 years from 48.7% to 60%	Enrollment Services	1-Jul-2021	31-May-2026	Increase in yield as indicated by end of year reporting through 2026
	International student enrollment will achieve the goal of 85 new students annually	Enrollment Services	1-Jul-2021	31-May-2023	Increase in new students as indicated by end of year reporting
	All Populations
1.1	Admissions and Marketing will collaborate in documenting, reviewing and updating a multi-touch point communication plan, that is welcoming, engaging, and encouraging in support of increasing new student enrollment.	Jason & Kris	1-Jan-2021	Ongoing	Survey results & implementation of communication plan.
1.11	Admissions and Marketing will review and audit their communication plan to prospective students in May of each year.	Jason & Kris	1-Jan-2021	Ongoing	Continuous meetings between Admissions and Marketing, with development and revisions for communication plan.
1.12	Develop a comprehensive texting program to complement our other communication strategies.	Jason & Kris	1-Jan-2021	31-May-2022	Currently implementing this plan; framework outlined in communications plan with recurring reporting around outreach via text
1.13	The marketing and recruitment team will meet monthly to identify needs and projects	Jason & Kris	Monthly	Monthly	Meetings are currently ongoing and will continue
1.14	Admissions and Marketing will ensure that all recruitment materials for the upcoming cycle are prepared and delivered to the admissions office by August 1 of each year	Jason & Kris	1-Jan-2022	1-Jun-2022	Receipt of recruitment materials by Aug 1st each year
1.15	Admissions will identify key recruitment materials, including pages on the website, to be made available in select languages for prospective students and their families. (MARCOM/IT)	MARCOM	1-Jan-2022	1-Jun-2022	Creation of materials and websites in other languages
1.16	Expand welcome communication from department chairs or programs coordinators to their new students. (Support from Deans required)	Departmental Deans, Jason, and Kris	1-Jan-2022	1-Jun-2022	Creation and implementation of 7 guided pathways introduction emails to the communication plan for fall 2022
1.17	Review and assess the College’s CRM needs.	Jason	1-Oct-2021	Ongoing	Submit recommendation to AVP of Enrollment Management for following cycles
1.18	Develop a plan for training staff/faculty to use the CRM	Manager of Outreach and Recruitment	1-Jan-2022	1-Jun-2022	Implementation of training during the summer of 2022 for cross training counseling and advising staff
1.2	Promote the CATTO scholarship during all Admissions Events and in all relevant communications	Manager of Outreach and Recruitment & CATTO Staff	Monthly	Monthly	Ensure that all recruitment staff are highlighting the program at events and in communications with students, counselors, and organizations.
1.21	Collaborate with DACE to evaluate the onboarding and application process for Dual Enrollment and CATTO scholars.	Jason	1-Mar-2022	1-Jun-2023	Promotion and support of prospective students into the CATTO program for the 2022-23 cycle
1.22	Coordinate with DACE to target students early in high school careers	Manager of Outreach and Recruitment	1-Mar-2022	1-Jun-2023	Outreach to 8th graders in the SDOP to promote the CATTO scholarship as a goal after high school.
1.4	Convene and charge a committee composed of managers and mid-level staff from student facing units to review the admissions funnel and to adjust as necessary.  Each team member will be expected to report data related to their portion of the funnel and how yield can be increased.	Darren	1-Oct-2021	1-Jun-2022	Monthly meetings between the members of the committee.  Revision and suggestions to the process to be submitted to Dir and AVP on a quarterly basis.
1.41	Streamline new students onboarding process to ensure students are completing the necessary steps to enroll	Darren	1-Dec-2021	1-Jun-2022	Identify and gaps and modify the existing procedures to reflect those revisions.
1.42	Ensuring the processes between Admission, 4IT Support, Placement, Financial Aid, Academic Advising and registration are clear and seamless for each student.	Darren	1-Dec-2021	1-Jun-2022	Review of the process each summer to identify any areas of improvement or issue over the past cycle
1.43	The Recruitment Team will work with Institutional Research to develop and administer an intake survey to gauge how we can best provide new students with the resources to be successful.	Darren	1-Dec-2021	1-Jun-2022	Creation of survey and implementation of survey into the enrollment process.  Review of results to be reviewed by AVP, Dir, and other staff.
1.5	Admissions and marketing will work collaboratively with Academic Affairs to identify one academic program per guided pathway for priority recruitment.	Deans, Jason, and Manager of Outreach and Recruitment	1-Dec-2021	1-Jun-2022	Identify and implementation of recruitment efforts assisted by the appropriate faculty to promote designated programs each cycle.
1.51	Develop a rubric to determine which programs will be prioritized each year.	Jason, Kris, & Darren	1-Dec-2021	1-Jun-2022	Creation of timeline and unitization of said timeline to reflect marketing and recruitment efforts
1.52	Establish a recruitment plan for new programs	Deans	1-Dec-2021	1-Jun-2022	Creation of goals and support of goals by faculty
1.6	Create and implement a community outreach program that generates inquiries and applications (eg: community-based organizations (CBOs)).	Gil	1-Sep-2021	1-Jun-2022	Creation of communication and events for long term success of goal.
1.61	Admissions will identify and prioritize the community organizations	Gil	1-Sep-2021	1-Jun-2022	Develop procedures for ranking events such as recruitment or visibility events. Assign staff as needed to said events
1.62	Develop a community recruitment team of Faculty, Alumni, and Staff interested in community outreach.  Assign them to events specific to their demographics or interests	Gil	1-Sep-2021	1-Jun-2022	Creation of team and assigning them to events.
1.63	Create a living document that identifies CBOs in the Philadelphia area that can funnel students in support of enrollment efforts.	Gil	1-Sep-2021	1-Jun-2022	Creation of list and update as needed
1.64	Develop and execute a comprehensive communication plan to inform and educate CBOs about CCP.	Gil	1-Sep-2021	1-Jun-2022	Creation of list and implementation of communication plan for CBO's
1.65	Establish a list of annual events, prioritizing our participation in the most promising yield in applications. Establish baseline data for annual events.	Gil	1-Sep-2021	1-Jun-2022	Creation of list and review of data to impact future yearly events
1.66	Host one professional development workshop for community organizations at Main Campus.	Gil	1-Sep-2021	1-Jun-2022	Creation and implementation of events
1.67	Schedule and promote off-site application/FAFSA/placement/registration sessions.	Admission Team	1-Sep-2021	1-Jun-2022	Creation and implementation of events
1.7	Create Express Enrollment Events at each Regional Center	Regional Center Directors & Manager of Outreach and Recruitment	1-Sep-2021	1-Jun-2022	Creation and implementation of events
1.71	Identify spaces at each regional center where students can access enrollment services.	Regional Center Directors & Jason	1-Sep-2021	1-Jun-2022	Ensure that the spaces are accessible and provide a productive space for prospective students to move forward in their path to enrollment
1.72	Create a schedule of Express Enrollment Days at each Regional Center, have this posted online or distributed via email to prospective students.	Regional Center Directors	1-Sep-2021	1-Jun-2022	Creation and posting of said list.
1.73	Enlist point of contact from all enrollment-related offices to serve Regional Center Enrollment Express Enrollment Events. Transcript review, application review, financial aid, academic advising, counseling services, etc.	Darren	1-Sep-2021	1-Jun-2022	Identify and empower office contacts for express enrollment events
	Adult Learners/Freshman Other
2.1	Increase the yield of enrollment of adult learners	Admission Team	1-Nov-2021	1-Dec-2022	Increase yield of enrollment of adult learners
2.2	Cultivate/Purchase a list of adults in the greater Philadelphia metro area that do not have a college degree.  (Darren to contact RNL – Christine to get vendor for the list.)	Darren	1-Dec-2021	1-Feb-2022	Purchase list and integrate it into the communication plan for spring 2022
2.3	Prioritize adult recruitment events – Online/evening/weekend versions	Admission Team	1-Dec-2021	1-Jun-2022	Creation of events and implementation for the spring/summer/fall 2022 terms
2.4	Collaborate with Economic and Workforce Development to share recruitment opportunities. Ensure that credit/noncredit enrollment transition is as seamless as possible.	Admission Team	1-Dec-2021	1-Jun-2022	Establish meetings each cycle to coordinate effort and exchange best practices
	Veterans / Active Military
3.1	Increase the yield of veteran enrollment	Admissions Team & Stephen B.	1-Nov-2021	1-Dec-2022	Increase yield of veteran enrollment.
3.11	Collaborate with Veterans Resource Center to increase inquiries from Veteran/Active Military students	Admissions Team & Stephen B.	1-Jan-2022	1-Jun-2022	Establish meetings each cycle to support the initiatives of the department for veteran students.
3.12	Collaborate with the Veterans resource center to create a list of VA centers in support of on/off campus recruitment for veterans including local military sites / organizations to promote the College to veterans/Active Military	Admissions Team & Stephen B.	1-Jan-2022	1-Jun-2022	Meet with Vet Center staff to identify recruitment efforts
3.13	Promote outreach via the Vet Center to research and contact various orgs to engage prospective students. Including Upward Bounds for Veterans & Impact Services	Admissions Team & Stephen B.	1-Jan-2022	1-Jun-2022	Identify and take part in 6 Vet specific events for the 20221-2022 cycle
	Readmit Students (Students out 4 semesters)
4.1	Increase the yield of readmit enrollment	Admission Team	1-Nov-2021	1-Dec-2022	Increased applications from readmit students
4.2	Create a list of all students who have 30+ credits and are still in good “SAP” and have a balance of under $500 for re-enrollment communication	Laura	1-Nov-2021	1-Jun-2022	Creation of list and delivery to Jason for review Increased applications from readmit students
4.3	Craft a communication plan that will reach out to these students and provide them with direction in the enrollment process	Jason	1-Nov-2021	1-Jun-2022	Creation of communication plan and implementation of said plan
4.4	Engage with the Counseling Center, Financial Aid, and Student Tuition Office to support re-enrollment efforts, including specific recruitment and enrollment support	Darren	1-Nov-2021	1-Jun-2022	Ensure that all areas are working toward overall goal and streamline any difficulties.
	High School Students
5.1	Increase the yield of high school applicants enrolling at CCP	Admission Team	1-Aug-2021	1-Dec-2022	Increase yield of high school applicants and conversion rates.
5.11	Finalize data sharing agreement with the SDOP to provide interim/end of year transcripts for all applied students from the district	VP Thomas	1-Sep-2021	1-Jun-2022	Completion of signed agreement
5.12	Complete three points of contact for each designated high school.	Admission Team	1-Sep-2021	1-Jun-2022	Using recruit CRM to track all points of contact for the 2021-22 cycle
5.13	Points of contact shall be the following, Counselor Chat, Presentation, Fair, Application Day, FA Workshop, and Registration Session.	Admission Team	1-Sep-2021	1-Jun-2022	Track efforts of the admission team
5.14	Identify top feeder high schools to prioritize enrollment/matriculation events	Admission Team	1-Sep-2021	1-Jun-2022	Supply Manager of Outreach and Recruitment with information.
5.15	Identify high schools for growth over the next 3 years	Admission Team	1-Sep-2021	1-Jun-2022	Supply Manager of Outreach and Recruitment with information.
5.16	Offer top 5 schools express enrollment services in the fall and spring semesters	Admission Team	1-Sep-2021	1-Jun-2022	Creation and implementation of events
5.17	Develop and execute specific on-campus events designed to engage current high school sophomores, juniors, and seniors, promoting the features of CCP and the benefits to students who enroll	Admission Team	1-Sep-2021	1-Jun-2022	Creation and implementation of events for the 2022-23 cycle
5.18	Identify, implement, and assess program and theme specific events, for example:  Auto Days, High School Law Day, Crimespotters Event, Big Bang STEM Day, Scholarship Night in Philadelphia Hosted By CCP, Latinx College Day, etc.	Manager of Outreach and Recruitment	1-Sep-2021	1-Jun-2022	Meet with Deans to select single programs for promotion during the 2022-2023 cycle
5.2	Develop a comprehensive communication plan for high school counselors	Jason & Kris	1-Nov-2021	1-Jun-2022	Review and implementation of plan
5.21	Develop a process where high school counselors receive a list of applicants and their status monthly	Jason & Laura	1-Jan-2022	1-Jun-2022	Creation of at-will report that can be sent to all high school counselors with their students and path in the process
5.22	Establish a Yearly Calendar for events, on campus Events, Coffee Hour at Schools, etc.	Manager of Outreach and Recruitment	1-Jan-2022	1-Jun-2022	Share the calendar with Dir, AVP, and VP for review of 2022-2023 cycle
5.23	Continue to collaborate with the SDP for the “Lunch and Learn Series,” host two professional development workshop for guidance counselors.	Manager of Outreach and Recruitment	1-Nov-2021	1-Jun-2022	Completion of two events, one in the fall and one in the spring.
5.3	Purchase List of All Philadelphia Based High School Students	Jason	1-Nov-2021	1-Nov-2021	List purchased from NRCCUA and annually (COMPLETED)
5.31	Develop communication plans for each high school year to educate families on the benefits of CCP for their students	Manager of Outreach and Recruitment  & Marketing	1-Nov-2021	1-Jun-2022	Development and implementation of plan.
	English as a Second Language (ESL)
6.1	Develop, Propose, and Assess Partnership with Education, Employment and Empowerment Centers for ESL recruitment programs and pipelines	Gil/Virginia	1-Nov-2021	1-Jun-2022	Review and implementation of plan.
6.11	Work with ESL to process map the non-credit to credit pathways to support a transition to the degree side.	Gil/Virginia	1-Nov-2021	1-Jun-2022	Review of process and submission of recommendations to Director of Admissions
6.12	Track and assess outcomes for students who are in these programs to show ROI	Gil/Virginia/Sarah Maguire	1-Nov-2021	1-Jun-2022	Provide trackable data on outcomes of programs
6.13	Host a lunch each semester with the E-3 Center Staff to update them on pathways and options.  Serves as a direct information source for problems and impacts to the enrollment process for ESL learners.	Gil/Virginia	1-Nov-2021	1-Jun-2022	Completion of spring event
6.14	Host ESL Information Nights for Community Groups	Gil/Virginia/English Dept. & Sarah Maguire	1-Mar-2022	1-Jun-2022	Completion of events
	Transfer Students
7.1	Increase the yield of transfer students at CCP	Admission Team	1-Sep-2021	1-Dec-2022	Increased yield of applications to admitted transfer students
7.11	Craft a communication plan to transfer students who have completed the enrollment process but did not complete FA or Registration via Tableau	Jason	1-Sep-2021	1-Jun-2022	Craft and implement plan for 2021-22 cycle
7.12	Promote the Transfer Equivalency Guide Webpage as a first stop for prospective students	Jason & Kris	1-Sep-2021	1-Jun-2022	Incorporate instructions into the communication plan for prospective transfer students to review the guide
7.2	Research a partnership with area four-year colleges to support their stopped-out students	Darren	1-Sep-2021	1-Jun-2022	Contact possible partners, provide recommendations to VP of Enrollment management for further consideration
	Guest Students
8.1	Increase the applicants of Guest students at CCP.	Admission Team	1-Sep-2021	1-Dec-2022	Increased yield of applications to admitted Guest students
8.11	Craft a communication plan to guest students who have been accepted and received permission for guest status but did not complete registration.	Jason	1-Sep-2021	1-Jun-2022	Craft and implement plan for 2021-22 cycle
8.12	Review communications to past guest students and update as needed	Jason & Kris	1-Sep-2021	1-Jun-2022	Incorporate instructions into the communication plan for prospective transfer students to review the guide
8.13	Target past applicants to highlight summer and winter courses	Jason	1-Sep-2021	1-Jun-2022	Dissemination of messaging to past applicants in CRM
	International Students
9.1	Ensure that the website provides international students with a clear concise path to enrollment	Anesah	1-Sep-2021	1-Jun-2022	Yearly review and implementation of changes
9.2	Create an international communication plan, highlighting features and benefits to the college and the city of Philadelphia. Plan should also include international immigration requirements and a checklist	Anesah	1-Sep-2021	1-Jun-2022	Create and execute the plan
9.3	Create Newsletter for domestic and overseas schools that currently enroll international students.	Anesah	1-Sep-2021	1-Jun-2022	Creation of newsletter in conjunction with MarComm
9.4	Research and identify specific companies or agents that CCP can collaborate with to increase new international student enrollment	Anesah	1-Sep-2021	1-Jun-2022	Create list and review with VP/AVP
9.5	Leverage current international students to promote the college in their home countries	Anesah	1-Sep-2021	1-Jun-2022	Identify students to task and implement action
9.6	Develop and execute a virtual recruitment effort to highlight current international students.	Anesah	1-Sep-2021	1-Jun-2022	Execute sessions
9.7	Collaborate with local and partner 4-year schools regarding potential transfer students	Anesah	1-Sep-2021	1-Jun-2022	Reach out to 4-year partners and report back on results
9.8	Explore opportunities to formally partner with 4-year colleges to either host CCP students in their residence halls while enrolled at CCP	Anesah	1-Sep-2021	1-Jun-2022	Reach out to 4-year partners and report back on results
9.9	Explore opportunities to formally partner with 4-year colleges that do not have ESL programs	Anesah	1-Sep-2021	1-Jun-2022	Reach out to 4-year partners and report back on results

Additional Projects for Consideration

• Enhance Parent Communications by maintaining a database of self-reported parent e-mails in our CRM.  Explore the best method for collecting parent information. 
• Develop and execute an internal communication to CCP Faculty and Staff around upcoming events and past successes via CNews
• Identify and conduct outreach to businesses that have a tuition reimbursement program

Projects Requiring Additional Budgetary Commitment

Develop and implement a new student enrollment focused Student Ambassador Program 

• Draft a plan of the new student ambassador program, that will include responsibilities, policies, and protocols for the student team. It will identify specific job responsibilities including a regular schedule of on campus tours and support recruitment events as needed throughout the enrollment cycle. 
• Identify full-time staff to oversee the program.  
• Staff will be responsible for developing and executing a comprehensive training program. 
• Staff will recruit, hire, and train 8-10 students annually. Ensure that international students are represented. 
• Required budget dollars include student wages, branded CCP uniforms for all seasons and support for training.
  • $24,000 Student Wages
  • $2,000 CCP uniforms & name tags
  • $1,000 Training Support Funds 

Develop and implement an outbound calling program to engage inquiries and Applicants in an effort to increase overall yield and eventual enrollments.

• Write and execute an RFP for the out-bound calling process
• Outbound calling effort will focus on specific funnel populations including inquiries who have not applied, applicants who have not completed an app, accepted student who have not registered, applicants who have not completed FA, students who have stopped out in the past three years and no application on file, students who need placement
• Effort would also include surveying students on why they have not moved forward and compile this information for review