Rappahannock Community College Institutional Priorities for 2019-2020

1.      Enrollment Stabilization

  1. Enrollment Management
    • What are your college’s enrollment management goals?

RCC has adopted an Enrollment Management Plan called “Recruit, Retain, and Re-Engage.” The Plan’s overarching goal is to develop and support a sustainable integrated system that maximizes student access and success, maintains fiscal stability, and allows the college to anticipate scheduling needs.

The first goal in the plan addresses enrollment. It is as follows:

Provide access to high quality educational experiences by recruiting and enrolling more students.

The following are selected objectives related to goal one:

  1. Increase RCC Fall admissions applications by 5% in Fall 2020 over Fall 2018.

Baseline Data: Fall 2017, 1433 to Fall 2018, 1502 an increase of 5% (69)

  1. Increase RCC application to enrollment yield to 52% in Fall 2020.

Baseline Data: Fall 2017, 46% (665); Fall 2018 48% (721)

  1. Increase institutional scholarships awarded to 500 in 2020-21.

Baseline Data: 2016-17, 408; 2017-18 476 (up 17%); 2018-19, 488 (up 2.5 %)

  1. Increase student headcount and FTE by 2% in 2020-21 over 2018-19

Baseline Data: HC 2016-17, 2071; 2017-18 2035 (down 2%); 2018-19 1965 (down 3%)

FTE 2016-17, 990; 2017-18 987 (down 0.3 %); 2018-19 972 (down 2%)

  1. Increase full-time student headcount and FTE by 2% in 2020-21 over 2018-19

Baseline Data: HC 2016-17, 647; 2017-18 673 (up 4%); 2018-19 650 (down 3%)

FTE 2016-17, 646; 2017-18 659 (up 2%); 2018-19 640 (down 3%)

  1. Increase RCC enrollment penetration rate in Service Region Counties to 40% in 2020-21. Working definition is to increase the RCC percentage of service region students enrolled in Virginia colleges.

Baseline Data: 2016-17, 40% ; 2017-18 39% ; 2018-19 38%

  1. Increase enrollment of Workforce students in credit programs by 15% (to 28) in 2020-21

Baseline data:  2016-17—(27); 2017-18—(23); 2018-19—(24)

  1. Increase enrollment of students in Workforce programs by 20% (to 145) in 2020-21

Baseline data:  2016-17—(32); 2017-18—(63); 2018-19—(121)

The following initiatives will be researched and implemented in 2019-2020 to increase enrollment:

  • Credit for Prior Learning
  • Home School Dual Enrollment Academy
  • Diesel Technology expansion
  • Summer melt strategies
  1. Retention
    • What are your college’s goals for improving fall-to-spring and fall-to-fall retention?

The second goal in the Enrollment Management plan is related to retention: Increase RCC completion numbers and rates by retaining more students until program graduation.

  1. Increase Fall to Spring retention rate for full-time degree students to 86% (Fall 19 cohort)

Baseline Data: Fall 15 cohort, 84%; Fall 16 cohort, 80%; Fall 17 cohort, 83%

  1. Increase Fall to Spring retention rate for part-time degree students to 71% (Fall 19 cohort)

Baseline Data: Fall 15 cohort, 60%; Fall 16 cohort, 67%; Fall 17 cohort, 69%

  1. Increase Fall to Fall retention rate for full-time degree students to 67% (Fall 19 cohort)

Baseline Data: Fall 15 cohort, 59%; Fall 16 cohort, 56%; Fall 17 cohort, 63%

  1. Increase Fall to Fall retention rate for part-time degree students to 40% (Fall 19 cohort)

Baseline Data: Fall 15 cohort, 43%; Fall 16 cohort, 47%; Fall 17 cohort, 32%

The following initiatives will be researched and implemented in 2019-2020 to improve retention:

  • Professional Advising and Coaching
  • Home School Dual Enrollment Academy
  • Online Course Quality Improvement
  • Summer melt strategies
  1. Progress and Completion
    • What are your college’s goals for increasing completion of workforce credentials, certificates, and degrees?
  2. Increase graduates in all programs by 3% in 2019-20 over 2018-19

Baseline Data: 2016-17 603; 2017-18 620 (3% increase); 2018-19 638 (3% increase)

  1. Increase iPEDS graduation rate for 150% Full-time/First-time degree students to 40% (Fall 16 cohort)

Baseline Data: Fall 2012 cohort 28%: Fall 2013 cohort 32%; Fall 2014 cohort 36%      (comparison group was 25%)

  1. Increase industry-recognized credentials to 800 in FY20.

                         Baseline Data: FY16 346; FY17 445; FY18 707 (as of 6/26/29)

  1. Increase workforce credentials earned by 20% (to 155) in 2020-21

                        Baseline data:  2016-17—(38); 2017-18—(70); 2018-19—(129)

RCC applied for slightly increased Fast Forward funds to help with advisor/administrative work required for this program.  We feel this is needed to help gain students, but our funding for 2019-20 was decreased.  Nonetheless, RCC will continue to add qualified credentialing programs and increase numbers through new facilities in Westmoreland and New Kent.   RCC expects to meet the Chancellor’s goals stated for increased awards.

  • What are your college’s goals for increasing completion of AA/AS prior to transfer?

RCC intends for the RRR initiative to help with degree completion before transfer, because of the intense relationship with advisors and improved communication between departments.  RCC intends to increase awards before transfer by 3% (from 206 awards in 2018-2019 to 212 in 2019-20).

  • What are your college’s goals for increasing retention and completion of underserved populations (first generation, minority, low-income, and adult students)?

RCC is not fully serving the post-secondary population. Some counties have as high as a 55% non-college-going rate post high school. RCC’s penetration rate has decreased in some of those counties. The RRR plan is geared towards bringing in more of that audience, which includes a high percentage of this population, assigning them intensive advising, and mentoring them towards completion.  RCC intends to increase its penetration rate to 40%.

2.      Administrative Strength

  1. Sustainability
    • What efforts will your college undertake to enhance its financial sustainability?

RCC has already implemented an advising model that is more intrusive and the College has three success coaches. This model will be further enhanced this year and retention should improve. RCC has also received local funding as well as VCCS funding to expand the career coach program. Increased enrollment should result from having more career coaches in area high schools. 

  1. Fundraising/Resource Development
    • What are your college’s fundraising goals for the upcoming year? For what purposes?

The College will continue its annual giving drive, but is in the silent phase of a 50th Anniversary Campaign supporting four goals: Student Success to endow the Advising Specialist position; an endowed nursing faculty position for program expansion; general scholarship funds; and unrestricted funds.  We have $1.5 million in gifts and pledges, and more in process.  The Foundation has over $11.6 million in assets.

  • What are your college’s other resource development goals?

RCC is partnering with New Kent and four other counties to build a new Diesel Mechanic training facility, which has received assistance from the Chancellor.  RCC is active in writing and partnering on grants to support workforce training.

  1. Shared Services
    • How will your college contribute to the goal of achieving efficiencies through shared services?

RCC struggles with the results of this arrangement. RCC will continue to work to understand processes and participate. It will share its expertise and time to make things better. At present, it is discouraging that employees’ time on task is expanded and the model shows no sign of becoming fiscally advantageous to the College.

3.      Leadership and Innovation

  1. Innovation
    • What will your college do to support the strategic direction(s) of VCCS during the upcoming year? (i.e., direct enrollment pilot, talent pipeline development, innovative partnerships)

RCC will continue to be an early adopter, lend the expertise of its employees, and participate in trainings.

  1. Community and Civic Engagement
    • How are you providing leadership in your community? How will this change in the next two years?

RCC is proud of its role in the community as a convener and facilitator of economic development activity, a partner on grant projects, and a community talent developer through programs such as Lead River Counties and the RCC Educational Consortium for all the school systems.

  1. New Program Development
    • Where do you see opportunities for new certificate, degree, and FastForward programs to meet workforce and transfer needs in your community?

RCC sees opportunities for more short-term training opportunities that will provide credentials and pathways to credit level programs. This pattern would serve the underserved populations that RCC must seek to serve more.

  1. Diversity
  • What are your long-term plans for diversifying faculty, staff, and administrative leadership at your college?

RCC is deliberate in its search processes and has made great progress in diversifying its workforce, particularly faculty and staff.  Several minority employees have been mentored and have been receiving RCC tuition assistance to earn advanced degrees. Of these, two have recently been promoted internally. The College has a vision for growing some internal employees so that they may be strong candidates for future administrative positions at RCC. RCC is also looking forward to implementing the Search Advocates program.

4.      Other Goals (Optional)

  1. RCC is enhancing campus safety and security this year; and
  2. The College is expanding its use of technology to improve efficiencies.