Strategic Enrollment Management (SEM)

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Recruitment and Retention


Northeast State shall be a premier learning-centered institution whose students and graduates will be among the best-prepared individuals to meet current and emerging needs.


Northeast State is an open-access, public, comprehensive community college that advances lifelong learning and strengthens the economic and social/cultural aspects of the community. To facilitate teaching, learning, service, and student success, the College provides innovative, high-quality, and relevant associate, certificate, and career-focused educational programs and services. Programming and comprehensive support services are offered through varied delivery systems and at multiple campuses throughout its primary service area of Carter, Johnson, Sullivan, Unicoi, and Washington Counties. Within all aspects of its operations, Northeast State serves the public’s interest through the judicious use of fiscal, human, and physical resources and through the provision of safe and secure campuses.


Northeast State Community College embraces these values:


We value respect and provide an environment of inclusiveness, cooperation, and diversity.


We value responsibility and promote integrity, accountability, and excellence in teaching, learning, and services.


We value responsiveness and facilitate personal, professional, and economic growth.

Northeast State Community College Strategic Goals

Goal 1: Increase accessibility to educational and public service programs

Goal 2: Promote student success through enhanced retention, graduation, and career-development efforts

Goal 3: Provide quality programs and services that are recognized for excellence

Goal 4: Demonstrate institutional accountability, resourcefulness, and efficiency through the continuous assessment, planning, and implementation process

Executive Overview

Northeast State Community College’s (NeSCC) Strategic Enrollment Management Committee was formed as a standing committee of the college during the fall semester of 2019 as a response to establish enrollment strategies that support student success.
The purpose of a Strategic Enrollment Management (SEM) plan is to develop, implement, and maintain deliberate efforts that support both recruitment and retention efforts, as part of the College’s synergy approach to enrollment growth. SEM is not a novel concept to higher education. In fact, strategic enrollment management has been utilized in higher education for more than 40 years in analysis, plan development, implementation, and marketing strategies to influence academic programs, student services, and workforce development needs. NeSCC is committed to a collaborative and comprehensive approach that aligns ongoing and new internal strategic initiatives with the environment for enrollment support. We define our connective plans as a model of synergy. Fundamental to the Strategic Enrollment Management (SEM) plan are core principles that guide the institution’s strategic enrollment planning.

NeSCC’s SEM plan development is attentive of the following principals:

  • SEM goals will align with the institution’s Vision, Mission, and Values, while supporting the overarching Strategic Plan
  • Other strategic initiatives, such as NeSCC’s Strategic Plan, ATD, and QEP are connected within the SEM framework
  • Institutional collaboration across the campus is critical to NeSCC’s ability to meet established SEM goals
  • Attention will be given to the fiscal impact of SEM goals and associated plans to accomplish those goals before the goal is concluded
  • The entirety of SEM was developed through data collection, analysis, and used when establishing institutional enrollment goals, assessing strategies and tactics
  • Student success is at the heart of what we do

The continuance of the model of Student Success Synergy integrates the College’s Strategic Plan, Achieving the Dream (ATD) initiatives, and Quality Enhancement Plan (QEP) with the Strategic Enrollment Management (SEM) plan. The intent is to synchronize these plans to support each initiative and promote a positive increase in recruitment and retention of students. SEM is a collaborative approach and is designed to produce multiple positive enrollment outcomes that supports student success.

During the planning phases, major opportunities and challenges were identified that guided the comprehensive scope of a three pronged approach to strategic enrollment management. Combined with the Tennessee Board of Regent’s SEM requirements and professional guidance with AACRAO consulting, achievable goals, strategies, and tactics were developed. It is important to note that the current uncontrollable enrollment barriers, economic influences, service region’s population decline, and the unforeseen COVID-19 pandemic call for the SEM plan to be an adaptive model of continuous improvement. 

SEM Plan

Strategic Enrollment Management Goals

Goal 1: Increase overall recruitment of traditional and non-traditional students

Goal 2: Increase fall-to-spring and fall-to-fall retention rates for traditional and non-traditional students

Goal 3: Support institutional financial needs through enrollment growth consistent with the mission, vision, values, and strategic goals

SEM Leads

Brandon Dotson, Chair
Dean of Enrollment Management and Executive Director of Recruitment  

Amanda Adams
Director of Marketing  

Linda Calvert
Vice President for Administration & Grant Development  

Mary Chambliss
Director of Financial Aid  

Kathy Coleman
Director of Retention & Dean of Advising  

Josh Crowder
Project Manager for Institutional Excellence

 Deborah Fillers
District Coordinator of Adult Education  

Larry Hatfield
Special Assistant to the President for Safety, Security & Plant Operations  

Pashia Hogan
Assistant Vice President, Multi-Campus Programs  

Jane Honeycutt
Assistant Vice President for Teaching Excellence & Academic Services

Connie Marshall
Interim Vice President for Academic Affairs

Jeannie Noonkester

Sam Rowell
Vice President for Economic and Workforce Development