SEM 2008 Closing Seminar: Experienced SEM Professionals Discussion

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SEM 2008 Closing SeminarExperienced SEM
Professionals Discussion

• Jay W. Goff
• Missouri University of Science Technology
• Rolla, Missouri, USA
• http.//enrollment.mst.edu
• 1-573-341-4378

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SEM in ACTION Why Change the University Name?
Missouri ST will better define the university
as a leading technological research university.
We believe the new name will help to
differentiate this university in a highly
competitive university market and provide a
national competitive advantage. Dr. John F.
Carney, III Missouri ST Chancellor
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Rolla, MissouriThe Middle of Everywhere
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Missouri ST

• A Top 50 Technological Research University
• 6300 students 4900 Undergrad, 1400 Graduate
• 90 majoring in Engineering, Science, Comp.
  Science
• Ave. Student ACT/SAT upper 10 in nation
• 60 of Freshmen from upper 20 of HS class
• 20 Out of State Enrollment
• 96 5 Year Average Placement Rate within 3 months
  of Graduation
• Ave. Starting Salary in 2008 55,000

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Starting Salaries

• Undergraduate Graduate
• 2003 47,305 52,744
• 2004 46,567 52,945
• 2005 49,181 53,042
• 2006 51,059 58,120
• 2007 53,669 62,751
• 2008 55,975 63,640

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Advance SEM Topics

• Capacity and Student Life-cycle Focus
• SEM for Graduate Programs
• Student Assessment Plans
• Rankings how many students do they influence?
  (17 CIRP 2007)
• New Retention Research tenure vs. non-tenure
  faculty, SES matters
• Discount Rate Public Benchmarks
• Retention public/private merger
• College Going Rate

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CORE ENROLLMENT PRINCIPLES

• No Enrollment Effort is Successful without
  QUALITY Academic Programs to Promote
• Recruitment and Retention is an On-going,
  Multi-year PROCESS with Strong Access to Research
  and DATA
• 80 of Enrollments come from REGIONAL student
  markets for BS/BA degrees
• The Most Successful Recruitment Programs Clearly
  DIFFERENTIATE the Student Experience from
  Competitors Programs
• The Most Successful Retention Programs Clearly
  Address Students Needs and Regularly ENGAGE
  Students in Academic and Non-Academic Programs

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• If you dont know where youre going,
• any path will take you there.
• Sioux proverb

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The External Environment in which Colleges and
Universities Operate is Changing Quickly

• Dramatic changes in student markets.
• Public expectations for a wide variety of high
  quality student services.
• Greater needs for an institution-wide
  understanding of how to best react to the
  emerging student trends, needs and markets. 

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What is SEM?

• Strategic Enrollment Management (SEM) is defined
  as a comprehensive process designed to help an
  institution achieve and maintain the optimum
  recruitment, retention, and graduation rates of
  students where optimum is designed within the
  academic context of the institution. As such,
  SEM is an institution-wide process that embraces
  virtually every aspect of an institutions
  function and culture.
• Michael Dolence, AACRAO SEM 2001
• Research
• Recruitment
• Retention

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Todays Enrollment Manager

• Successful senior enrollment managers have to
  operate simultaneously on multiple levels. They
  need to be up to date, even on the cutting edge
  of technology, marketing, recruitment, the latest
  campus practices to enhance student persistence,
  and financial aid practices.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

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Hossler continued

• (Enrollment Managers) need to be able to guide
  and use research to inform institutional
  practices and strategies. Successful enrollment
  managers need to be good leaders, managers, and
  strategic thinkers.
• They have to have a thorough understanding of the
  institutions where they work and a realistic
  assessment of the competitive position in which
  it resides and the niche within which it can
  realistically aspire to compete. Furthermore, to
  be effective, enrollment managers must also have
  a sense of how public, societal, and competitive
  forces are likely to move enrollment-related
  policies and practices in the future.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

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Recruitment Issues

• The Major Demographic Shift is Underway
• Social Networks
• CRM
• STEM interest issues
• Stronger alignments with industry
• Finding new markets
• Graduate and Certificate Programs

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Retention Issues

• The new unified benchmark?
• Advantage of Tenured vs. Non-Tenured Faculty?
• Impact of Financial Aid
• SES Impact
• Engagement
• Impact of Greater Public Awareness
  www.collegeresults.org

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Research Plan How Data Is Used InStrategic
Enrollment Management

1. To determine institutional capacity
2. To improve retention
3. To build relationships with high schools and
   community colleges
4. To target admissions efforts and predict
   enrollments
5. To recommend changes to admissions policy
6. To examine issues of how best to accommodate
   growth
7. To improve the educational experience of students
8. To identify needs of unique student groups
9. To project and plan for student enrollment
   behavior
10. To determine financial aid policies
11. To assess student outcomes

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Indiana University
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SEM Operational Definition

• Strategic enrollment management (SEM) is an
  institution's program to shape the type and size
  of its student body in accordance with its
  educational mission and fiscal requirements.
• ALIGNMENT SEM centers on the integration and
  improvement of traditional student services, such
  as recruitment, admissions, financial aid,
  registration, orientation, academic support, and
  retention. It is informed by demographic and
  institutional research, and advanced by media
  messages and public relations. Ideally, SEM
  embraces all departments and functions in a
  comprehensive framework to best serve the student
  and hence the institution.
• Jim Black, 2003, AACRAO SEM

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Traditional Core SEM Activities

• Determining, Achieving and Maintaining Optimum
  Enrollment
• Establishing Clear Enrollment Goals
• Projecting Future Enrollments
• Promoting Student Success
• Enabling the Delivery of Effective Academic
  Programs
• Generating Tuition
• Enabling Financial Planning
• Increasing Organizational Efficiency
• Improving Service Levels

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Pricing
Institutional Research
Strategic Planning
Admission Recruitment
Academic Policies
Housing
Alumni and Development
Teachin Learning
Mental Health Services
Campus Life
Social Support Programs
Assessment of Student Learning
Student Success
Academic Support Programs
Career Planning
Institutional Policies
External Engagement
Marketing
Institutional Effectiveness
Recors and Registration
Financial Aid
Budgeting
Academic Programs
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Core Objectives of SEM

• Make Enrollment Programs be Mission Driven
• Institutional Culture of Student Success
• Integrated in the Institutions Strategic Plan
• Involves Everyone at the Institution
• External Partnerships
• Assess and Measure Everything
• Clear Enrollment Goals Based on Institutional
  Capacity and Plan
• Maintain Appropriate Academic Programs
• Creativity and Look Outside of Higher Education
  for Best Practices
• Appropriate Utilization of Technology to Enhance
  Service

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The IHC Orientation to SEM

• Institutions embracing SEM must start with
• Organizational Structure
• Philosophical Orientation (Academic vs. Student
  Affairs)
• IHC Positioning cannot happen until the first two
  are established.

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SEM helps Define and Refine Institutional Vision

• Forces institutions to clarify their Market
  Position
• Builds a comprehensive enrollment management plan
• Focuses on strategies that will ensure colleges
  or universities define and meet their objectives
• Engages students using creative recruitment,
  marketing, and retention strategies
• Forges dynamic alliances across administrative
  departments including- Marketing, Admissions,
  Registration, Financial Aid, Student Services,
  Recruitment, Retention, Orientation, Academic
  Support, and Information Services
• AACRAO SEM 2003

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Common Goals of SEM

• Stabilize, Growing, or Reducing Enrollments
• Increase Student Access and Diversity
• Reduce Vulnerabilities
• Align EM with Academic Programs
• Predict and Stabilize Finances
• Optimize Resources

• Evaluate Strategies and Tactics
• Improve Services
• Improve Quality
• Improve Access to Information

Adapted from Jim Black, 2003
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Major Gaps in Many EM Plans

• Focus has been on simply increasing enrollment
  numbers.
• Student success defined as retention rates (does
  not address many of the reasons students attend
  post secondary education)
• Students recruited based on their probability of
  graduating the student profile. (This may be
  acceptable for private selective institutions but
  most public institutions, especially community
  colleges, do not recruit based on a students
  probability of succeeding.)
• Organizational structure, while establishing
  institutional commitment to a concept, does not
  address institutional culture.
• Most S.E.M. plans sit outside of the overall
  institutional strategic plan thereby being both
  marginalized and not including in the overall
  institutional priorities.

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SEM Success Innovation Models

• RETENTION PLAN Syracuse Univ., Youngstown State
  U
• RECRUITMENT PLAN University of Nebraska
• FINANCIAL AID Muhlenberg College
  http//www.muhlenberg.edu/admissions/aid.html
• STRUCTURE RESPONSIBILITIES Univ of Cincinnati
• ENVIRONMENTAL SCAN Slippery Rock University
• BRANDING Washington State University
• CAMPUS VISIT Ferris State University
• ORIENTATION Missouri Univ. of ST
• CO-OP/INTERNSHIPS WPI
• Learning Disabled Southern Illinois Univ
  Carbondale
• Supplemental Instruction Univ of Missouri
  Kansas City

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The Power of Alignment
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Getting Started with SEM

• The following four steps are fundamental to the
  development of a comprehensive recruitment and
  retention Plan
• Determine the institutions capacity to serve
  students by degree program and types of students
  (traditional, non-traditional, graduate, etc.)
• Establish Goals need to be agreed upon by all
  involved
• Formulate Strategies based on data
• Develop action plan with tactics and an
  operational calendar
• What exactly is going to be done
• When will it be completed
• Who is responsible
• How much will it cost
• How will you know if it has been accomplished
  (evaluation)

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Classroom Utilization
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What is included in a Comprehensive SEM Plan?

1. Strategic Framework Mission, Values, Vision
2. Overview of Strategic Plan Goals Institutional
   Capacity
3. Environmental Scan Market Trends Competition
   Analysis
4. Evaluation and Assessment of Position in Market
5. Enrollment Goals, Objectives, Assessment
   Criteria
6. Marketing and Communication Plan
7. Recruitment Plan
8. Retention Plan
9. Student Aid and Scholarship Funding
10. Staff Development and Training
11. Student/Customer Service Philosophy
12. Process Improvements and Technology System
    Enhancements
13. Internal Communication and Data Sharing Plan
14. Campus wide Coordination of Enrollment Activities

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Benchmarking

• Determine Competitors Comparators
• www.collegeresults.com
• College Board Institutional Comparison
• US News (United States)
• McCleans (Canada)
• Higher Ed Times (Great Britain)
• Shanghi Jiaotong (China)

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BENCHMARKING RESOURCES

• www.act.org (retention study and tracking charts,
  labor and education policy/tends)
• www.ama.com (marketing trends and applications)
• www.collegeboard.org (student psychographics
• www.collegeresults.org (four-year retention
  benchmarking)
• www.educationalpolicy.org (retention calculator)
• www.nces.gov (2007 Digest of Education
  Statistics)
• www.higheredinfo.org (college participation
  rates)
• www.noellevitz.com (funnel analysis)
• www.stamats.com (teen and parent trend analysis)
• www.wiche.org (student projections)
• www.educationtrust.org (k-18 environmental scans
  and best practices)
• www.lumina.org (k-18 research and public policy
  analysis)
• www.greentreegazette.com (higher education issues
  and news)
• www.pewinternet.org (communication and internet
  trends)
• www.postsecondary.org (education trends and
  issues reports)
• www.communicationbriefings.com (tactics and
  analysis)
• Chronicle of Higher Education August Almanac
• Recruitment and Retention in Higher Education

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Recruitment Plan

• What submarkets are being addressed by who, when
  and how
• Pre-College Activities (camps, visits, etc)
• Freshmen
• Transfers
• Graduate Students
• Sub-Markets traditional vs non-traditional
• Special Degree or Certificate Programs

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Environmental and Market Trend Scans
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Over 4200 Colleges UniversitiesHeavy
Competition for StudentsNumber of Colleges and
Universities

• SOURCE U.S. Education Department
• http//chronicle.com Section The 2007-8
  Almanac, Volume 54, Issue 1, Page 8

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Undergraduate Enrollment by Attendance Status
1986-2016
College Board, 2007
Source U.S. Department of Education
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WICHE, 2008
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National vs. Regional Trends
WICHE, 2008
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College Going Rate Continues to Decline
WICHE, 2008
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Factors Most Noted in Choosing a College

• Majors Career Programs Offered
• Location/Campus Characteristics
• Cost/Affordability
• Campus Size/Safety
• Characteristics of Enrolled Students
• Selectivity

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National Student Success Trends
ACT, 2007
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Financial considerations the most common reason
for leaving college
SOURCE ELS2002 A First Look at the Initial
Postsecondary Experiences of the High School
Sophomore Class of 2002 (National Center for
Education Statistics)
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The Golden Circle for Recruitment 70 enroll
within 140 miles of home 80 enroll in home state
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FS2007 First Time College Domestic Enrollment
Yield
   
   


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SOURCE US Dept. of Education 2005
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Future Students Demographic and Population
Changes

• Fewer first-time, traditional students in the
  overall pipeline until between 2015 -- while
  older population is growing
• More students of color
• More students of lower socioeconomic status
• More students unprepared college level work

WICHE, 2003 2008
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NATIONAL Shift Impacts on Higher Education

• Nationally, in 2009-10 the number of high school
  graduates will begin a gradual decline.
• The proportion of minority students is increasing
  and will account for about half of school
  enrollments within the next decade.
• High school graduates in the future will include
  higher percentages from families with low
  incomes.
• Knocking at the College Door Projections of High
  School Graduates by State, Income, and
  Race/Ethnicity, WICHE 2008.

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Labor Demand vs. Student Interests

• Source U.S. Department of Labor, Bureau of
  Labor Statistics, www.bls.gov/emp/home.htm

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New Students Intended Major 1976-77 to 2006-07
SOURCE CIRP
College Board, 2007
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gt 5
SOURCE ACT
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Missouris 2004-05 Student Funnel for All
Engineering Fields

• High School Seniors 61,378
• High School Graduates 57,573
• ACT Testers/College Bound 42,862
• Any Engineering Interest, all scores 1,599
• Engineering Interest, 21 comp. score 1,102
• (21 MO average score / 50)
• Engineering Interest, 24 comp. score 807
• (24 UM minimum for auto admission)
• UMRs Freshmen Engineering Majors 520
• from Missouri

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Some Trends that have not Changed The Golden
Circle for Recruitment 70 enroll within 140
miles of home 80 enroll in home state
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In-state vs. out-of-state freshmen recruitment
funnel ratios
SOURCE Noel Levitz 2006 Admissions Funnel Report
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SOURCE College Board, 2007
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Constant Growth in One Demographic Market
Adults Over 60
SOURCE US Census Bureau
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PARTICIPATION IN REMEDIAL EDUCATION Percentage of entering freshmen at degree-granting institutions who enrolled in remedial courses, by type of institution and subject area Fall 2000
                                                                                                                              
NOTE Data reported for fall 2000 are based on Title IV degree-granting institutions that enrolled freshmen in 2000. The categories used for analyzing these data include public 2-year, private 2-year, public 4-year, and private 4-year institutions. Data from private not-for-profit and for-profit institutions are reported together because there are too few private for-profit institutions in the sample to report them separately. The estimates in this indicator differ from those in indicator 18 because the populations differ. This indicator deals with entering freshmen of all ages in 2000 while indicator 18 examines a cohort (1992 12th-graders who enrolled in postsecondary education).
SOURCE Parsad, B., and Lewis, L. (2003). Remedial Education at Degree-Granting Postsecondary Institutions in Fall 2000 (NCES 2004010), table 4. Data from U.S. Department of Education, NCES, Postsecondary Education Quick Information System (PEQIS), Survey on Remedial Education in Higher Education Institutions, fall 2000.
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SOURCE http//www.postsecondary.org/archives/Post
ers/192Chart1.pdf
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COLLEGE COST COMPARISON
SOURCE The College Board 2006, MAP TIME,
November 6, 2006
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Projected State and Local Budget Surplus (Gap) as
a Percent of Revenues, 2013
Source NCHEMS Don Boyd (Rockefeller Institute
of Government), 2005
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College Board, 2007
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College Board, 2007
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Female Enrollments Exceed 57 of All College
Students
SOURCE NCES, The Condition of Education 2006,
pg. 36
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SOURCE ACT EIS
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Psychographic FACTOIDLandline telephones are
still a lifeline for teen social life
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Girls continue to lead the charge as the teen
blogosphere grows

• 28 of online teens have created a blog, up from
  19 in 2004.
• Overall, girls dominate the teen blogosphere 35
  of all online teen girls blog, compared with 20
  of online teen boys.
• This gender gap for blogging has grown larger
  over time. Virtually all of the growth in teen
  blogging between 2004 and 2006 is due to the
  increased activity of girls.
• Older teen girls are still far more likely to
  blog when compared with older boys (38 vs. 18),
  but younger girl bloggers have grown at such a
  fast clip that they are now outpacing even the
  older boys (32 of girls ages 12-14 blog vs. 18
  of boys ages 15-17).
• SOURCE PEW 12/19/2007

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HOMESCHOOLED STUDENTS Number and distribution of school-age children who were home schooled, by amount of time spent in schools 1999 and 2003
                                                                                                                              
NOTE Detail may not sum to totals because of rounding. Homeschooled children are those ages 517 educated by their parents full or part time who are in a grade equivalent to kindergarten through 12th grade. Excludes students who were enrolled in public or private school more than 25 hours per week and students who were homeschooled only because of temporary illness.
SOURCE Princiotta, D., Bielick, S., Van Brunt, A., and Chapman, C. (2005). Homeschooling in the United States 2003 (NCES 2005101), table 1. Data from U.S. Department of Education, National Center for Education Statistics, Parent Survey of the National Household Education Surveys Program (NHES), 1999 and Parent and Family Involvement in Education Survey of the NHES, 2003.
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MOBILITY OF COLLEGE STUDENTS Percentage of freshmen who had graduated from high school in the previous 12 months attending a public or private not-for-profit 4-year college in their home state Fall 2006
                                                                                                                                                                  
NOTE Includes first-time postsecondary students who were enrolled at public and private not-for-profit 4-year degree-granting institutions that participated in Title IV federal financial aid programs. See supplemental note 9 for more information. Foreign students studying in the United States are included as out-of-state students. See supplemental note 1 for a list of states in each region.
SOURCE U.S. Department of Education, National Center for Education Statistics, Fall 2006 Integrated Postsecondary Education Data System (IPEDS), Spring 2007.
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Top Twenty Graduate Degrees Searched for on
gradschools.com since 2004

• 11. Physician Assistant
• 12. Sports Administration
• 13. MBA
• 14. Fine Arts
• 15. International Relations
• 16. Art Therapy
• 17. Counseling Mental Health Therapy
• 18. Public Health
• 19. Educational School Counseling
• 20. School Psychology

1. History
2. Physical Therapy
3. Journalism Communications
4. Social Work
5. Fashion Textile Design
6. Clinical Psychology
7. Law
8. Architecture
9. Biology
10. Creative Writing

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HIGHEST ADVANCED DEGREE ATTAINED Percentage of 199293 bachelors degree recipients who had earned an advanced degree by 2003, by bachelors degree field of study and highest degree attained
                                                                                                                              
Rounds to zero.
NOTE Masters degrees include students who earned a post-masters certificate. First-professional programs include Chiropractic (D.C. or D.C.M.), Pharmacy (Depart), Dentistry (D.D.S. or D.M.D.), Podiatry (Pod.D. or D.P.), Medicine (M.D.), Veterinary Medicine (D.V.M.), Optometry (O.D.), Law (L.L.B. or J.D.), Osteopathic Medicine (D.O.), or Theology (M.Div., M.H.L., or B.D.). Detail may not sum to totals because of rounding.
SOURCE U.S. Department of Education, National Center for Education Statistics, 1993/03 Baccalaureate and Beyond Longitudinal Study (BB93/03), previously unpublished tabulation (September 2005).
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Trends Summary

• Decreasing numbers of high school graduates in
  the Midwest and Northeast
• Declining percentage of high school graduates
  pursuing higher education directly out of high
  school
• Increasing numbers of freshmen choosing to start
  at community colleges
• Increasing diversity and financial need of future
  high school graduates
• Increasing dependence on student loans and a
  larger percentage of household income needed to
  pay for college
• Continued growth in the college student gender
  gap
• Ongoing interest declines for non-biology STEM
  majors

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SEM Strategies for Success

1. Increase the College Going Rate
2. Increase Retention
3. Reach-out Further
4. Increase College Participation in Primary Markets
5. Look for Post Retirement Student Opportunities -
   Certificate Programs
6. Focus on Transfers from 2-year Colleges
7. Further develop Graduate Outreach and Graduate
   Certificate Programs

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The Entire Campus Must be Engaged in the Solution

• Changing demographics is not simply an issue for
  enrollment managersand enrollment managers
  cannot do magic to perpetuate the status quo.
• Trustees, presidents, deans, faculty, and other
  administrators need to engage in some serious
  strategic planning to project manageable goals,
  not only from the institutions perspective, but
  also from the perspective of providing access and
  opportunity to this new group of students.
• SOURCE College Board. (2005). The Impact of
  Demographic Changes on Higher Education

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A Significant Challenge

• Creating a unified SEM structure is complicated
  by the fact that the university is structured to
  be decentralized and protect academic units from
  environmental shifts (such as what occurs in
  enrollments).
• Most faculty do not know about (and even more do
  not understand the importance) of strategic
  enrollment management.
• The faculty need to know the difference!

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Faculty SEM Needs

• Faculty need information/data start with
  Deans/Chairs.
• EX student demand for general education courses
• Help predict workload ( of student by program)
• Admissions and Student Profile Trends What are
  their learning needs and classroom expectations?
• What are issues with international recruitment
  and admissions
• Identification of roadblocks or obstacles keeping
  students from graduating.
• Effective recruiting strategies and the facultys
  role

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How to Engage Faculty

• Reach out, invite, feed
• Provide information
• Understanding Current Students needs/activities
  (psychographics)
• Understanding Helicopter Parents
• Ask for Departments to determine their capacity
  to serve with current resources
• Ask for a desired student profile
• GRAD PROGRAMS Ask for preferred top 10 feeder
  schools

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Student Services SEM Needs

• Building the Caring Campus atmosphere depends
  on Student Services understanding of the
  students needs and the institutions performance
  goals
• The Campus Visits impact on Recruitment
• Retention implications Outside of the classroom,
  largest interaction with students
• Learning New Students Profile and College
  Expectations and Needs for Outside of Class and
  best matching the campus servicesplus dealing
  with Helicopter Parents ?
• Understanding how to serve the Needs of
  Institutions Targeted Student Markets
• Knowing new students previous co-curricular
  experiences in high school, at the community
  college, or through work.

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SEM Professionals Use and SHARE Data

• Become a data expert
• Translate the data into a form and with messages
  attached that engage the interests of faculty and
  administrators
• Train your staff to use data and expect them to
  use it
• Share data and invite others to help you
  interpret it

Michael Hovland, 2006
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Core SEM Reports

• Weekly Funnel Reports
• Key Performance Indicators (KPIs)
• Annual Environmental Scans SWOT updates
• New Student Profiles Prior to Start of Classes
• Student Profile after Census Date
• Admission Yield Reports by Major, Ethnicity,
  Gender, Geography, Date of Application
• Re-enrollment Reports by Ethnicity, Gender,
  Geography, GPA, ACT/SAT Scores, HS GPA Class
  Rank and Financial Income.

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What do SEM Leaders Read?

• In addition to ACT, College Board AACRAO SEM
  publications..
• Chronicle of Higher Education
• Greentree Gazette
• University Business
• Inside Higher Ed (like Chronicle, but free)
• ACT News You Can Use (www.act.org)
• Google News Search University Enrollment
• Postsecondary Education OPPORTUNITY
• State Economic Demographic Reviews (OSEDA)
• Anything by Michael Dolence, Tom Mortenson, Bob
  Bontager, David Kalsbiek, Bob Sevier, Richard
  Whitesides, Bob Johnson, Stan Henderson, and Jim
  Black
• Much, much more

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Strategic Enrollment Management Plan 2007-2011

• Increase Success of Students
• Retention Rates
• Graduation Rates
• Increase College Going Rate Access
• Access Affordability
• Pipeline of College Ready Students
• Strategic Partnerships
• Outreach/Education
• Scholarships
• Expanding Current Markets Capturing New Markets
• Out-of-state students
• Transfer Students
• Female Students
• Underrepresented Minority Students
• International Students
• Graduate Students
• Nontraditional Students