Strategic Enrollment Management KCTCS Big E Symposium

Strategic Enrollment ManagementKCTCS Big E Symposium

Bob Bontrager

April 30, 2013

KCTCS • Strategic Enrollment Management Presentation • April 30, 2013 2

AACRAO

American Association of Collegiate Registrars and Admission Officers

Nonprofit professional association based in Washington, DC

100 years, 11,000 members, 2,500 institutions, 40 countries

Areas of expertise Strategic enrollment management Enrollment service operations Recruitment and retention strategies Financial aid utilization Academic /administrative coordination and collaboration Technology Implementations


Introductions

Bob Bontrager, Ed.D.

AACRAO Senior Director of AACRAO Consulting and SEM Initiatives Since 2007

Institutions Oregon State University: Associate Provost for Enrollment Management

(President’s Cabinet), Director of Admission and Orientation, Graduate Faculty, Director of Partnership Programs

Eastern Mennonite University: Vice President for Enrollment Management (President’s Cabinet)

Arizona State University: Assistant Registrar


Presentation Outline

Core Concepts of Strategic Enrollment Management

Focus on Retention

Implementing SEM


The Core Concepts of SEM


What is Strategic Enrollment Management (SEM)?

Strategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students’ educational goals.


The Purposes of SEM are Achieved by…

Establishing clear goals for the number and types of students needed to fulfill the institutional mission

Promoting students’ academic success by improving access, transition, persistence, and graduation

Promoting institutional success by enabling effective strategic and financial planning

Creating a data-rich environment to inform decisions and evaluate strategies


The Purposes of SEM are Achieved by…

Improving process, organizational and financial efficiency and outcomes

Strengthening communications and marketing with internal and external stakeholders

Increasing collaboration among departments across the campus to support the enrollment program


The Core Concepts of SEM

Feedback & Discussion


Focus on Retention


Recruitment/ Marketing

Admission

OrientationCo-curricular

Support

Academic Support

RetentionFinancial Support

Classroom Experience

The Student Success Continuum

Student’s University CareerAttain

Degree/Goal

Completes SEP

Books in stock at Bookstore

Library Orientation

Effective degree audit

Effective Early Alert program

Faculty Letter of Recommendation /

intro to network

Effective Orientation

Good impression from

campus visit Talk to Univ. Rep / Employer

Intrusive Counseling

Meet with college outreach professional

Attends Lecture Series

Join club / participate in student

org

Connecting with faculty outside

classroom

Clean petition process

User-friendly application

process

Leverages Learning Center resources

Powerful learning experience in classroom

Financial Aid Support

Successful Completion

Get accurate perception from HS counselor

Placement Test Prep

PROGRESSENTRY COMPLETION

Potential First Time Student

CONNECTION


Traditional Enrollment Perspective


Admission


Support

Academic Support




Student’s University CareerAttain

Degree/Goal


SEM Perspective


Admission


Support

Academic Support




Student’s University Career AttainDegree/Goal


SEM Perspective


Admission


Support

Academic Support




Student’s University Career AttainDegree/Goal


Retention Example

Rethinking Admissions Criteria:Noncognitive Assessment


What is Noncognitive Assessment?

Noncognitive Variables1. Self- Concept

2. Realistic Self- Appraisal

3. Handling System/Racism

4. Long- Range Goals

5. Leadership

6. Strong Support Person

7. Community

8. Nontraditional LearningDr. William Sedlacek


1. OSU: enrollment growth selective admissions

2. Affirmative action challenges

3. Limitations of traditional admission criteria

4. Data

Why consider noncognitive assessment?

College Board * OSU Data(Correlation with 1st Yr OSU GPA; R-Squared Values)

AfAm APA Hisp NatAm Cauc Total

HS 0.08 0.14 0.12 0.18 0.14 0.15GPA 0.12 0.28 0.15 0.38 0.29 0.28

SAT 0.09 0.15 0.07 0.12 0.10 0.130.04 0.23 0.004 0.17 0.15 0.14

GPA+ 0.14 0.23 0.19 0.30 0.20 0.23SAT 0.15 0.37 0.17 0.46 0.33 0.31


Insight Resume 1. Community service

Explain what you have done to make your community a better place to live. Give examples of specific projects in which you have been involved over time.

2. Handling systemic challengesDescribe your experiences facing or witnessing discrimination. Tell us how you responded and what you learned from those experiences and how they have prepared you to contribute to the OSU community.

3. Goals/task commitmentArticulate the goals you have established for yourself and your efforts to accomplish these. Give at least one specific example that demonstrates your work ethic/diligence.


Insight Resume4. Leadership/group contributions

Describe examples of your leadership experience in which you have significantly influenced others, helped resolve disputes, or contributed to group efforts over time. Consider responsibilities to initiatives taken in or out of school.

5. Knowledge in a field/creativityDescribe any of your special interests and how you have developed knowledge in these areas. Give examples of your creativity: the ability to see alternatives; take diverse perspectives; come up with many, varied, or original ideas; or willingness to try new things.

6. Dealing with adversityDescribe the most significant challenge you have faced and the steps you have taken to address this challenge. Include whether you turned to anyone in facing that challenge, the role that person played, and what you learned about yourself.


Implementation Group of 30 scorers

– Cross-department representation– Intensive training– Read 20 IRs per hour

Scoring– Range: 1-3– Scoring guide

Loading scores into SIS‒ Scholarship awarding‒ Academic advising

Quarterly feedback forums


Outcomes

First year GPA: No correlation

First- to second-year retention

80.5% 85.3%


Focus on Retention



Implementing SEM


SEM Organizational Framework

SEM Steering CommitteeLong-term enrollment goals, securing the approval of strategies through appropriate

institutional channels, communication with Executive Cabinet

Recruitment CouncilDevelop 3-4 strategic goals for new student

recruitment; review and approve sub-committee action plans; recommend to SEM Steering Committee

Retention CouncilDevelop 3-4 strategic goals for retention and

graduation; review and approve sub-committee action plans; recommend to SEM Steering Committee

Data TeamEnvironment scanning, student enrollment behavior research,

enrollment models, provide data to councils as needed

3-4 Sub-CommitteesAction plans, time lines and metrics for

each strategic goal

3-4 Sub-CommitteesAction plans, time lines and metrics for

each strategic goal

Executive LeadershipInstitutional strategic plan, approval and champions of strategic enrollment goals and initiatives


SEM Process FrameworkN

ew o

r rev

ised

goa

ls

Data gathering and assessment:Internal culture/ environment, student enrollment

behaviors and scan of external environment

Process steps Performed by

Smaller group of staff and facultyadept at economics and data use

Use data results to establish focused goals each for recruitment, retention,service, etc., and enrollment projection models

Goals recommended by SEM Recruitmentand Retention Councils; models developed

by Data Team

Approve strategic goals and enrollment projection models

Executive leadership,SEM Steering Committee

Develop action steps, accountability, and metrics SEM councils and sub-committees

Implement action steps Appropriate staff andfaculty departments

Monitor progress,Report results to campus and executive leadership

SEM Steering Committee,Chief Enrollment Officer

Additional requests, clarifying questions

Changesto goals

Mid-course adjustm

ents

Align institutional strategic plan withbroad enrollment targets and desired mix of students

Executive leadership,SEM Steering Committee


SEM Planning Framework

Tactics

Strategies

Enrollment Infrastructure

Strategic Enrollment Goals

Data Collection and Analysis

Key Enrollment Indicators

Institutional Strategic Plan

SustainableEnrollmentOutcomes



Tactics

Strategies






Clarity of institutional mission, vision, goals

Core competencies

Strategic direction

Aggregate enrollment goals




Tactics

Strategies






Student categories: first year, transfer, dual enrollment, voc/tech, developmental ed, certificate, face-to-face/online, etc.

Desired student groups: racial/ethnic diversity, academic ability, 1st gen

Geographic origin: local, regional,

Recruitment, retention, completion

Institutional capacity




Tactics

Strategies






Internal benchmarks: KEI numbers over the past 3-5 years

Environmental scan− Demographics− Economics− Market opportunities− Competition

Institutional research plan: designated reports and production schedule




Tactics

Strategies






5-10 year KEI targets Focus: the institution’s

desired future

Based on: mission, data, and environmental scanning




Tactics

Strategies






Staffing: skill sets, strategic deployment

Systems: policies, procedures, technology

Capacity for making effective enrollment decisions : positions, reporting lines, committees




Tactics

StrategiesEnrollment Infrastructure





Increase new students of specified types

Increase retention rates, specifically by student types

Utilize emerging technologies

Financial aid/scholarships Academic programs: mix

and delivery systems




Tactics

Strategies






Marketing/branding initiatives

Academic program review Multilingual recruitment

materials Targeted interventions for

students in high risk courses

Enhanced academic advising

Streamlined admission procedures

Purchase a new CRM system




Tactics

Strategies






Consistently meeting goals over the long term

− Enabling more effective campus-wide planning

− Revisions to the institutional strategic plan

− Academic planning: curriculum, faculty needs

− Facility planning− Financial planning

Achieving the institution’s desired future



Implementing SEM



Resources

SEM Conference, November 10 - 13, Chicago

New SEM Quarterly journal

College & University journal

AACRAO books (www.aacrao.org/publications/) SEM: Transforming Higher Education (2012) SEM in Canada (2011) SEM at the Community College (2010) SEM and Institutional Success (2008)


Thank you!

Bob [email protected]

mailto:[email protected]

Documents

Strategic Enrollment Management KCTCS Big E Symposium