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SEM XVIIICore Concepts of SEM:

Two-Year Institutions

Christine KerlinVice President for Enrollment Management

Everett Community College, WAckerlin@everettcc.edu

Wendy KilgoreDean of Enrollment Services

Colorado Community College SystemWendy.Kilgore@cccs.edu

© Christine Kerlin, Wendy Kilgore, 2008AACRAO SEM 2008

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INTRODUCTIONS

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Materials

Copy of Powerpoint presentation Case Studies SEM Audit Articles Resources

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Our Major Topics

Challenges Defining SEM Getting Started Issue Development Structures Making a Plan Special Topics Case Studies SEM Audit

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Our metaphor is “The Journey” and we hope to offer you a SEM roadmap

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The Journey at This Conference

Sessions you will be attending at this conference will cover a wide variety of strategies reflective of the mandate for SEM to be an institution-wide focus.

Today we will emphasize that theme, and hope that we set the stage for the material presented in upcoming sessions.

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We Are Travelers on a Journey

From the President to the Web Master…

From the Budget Director to the Custodian…

Everyone can/might/should be involved in mapping out and reaching the enrollment destination.

The challenge: Getting everyone in the car and agreeing on the direction….

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We Face Real Challenges

Increasing competition from new learning organizations that utilize e-tools more effectively than we do, and package their content to meet demand for non-traditional, online and global delivery.

These new learning organizations are emphasizing the high volume, low-cost options.

Our own public baccalaureates are moving into workforce training and the adult market – our bread and butter.

Our regional demographics are shifting away from our “known zone”. Fewer traditional-age students, aging adults, more traditionally under-represented populations.

EXTERNAL:

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More Challenges

EXTERNAL:

Uncertain economy. How will families and independent students assess cost and value?

Increasing funded and unfunded legislative mandates under the guise of improving access.

Reduction in funding sources and fewer loan alternatives.

The public, and students, have rising expectations of service, or product, of performance, of affordability, of outcomes. Students and families are “consumers”.

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More ChallengesINTERNAL:

Our budgets and our organizational structures are stretched; Some schools are facing budget cuts.

Low level of flexibility with our own workforce structure.

Our enrollment targets and funding are driven within a political model. Our enrollment targets are getting sliced and diced.

Our internal understanding of how our databases “really” work may be imperfect. Our uses of data to schedule courses, analyze viability or need or demand, may be imperfect.

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More ChallengesINTERNAL:

Achieving viable program mix to a) serve, b) meet goals, and c) respond to the realities of our own institution.

Inability to rapidly adjust curriculum. Accommodating various non-competitive rules in our

systems.

An increase in underprepared students and special populations.

The dynamics of Change Management.

You can name more…..

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With those challenges we hope you are eating your

Wheaties…and practicing SEM!

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We can find opportunities within the challenges…

“Think globally, serve locally”

When you see the When you see the CHANGESYou can spot yourYou can spot your CHANCES

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So Why Do SEM?

Enrollment drives everything.

‘Build it and they will come’ is gone.

The process of SEM helps us put the pieces together, together…especially in volatile times.

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Understanding SEM SEM is a comprehensive process designed to help an

institution achieve and maintain optimum enrollment, where optimum is defined within the academic [instructional] context of the institution.

Adapted from SEM Primer

SEM enables the fulfillment of institutional mission and students’ educational goals.

Adapted from Bob Bontrager

Enrollment management is a comprehensive and coordinated process that enables a college to identify enrollment goals that are allied with its mission, its strategic plan, its environment, and its resources, and to reach those goals through the effective integration of administrative processes, student services, curriculum planning, and market analysis.

Christine Kerlin

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Myth Busters

SEM is not just a recruitment plan.

SEM is not just a marketing plan.

SEM is not separate from the academic mission of the institution.

SEM is not always about growth.

“SEM is effective integration of administrative processes, student services, curriculum planning, and market analysis.”

Myth Busters

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The Student Success Continuum

Admission

OrientationCo-curricular

Support

Academic Support

RetentionFinancial Support

Classroom Experience

Student’s College Career

Recruitment and Marketing

Degree/Goal Attainment

Adapted from Bob Bontrager

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The Key to SEM

Hopefully, we have established the need for a comprehensive approach.

Now, let’s get started….

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Getting Started Define your reasons for pursuing enrollment management. Enumerate your issues. An issue is a statement of fact that includes or infers an

impact…that is what makes something an issue! Everyone’s issues are different.

High School enrollments are declining at a rate of 3% per year in our service area.

Regional employment rate is uncertain and we are enrolling fewer full-time adults. Those who want to come have few funds.

Our resource structure does not match the current needs of our instructional and service programs.

Our diversity enrollment is below that of our district’s demographic profile.

Our financial aid awarding process takes 8 weeks and most students do not know their award status until after the payment deadline.

A new state university branch campus being built in our district. / A new manufacturing plant is being located in our district. / Plants are being closed.

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More Issues The financial aid programs (promise

scholarships, waivers, ACG)are becoming more complex and difficult to administer

Our high cost programs have the lowest enrollments, and we cannot seem to develop new programs that could attract higher enrollments at lower cost.

Online class offerings have a higher demand than on-campus offerings.

Our state agency is demanding more accountability for segments of our enrollment, and funding is tied to those goals.

We will be asking you to identify your issues later on today.

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Developing the Issues

…is not a solo activity.

It requires institutional involvement, usually gained through a SEM structure.

Your SEM structure will enable issue identification, planning, managing, assessing, re-visioning….

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Creating a Structure

Create a structure for leadership, planning and decision-making with regard to five concerns: Institutional culture Governance structure Enabling the institution to review issues, goals and strategies through

these lenses: administrative processes student services curriculum planning market analysis

Budget decision cycle and involvement of budget decision-makers The dynamics of Change Management.

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Selecting the Right Organizational Structure for

Your Institution

Committee Coordinator Matrix Division

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Committee or “Task Force”

Working Group (continuous) – Student services leadership team, Director of Public Information, Publications Director, Director of Institutional Research, Director of Enrollment, International Programs, VP Instruction, Deans

Advisory Group (periodic) – Running Start, International, Information Technology, Enrollment Services, Financial Aid, Advising, Diversity Services, Publications, Research and Planning, Workforce, Outreach, Career Services, Branch Campuses, TRIO, and Distance Learning, Faculty representatives

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Committee

Example OneExample One

VP InstructionResearch and MarketingDeansVP StudentsVP DiversityCollege Relations

Example TwoExample Two

VP Student ServicesVP InstructionWorkforce DirectorDean of Off-campus programsDirector of Enrollment ServicesOutreach CoordinatorPublications ManagerMarketing DirectorInternational Programs DirectorInformation Technology Financial Aid DirectorTRIORunning Start DirectorCareer Center DirectorMulti Cultural Director

Who is the Chair?

Best to have Presidential “charge”.

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Committee

The SEM Committee often spins out a variety of other committees or links to other existing committees. Examples: Student Success and Retention Committee Information Technology Planning Group Research

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Coordinator

Instructional DivisionStudent Services

Information ServicesAdministrative Services

Coordinator

To whom does the Coordinator report?

Needs a strong Presidential charge.

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Matrix

A combination of the committee and coordinator approaches

Requires SEM to be the responsibility of a senior administrator with some but not all EM functions reporting to him/her

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Division Structure

Vice President for Enrollment Management

Admissions and Registration (Enrollment Services)

Student Retention Services

Financial Aid Testing and Orientation Services

International Student Services High School Relations

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Discussion

Strengths and weaknesses of various structures.

Appropriateness for institutional type.

It’s all about YOUR institutional culture.

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Does Structure Matter?

Some would argue that an over-emphasis on structure misses the point.

Too much emphasis on structure delays the action.

For many of us, SEM is an organic, incremental process.

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Executive Leadership

No matter what sort of structure you create, the most important factor is executive and Board leadership.

• Presidential charge

• Leadership buy-in

• College-wide summit

• Regular communication at leadership meetings

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Now What?

After puzzling through challenges and structure…(What are we dealing with, and who is going to lead it?)….

What might be the next step?

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Making a Plan

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The SEM Plan- Components

2. Produce an Environmental Scan

3. Collect Data, Data, Data Enrollment: totals, demographics, trends,

etc. Course offerings: capacity, scheduling,

duplication, waitlists Retention Market surveys Financial aid and scholarships Budget: income streams, expenditures Program cost analysis

SEM requires a

data-rich environment

1. Define relationship to the College’s Strategic Plan

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The SEM Plan- Components

4. Identify vital issues This is done in the context of your strategic

plan, your mission, the data analyses that inform your understanding of your position, and your consideration of…

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Programs Programs offeredoffered

Historical Historical status status

NicheNicheWeaknessesWeaknesses

StrengthsStrengths

Range of Range of influenceinfluence

Influences

Aspirational Aspirational statusstatus

Current Current competitive competitive

statusstatusExternalExternalpoliciespolicies

ResourcesResources

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Let’s Name Some Issues

The State Board has determined that additional funding will be based on achievement of identified outcomes. Your current ability to collect/demonstrate this data is weak.

The local military base is expanding and expects to double its population and add new technologies. Local cities and towns are expecting growth in related industries.

Undocumented youth are graduating from high school and cannot afford tuition, fees and books. They comprise a growing proportion of the high school population.

As a rural college, your students are limiting their on-campus enrollment and demanding more online classes to reduce commuting expenses.

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Responding to Issues

5. Respond to those issues: Key leverage initiatives Very important initiatives Relatively simple initiatives

….The possibility of low-hanging fruit

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More on key initiatives What does it take to make (leverage) a real difference?

“We will double the number of scholarship awards” Affects access Affects retention Creates an institutional image Addresses diversity goals

“We will refocus on working adults who need online access and flexible scheduling.” Utilizes current distance options Engages deans and faculty in reformatting some classes for higher enrollment Attracts new students Improves student satisfaction

“We will create six new partnerships with middle and high schools with large multicultural populations.”

Focuses recruitment where a difference can be made Links with scholarship awards Builds a stream over many years Includes adults in the families who might enroll themselves Enhances high school relations

We will analyze each instructional program in terms of an income and expenditure model, engage in viability studies, and identify programs where the addition of “just a few more students” could make the difference – as well as other transformations.

Focuses attention on financial models Focuses recruitment and retention efforts Involves all sectors of the college in planning

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SEM Plan - Goals

6. Set Goals: • enrollment targets• program mix• program delivery• income targets• expenditure limits• services• ?

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7. Suggest Strategies Recruitment Marketing Program mix Policies and

Procedures Retention Financial modeling Etc.

SEM Plan - Strategies

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It is so easy to go straight to “strategies”. But you should do your homework first and start with step one.

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SampleAfter 5 years of successful enrollment growth, our enrollment patterns are becoming unpredictable

Enrollment of recent high school graduates is strong this year but high school enrollments are projected to flatten beginning in 2009. However, the tough economy seems to be increasing our yield from the high schools as students decline to go to more expensive universities.

Enrollment of adults is flat, perhaps due to uncertain employment opportunities and other new competitors in the marketplace. Enrollment in traditional “workforce” programs is shifting: some are popular, others are not.

Course enrollment patterns indicate that demand for distance courses exceeds our supply. We have determined that enrollment in online courses is cost-effective.

We have determined that an industry partner can provide funding to offset expenses in a new health care program offered in the evening.

We have determined that our tuition income projections are not being met because a) we have not managed our tuition discounting programs well, and b) more students are enrolled full-time.

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GOALS:The College will increase enrollment of recent high school graduates by 3% from Fall 2008 to Fall 2010.

Strategies XYZ

The College will increase the number of courses available online by 35% from Fall 2008 to Fall 2010.

Strategies XYZ

The College will increase the number of hybrid courses by 35% from Fall 2008 to Fall 2011.

Strategies XYZ

The College will offer two new degree programs in the health professions by Fall 2009.

Strategies XYZThe College will define and aggressively market existing evening and online courses and degrees toward working adults.

Strategies XYZ

Fiscal Review Committee commits to refining tuition discount, financial aid, and installment payment programs with report delivered in 3 months.

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SEM Plan – Accountability and Measurement

8. Establish accountability Who does what and when? How is progress measured and documented?

9. Include Measurements/ Key Performance Indicators Most goals should be measurable Know your baseline data, and measure against it

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SEM – Follow-up

10. Follow-up on assessment of the KPIs.

11. Update often – this is not a long range plan...it is a strategic plan. Be strategic!

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12. Assure continuous communication with appropriate and interested parties. Check out the Change Management dynamics.

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Tools Data

Enrollment (from Inquiry to Graduate) Financial Continuous collection Continuous cleaning of the data

Advisory groups Continued scanning Feedback Support the efficacy of the process

Campus communication methods Technologies that support decision-making and

communication

Data is not the plural of anecdote. *

And data is not proof.

*Numerous authors: Kotsonis, Brinner…http://bearcastle.com/blog/?m=20050808

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The First Steps

The first steps depend on your institutional culture and executive leadership buy-in, and, well, ~leadership~. You may find yourself driving the:

The 2009 Lexus RX 400h version Large fanfare, deep resources, lots of buy-in. An efficient

hybrid powerhouse. Embraces SEM.

The 1967 VW Bug version Ambivalent interest, lack of large structure. Takes

incremental steps.

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It’s an Interesting

Ride! Be prepared to find the

challenges of enrollment management large and complex.

Be prepared to experience a lack of consensus and involvement.

Be prepared to proceed in fits and starts.

Be prepared to “Just do it.”

To use the Roadmap and Journey metaphors, be prepared to

Switch gears

Speed up

Break down

Run out of gas

Exceed the limit

Go in circles

Yield

Ask “Are we there yet?”

Open the moon-roof

Find the fork in the road

Take the road less traveled

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You Are Ready

•Using data, issues and direction from your Strategic Plan, identify issues and rationale.

•Formulate a structure. Establish buy-in and involvement of executive leadership.

•Identify vital issues, goals and strategies. Link with the budget process.

•As the plan takes shape, assign responsibilities/accountabilities.

•Use measurable statements and select key performance indicators.

•Follow-up. Assess. Revise.

•Communicate with the campus community.

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Special Topics

Setting Enrollment Goals

Slicing and dicing

Meaningful metrics: how clean is your data and does everyone understand the definitions?

Financial Planning

Academic Collaboration

Student Entry, Retention, Success

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Recruitment/New Student Goals

Total Enrollment Goal

Convert non-completers to graduates

Increasing Non-traditional Enrollment (e.g., Perkins requirement)

Programmatic Goals

Sample Enrollment Goals

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Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009

Total FTE 5011 5011 5762 6019 5802 6065 6255 6442 6642

Total Heads 8699 9818 9778 10038 9695 10100 10500 10800 11100

Total State FTE 4072 4366 4234 4041 4266 4453 4555 4692 4842Growth in state FTE yr to yr 294 -132 -193 225 187 102 137 150

Difference between all FTE and State FTE 939 645 1528 1978 1536 1612 1700 1750 1800

Heads to Total FTE 58% 51% 59% 60% 60% 60% 60% 60% 60%

Assumes continuous pattern of full-time versus part-time students

Fall should be about 31% of total FTE target, at least

0

2000

4000

6000

8000

10000

12000

Fall2001

Fall2002

Fall2003

Fall2004

Fall2005

Fall2006

Fall2007

Fall2008

Fall2009

Total FTE

Total Heads

Total State FTE

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Increase Nontraditional Enrollment

Enrollment Goal: increase nontraditional enrollment to at least 18.1% within the first year and at least maintain that level while increasing total program enrollment by 5% each year for five years.

Data Definitions

Numerator: Number of all enrolled CTE participants from underrepresented gender groups who participated in a program that leads to employment in nontraditional fields during the reporting year.

Denominator: Number of CTE participants who participated in a program that leads to employment in nontraditional fields during the reporting year.

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Nontraditional Enrollment Goals by the Numbers

Current Enrollment

2009 2010 2011 2012

Aviation Technology

40 men

8 women

41 men

9 women

43 men

10 women

46 men

10 women

48 men

11 women

Nursing 50 women

6 men

48 women

11 men

51 women

11 men

53 women

12 men

56 women

12 men

Elementary Education

90 women

5 men

82 women

18 men

86 women

19 men

90 women

20 men

95 women

21 men

Automotive

Technology

35 men

0 women

30 men

7 women

32 men

7 women

34 men

7 women

35 men

8 women

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Fiscal PlanningEnhancing access, retention and competitiveness: Pricing

Tuition Fees Waivers Payment Plans Price elasticity Opportunity cost Communicating real costs to students

Financial aid leveraging Assessing award amounts and timing for scholarships

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Fiscal PlanningOptimizing your resources: Targeted, strategic investments

Analyzing new initiatives Developing scenarios for return on investment (ROI)

Determining value of a dollar return and of intangible returns See scenarios on next pages

Improving efficiencies Billing systems Purchasing systems Financial aid packaging and notification Alternative modes of program delivery Staff reorganization

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ROI Scenario

Scenario One: College “A” is considering hiring counselors to improve retention Counselors cost $60,000 annually “College A” has estimates that counselors help 25

students persist per year Marginal revenue/student = $1500/year Revenue 25X1,500 =$37,500 Decision: the ROI does not support hiring new

counselors

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ROI Scenario

Scenario Two: Purchasing tutoring software to improve retention Software has 5 year useful life Cost $60,000 No additional staff needed to support software It is estimated that the software can help 20 additional

students persist per year. Marginal revenue/student = $1500/year Revenue over lifetime of software = $150,000 Decision: ROI supports software purchase

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Fiscal Planning

Plan for the long term

The Bottom Line – Increasing Net Revenue Seed money, new initiatives, enhancements

But what about the appearance of being a publicly funded institution that makes a profit?

…….SEM requires careful attention to your financial data….SEM requires careful attention to your financial data…

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Net Revenue AnalysisNet Revenue Analysis

Best Valley Community College % Student FTE

Program 01-02 AY Fall 02 % Evening State SupportLow

(Full-time)High

(Part-time)Other

Revenue Low High

Manufacturing Tech 8.53 20.58 0.88 85% 7.51 100% 16,037 2,135 4,550 5,448 34,167 40,911 0 18,130 24,874

Welding 8.98 9.05 4.41 54% 39.61 91% 380,296 9,601 4,550 5,448 164,650 197,149 19,147 -196,500 -164,001

Health Professions 10.94 12.00 19.58 26% 214.27 98% 1,944,342 9,074 4,550 5,448 1,049,368 1,237,544 39,709 -855,265 -667,089

Protective Services 12.77 50.09 2.17 64% 27.72 0% 262,089 9,455 4,550 5,448 0 0 170,740 -91,349 -91,349

Basic Academic Skills 15.81 18.89 2.86 17% 45.23 94% 221,414 4,895 4,550 5,448 193,631 231,850 0 -27,784 10,435

Apprenticeships 15.97 2.28 7.9 95% 126.18 94% 698,338 5,534 3,886 4,252 476,323 519,741 30,251 -191,764 -148,345

Foreign Languages 23.69 34.94 6.19 22% 146.62 75% 583,190 3,978 4,550 5,448 501,457 600,434 0 -81,733 17,244

Science and Math 25.59 29.41 38.04 22% 973.34 89% 3,226,369 3,315 4,550 5,448 3,920,752 4,694,631 114,150 808,533 1,582,411

Social Science 36.56 40.32 16.39 27% 599.19 79% 1,743,953 2,911 4,550 5,448 2,148,274 2,572,301 88,496 492,817 916,844

Net Gain / (Loss)Total Cost per

FTERevenue per

FT FTERevenue per

PT FTE

Appropriation and Tuition RevenueRatio of Students to Faculty

01-02 Faculty FTE

01-02 Total Student FTEs

Total Operating Costs

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Fiscal Planning

Other Examples: Class size Course cancellation guidelines Entrepreneurial programs International education expansion Community, business and industry partnerships

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Academic Collaboration

Purpose: Build instructional options that meet need and demand and institutional mandates, commensurate with resources.

Data analysis, internal and external Faculty participation/inclusion Program review process Incentives “If Kent State Beats Goals,

Professors Will Profit”

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CLEVELAND (AP) _ Kent State University is offering financial bonuses to professors if they help student retention numbers and attract more research dollars, an incentive usually given to school presidents and top administrators.

Beginning this semester, 864 faculty members at Kent State stand to gain from a "success pool" if university goals are met for student retention and landing research grants and foundation money. The university, about 30 miles southeast of Cleveland, has eight campuses and 34,000 students.

Professors would share 10 percent of the growth in research dollars and 2 percent of growth in fundraising beyond threshold levels. Payments — split equally among the faculty — could total several hundred dollars per faculty member for double-digits gains.

Professors would share 40 percent of additional revenue when the freshman retention rate goes up 0.5 percent on the main campus.

The "success pool" is meant to encourage faculty involvement in keeping students and attracting more grant and foundation money.

Tim Smith, a Kent State journalism professor and first vice president of the campus chapter of the American Association of University Professors, which negotiated the contract, said he supported the bonuses but was concerned that the retention provision might prompt professors to lobby to keep students who aren't prepared.And some professors don't teach freshmen and would have little opportunity to coach them to stay in school, he said.

Gina Spencer, 26, of Euclid, a Kent State graduate student and nonvoting university trustee who wasn't involved in the contract negotiations, predicted the incentive program would have a positive impact on campus.

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The Student Success Continuum

Recruitment / Marketing

Admission

OrientationCo-curricular

supportDegree/goal attainment

Academic support Retention

Financial support

Student’s college career

Classroom experience

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The Student Success Continuum

Recruitment / Marketing

Admission

OrientationCo-curricular

supportDegree/goal attainment

Academic support Retention

Financial support

Student’s college career

Classroom experience

Traditional Enrollment PerspectiveTraditional Enrollment Perspective

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Recruitment / Marketing

Admission

OrientationCo-curricular

supportDegree/goal attainment

Academic support Retention

Financial Aid

Student’s college career

Classroom experience

The SEM PerspectiveThe SEM Perspective

The Student Success Continuum

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Some final thoughts… SEM is comprehensive, inclusive.

Identify the issues, make the case.

Academic and fiscal planning lie at the heart.

Executive buy-in and leadership are critical.

Without that you can still do incremental SEM.

A focused plan is better than a plan with 100 elements.

Use data.

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Enabling the institution to clarify its focus on its often competing missions

Envisioning enrollment planning in spite of - and because of - the “open door”

Optimizing our vaunted flexibility in program development and delivery through better linkages with other campus efforts and services.

At the community college, SEM is:

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Case Study:

Rivendell Reach Community College

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President’s Questions:

1. What are the strengths and weaknesses you see in Rivendell Reach’s situation?

2. What do we need to do to improve our strength as a college and our public position?

3. How could we structure an enrollment management approach at RRCC?

4. How should we make short-term and long-term decisions that affect our offerings, services and enrollment?

5. Do you have some specific proposals that you would like to put forward?

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Group Discussion Points (within the SEM context):

How would you respond to the president’s questions?

What kind of information is available to you?

What information do you need in order to make substantive contributions?

How do you think this should unfold?

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Case Study:

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Paragon Community College District

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Group Discussion Points (within the SEM context):

From the college perspective What are the major challenges you see immediately with this task? How would you structure an enrollment management approach? What are the challenges in developing a college plan in conjunction with a district

plan and what are some ideas for addressing those challenges?

From the district perspective What are the major challenges you see immediately with this task? How would you structure an enrollment management approach? What are the challenges in developing a district plan in conjunction with college

plans and what are some ideas for addressing those challenges? How will you propose to address the fact that the district is unable to dictate

actions of the colleges but is responsible for the outcomes of the plans?

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Issues Identification

What issues are YOU facing?

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SEM Self-Audit

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Q & A and Closing

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Thank you! For SEM support on your campus,

contact:

http://consulting.aacrao.org/

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