Building a SEM Culture Through Enrollment Planning

AACRAO SEM 2013 - Chicago

Building a SEM Culture Through Enrollment Planning

Stephen PultzAVP Enrollment

University of San Diego

Session ID: 2023

AACRAO SEM 2013 - Chicago Session ID: 2023

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Agenda

• EM Definitions• SEM Culture• EM Evolution at USD• Structural Changes• EM Plan 2.0• 2015 & Beyond• Questions & Conversations


Enrollment Management

• EM is a complex set of concepts and processes that enables fulfillment of institutional mission and students’ educational goals by:– Establishing clear goals for the number and types of students– Promoting academic success by improving student access,

transition, persistence, and graduation– Determining, achieving, and maintaining optimum enrollment– Generating added net revenue – Enabling effective financial planning– Creating a data-rich environment to inform decisions and

evaluate strategies» Bob Bontrager, College & University Journal, Winter 2004


Enrollment Management• An organizational concept and a systematic set of activities

designed to enable schools to exert more influence over their enrollments. Organized by strategic planning & research and supported by institutional research, enrollment management activities concern student college choice, the transition to college, student retention, and student outcomes. These processes are studied to guide campus practices in the areas of new student recruitment and financial aid, student support services, curriculum development, & other academic areas that affect enrollments, student persistence, and student outcomes from college.

-Hossler and Bean, 1990


SEM Culture is …

• A heightened level of understanding and involvement of the institution, particularly among academic deans and faculty, in achieving enrollment goals

• An enhanced focus on longer-term strategic planning

• A stronger orientation and attention to key performance metrics

- Lynda Wallace-Hulecki, Senior Consultant, SEM Works


At USD, my vision of SEM Culture is …

• More than just having a plan• Moving beyond “enrollment = admissions”

– Retention, graduation and student experience• Having a clear direction and an “EM Champion”• Having a structural foundation upon which EM

can grow– Reinforces the broader view of EM– Expands the sphere of influence

AACRAO SEM 2013 - Chicago Session ID: ###

University of San Diego

• Private, Catholic University

• 5600 UG’s• 1600 GR’s• 800 LS• Six

Schools/Colleges


USD’s EM Evolution

• Strategic Planning Process initiated in 2004• EM Committee formed in late 2004• Original charge of reviewing USD’s recruiting

practices and developing a set of enrollment goals & strategies that would help support the strategic directions

• In late 2006, a formal five year enrollment plan was created and approved


USD’s EM Evolution

• Activities of the committee included:• Reviewed Enrollment Management literature and best

practices• Assessed USD’s market position • Established a set of benchmark schools• Gathered enrollment data from each of the schools &

comparing them with USD• Established enrollment priorities


Enrollment Priorities: 2007 - 2011

• The Enrollment Priorities came from:• The Mission & Core Values• Vision & Strategic Goals

• Enrollment Priorities• Academic Excellence• Student Composition

– Diversity, National, International, Catholicity• Financial Aid/Scholarships• Retention


Strategic Goals Meets Enrollment Planning

• The University will attract, retain, and support highly qualified, diverse students– We set goals for the academic profile of our entering students

(gpa/SAT scores/rankings)– We set goals for the ethnic diversity of our class

• The University will strengthen its global connections….– We set goals for the # of international students

• The University will promote its Catholic character….– We set goals for the percentage of Catholic students


EM Comparison Set

Loyola MarymountSanta ClaraPepperdineUniv. of San FranciscoUniv. of Southern California

University of DaytonSeton Hall UnivFordhamVillanovaSeattle University


Enrollment Goal Target Fall 2012 Fall 2011 Fall 2010 Fall 2009 Fall 2008 Fall 2007

1mean high school GPA 3.8 3.88 3.89 3.8 3.84 3.79 3.76

2mean SAT score 1200 1216 1220 1202 1207 1190 1175

middle 50% SAT1 1100-1300 1120-1320 1130-1320 1120-1300 1115-1300 1100-1280 1080-1280

3admit rate less than 50% 43% 47% 51% 49% 52% 48%

4U.S. News ranking in top 100 92 97 94 110 102 107

5minority students 33% 33% 29% 31% 30% 26% 29%

6African-American students 5% 3% 3% 3.60% 3.30% 1.50% 2.10%

7U.S. states represented 50 44 43 43 44 42 45

8students from outside California 50% 45% 47% 45% 49% 44% 48%

9 international students more than 5% 6% 4.5% 2.40% 2.20% 2.30% 2.40%

10Catholic students 58% 47.1% 49.3% 48% 51.30% 54.80% 54.20%

11first-year retention rate 90% 90% 87% 88% 86% 85% 85%

Number of freshmen: 1074 1143 1151 1082 1260 1094


EM EvolutionsMichael Dolence (1993)• Nominal stage• Structural stage• Tactical stage• Strategic stage

Tom Huddleston (2001)• Committee model• Coordinator model• Matrix model• EM Division model

“A successful SEM process – albeit at its inception or as it evolves into the fabric of the institution – can be transformative and allow opportunities to systematically link enrollment, academic planning, assessment, student access, persistence and success efforts.”


EM Evolution at USD

2005 Strategic

Plan

2007Enrollment

Plan 1

2008Banner

Implementation

2009One

Stop/Portal

2010Retention

Plan formalized

2011EM

position created


Establishment of an EM position

• Another component of our “evolution”• The role will be to:

• Engage the campus in developing future enrollment plans

• Coordinate student services for UG & GR students• Participate in retention efforts• Identify effective strategies for allocating merit

and need based aid • Enhance efforts to diversify our community


EM UnitEM

UG Admissions

Financial Aid One Stop GR

Admissions Registrar

“Primary operational units achieve a strategic enrollment management direction by integrating and sharing a vision that results in a larger sphere of influence than any single office might enjoy”

- Tom Huddleston, 2001


The EM Unit

“Coming together is a beginning;

keeping together is progress; working

together is success.”

- Henry Ford

• Regular meetings as a unit

• Create a set of service expectations

• Establish yearly goals & plans that support the EM plan

• Identify process improvements across the student lifecycle


The EM Unit

• Enrollment Excellence…• From a people perspective• From a service perspective• From a data perspective• From a marketing perspective• From a revenue perspective


EM EvolutionsMichael Dolence (1993)• Nominal stage• Structural stage• Tactical stage• Strategic stage

Tom Huddleston (2001)• Committee model• Coordinator model• Matrix model• EM Division model


Enrollment Plan 2.0• Smaller planning group

• Strategic directions hadn’t changed, therefore our enrollment goals remained consistent

• Goals are organized around each strategic direction

• Goals are included by student type (freshman, transfers, graduate)


Enrollment Plan 2.0• Intended to set goals from 2013 – 2015

• Quality, diversity, international goals

• In addition to setting “new freshman” targets, EP 2.0 focused on shaping undergraduate enrollment and retention

• Introduced graduate targets

• Identified opportunities to engage the campus in our enrollment efforts – to develop a SEM Culture


SEM Culture at USD• Moving beyond “enrollment = freshman admissions”

• Retention, graduation and student experience• Freshman, transfers, & graduate students

• A shared commitment to service• Student centered approach• Retention was everyone’s responsibility

• Structure matters• Reinforces the broader view of EM• Expands the sphere of influence


Strategic Direction #1: Attract, retain, and support academically

strong & diverse students …• Maintain undergraduate enrollment at between 5500 – 5550

students• Manage growth of new students through new fall freshman,

transfers and new spring students• Maintain the retention of freshman to sophomore at 90%

• Raise the profile of the entering class by maintaining the

grade point average of at least a 3.8 and raising the critical reading and math score to 1230 from 1215

• Increase the ethnic diversity of our undergraduate population from 32% to at least 35%

• Grow graduate enrollment by 5% over the next three years


Strategic Direction #3: Strengthen Global connections…

• Increase the number of new undergraduate international students from 79 to 100 by fall 2015


Strategic Direction #4: Catholic character and outreach….

• Increase the percentage of students and alumni who identify our catholic character as a strength


Strategic Direction #5: Constituent

engagement….• Establish a legacy program for undergraduate

students• Recognize the relationship early in the

process• Enhance communication with these families

• At the point of application• At the point of decision• Prior to arrival on campus


Strategic Direction # 6: Resource & Economic Vitality…

• Work to ensure the proper balance of revenue and financial aid in achieving our enrollment goals


Key Initiatives by Student Type

• Freshman:– Raise profile of the entering class– Increase ethic and racial diversity– Improve yield– Limit financial aid gaps/control student debt– Have a more intentional distribution of

academic interests


Key Initiatives by Student Type • Transfers:

– Increase military enrollment and provide more coordinated student services

– Limit student debt and alternative loan borrowing

• Graduate:– Coordinate student services across recruitment,

admissions, and enrollment– Work with Continuing Education on greater integration of

programs– Hold “enrollment summits” around topics of interest for

graduate units (goal setting, international recruitment, for example)


Campus Engagement (building culture)

• EM Plan 2.0 identified opportunities to engage the campus, provide input and feedback, share data and information– EM Quarterly meetings– Graduate enrollment meetings (GEARSS)– RetNet (retention network)– Graduate Group (G2)


Our Enrollment Journey So Far…2007 2013

Total UG’s 4932 5665

% Minority 28% 34%

% International 3% 7%

Quality of new FR 3.76/1175 3.88/1213

Retention (Fr – SO) 85% 90%

EM has contributed to these outcomes by setting clear goals, coordinating activities across the campus,

and engaging internal and external audiences


Our Enrollment Journey So Far…

• By having a comprehensive EM plan:– We can influence who comes – We can help coordinate activities that

have an impact on who stays– We can create an EM culture (service,

data, people) that enhances the experience for those that are here


EM Culture at USD Today….• Most people realize I’m not the Director of Admissions

anymore

• Tangible spirit of cooperation within our EM unit

• I receive invitations from across the campus to share the Enrollment Plan (student affairs, alumni, faculty)

• Have begun laying the groundwork for the next plan (2016 – beyond) by addressing major challenges


Challenges We Still Face…• Bringing more faculty into the fold

• Need broader participation for the next planning process

• Silos still exist – although there are fewer of them

• Several large, institutional decisions loom – space, financial resources, leadership


Questions & Conversation

Steve PultzAssistant VP for Enrollment

University of San [email protected]

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Building a SEM Culture Through Enrollment Planning

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