Executive Symposium SEM Core Concepts and Environmental Scanning Jay W. Goff Vice President of...

Executive Symposium

SEM Core Concepts and Environmental Scanning

Jay W. GoffVice President of Enrollment & Retention Management

Saint Louis University

AACRAO SEM Coordinator for Four-year Colleges & Universities

AACRAO SEM Executive Symposium 2013 2

SEM Core Concepts and Environmental Scanning

By promoting clarity of institutional mission from the perspective of student access and success, Strategic Enrollment Management (SEM) provides a thoughtful paradigm to focus institutional efforts on how to best meet student needs and support their educational attainment.

Presentation will provide participants with an overview of key SEM concepts, including a focus on the student lifecycle continuum, setting institutional enrollment goals, data analysis, infrastructure analysis and the effective use of environmental scans. The resulting alignment of institutional mission, enrollment goals and targeted investments enables planning that is more strategic, in turn leading to improved outcomes for students, campus departments and the institution as a whole.


Overview

1. SEM Key Concepts

2. Environmental Scan

3. Student Life-Cycle Continuum

4. Data Analysis and Goal Setting

5. Developing the Infrastructure for SEM


Today’s 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

SEM: Helping Students Succeed at All Stages


The Need to Provide Global Best Practices

Why Does Your Position Exist?


The only person who likes change is a wet baby. Attributed to Mark Twain


Change is inevitable – except from a vending machine.

Author unknown

Executive Symposium

SEM Key Concepts


What is Strategic Enrolment Management (SEM)?

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

Bontrager


Core Enrollment Management Principles

1. No Enrollment Effort is Successful without QUALITY Academic Programs

2. Recruitment and Retention is an On-going, Multi-year PROCESS with Strong Access to Research and DATA

3. Majority of Enrollments come from REGIONAL Student Markets

4. The Most Successful Recruitment Programs Clearly DIFFERENTIATE the Student Experience from Competitor’s Programs

5. The Most Successful Retention Programs Clearly Address Students’ Needs and Regularly ENGAGE Students in Academic and Non-Academic Programs

SOURCE: Goff, 2005


The Concept of Optimum Enrollment

Course Delivery

Mode

Undergrad/

Grad

Geographic Origin

Program Capacity

Special Skills

AcademicProfile

Programs/ Courses

Race/Ethnicity

InstitutionalMission

Bontrager


The Purposes of SEM are Achieved by…

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

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

3. Promoting institutional success by enabling effective strategic and financial planning

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


The Purposes of SEM are Achieved by…

5. Improving process, organizational and financial efficiency and outcomes

6. Strengthening communications and marketing with internal and external stakeholders

7. Increasing collaboration among departments across the campus to support the enrolment program

Bontrager

Executive Symposium

Environmental Scan


Challenges Facing Colleges and Universities

“Economic, demographic, marketplace and technological trends are converging to cause an unprecedented time of change for higher education.”

Tony Pals, National Association of Independent Colleges and UniversitiesJanuary 2013. http://diverseeducation.com/article/50905/


2013 Enrollment Trends and Policies

1. 60% of admissions directors report not meeting May 1 undergraduate deposit goals (Gallup-Inside Higher Ed Survey 2013)

2. 2% decline in total graduate enrollments (CGS/GRE Survey 2013)3. 38% decline in law school enrollments (LSAC 2013)4. 16% choosing not-for-profit, private C&Us (NCES 2012)5. Slight, but continued growth in international enrollments6. New Federal Report Cards and Rating Systems7. Increase in “phantom” applications / reliance on homepages for

primary search information8. Initial admission without HS transcripts policies9. Online searches and applications are the standard10. Stricter debt reporting and borrowing standards11. Student employment as a retention strategy

Projected change in the number of high school graduates 2010 to 2019

© Copyright 2009, The Chronicle of Higher Education. Reprinted with permission. This material may not be posted, published,

or distributed without permission from The Chronicle.


SOURCE: WICHE, Knocking at Colleges Door 2013

High School Graduate Trends by Region


Challenge: changes in the college-bound student markets

1. The Midwest and Northeast will experience a 4% to 10% decline in high school graduates between 2010 – 2017 (WICHE)

2. Profile of college-bound students is rapidly becoming more ethnically diverse and female dominant (NCES, WICHE, ACT, College Board)

3. The number of students interested in engineering, computer science, and natural science degrees growing, but remains low (ACT, CIRP)

4. More full-time college freshmen are choosing to start at two-year colleges (IPED, NCES)

5. More students are enrolling in more than one college at a time (National Student Clearinghouse)

6. Future student market growth will include more students requiring financial aid and loans to complete a degree (WICHE)


2014 Targets for Increased Recruiting Efforts

Target Public Private

Students recruited with merit scholarships 53% 63%

International students 50% 61%Transfer students 63% 71%Out-of-state students 53% 65%Full-pay students 42% 56%

SOURCE: Inside Higher Ed

http://www.insidehighered.com/news/survey/feeling-heat-2013-survey-college-and-university-admissions-directors#ixzz2je2dJvyD

http://www.insidehighered.com/news/survey/feeling-heat-2013-survey-college-and-university-admissions-directors

Executive Symposium

Student Life-Cycle Continuum


Promoting Student Success:The Student Success Continuum

Pre-College / Marketing / Recruitment

Admission

OrientationCo-curricular support

Degree & Goal attainment

Academic support Retention

Financial support

Student’s college career

Classroom experience

Bontrager


The Student Success Continuum


Admission




Financial support



Traditional Enrollment Perspective

Bontrager


The Student Success Continuum


Admission




Financial Aid



The SEM Perspective

Bontrager

Do You Know Corporate Partners and Hiring Organizations?

http://upload.wikimedia.org/wikipedia/en/8/89/HSDlogo.gif

http://upload.wikimedia.org/wikipedia/en/5/59/Northrop_Grumman.svg

http://upload.wikimedia.org/wikipedia/en/9/95/Lockheed_Martin.svg

http://en.wikipedia.org/wiki/Image:General_Motors.svg

http://www.lilly.com/

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Data Analysis and Goal Setting

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SEM Planning Data

Enrollment trends by program and student populations

Assessing a changing environment and markets

Net operating revenues and operating expenses

Cost by student population

Program demand and capacities

Student retention and persistence rates

Pricing strategies

Financial aid policies

Auxiliary income

Enrollment management effectiveness


SEM is Moving Beyond the Fundamentals

Prospects

Inquiries

Applicants

Admits

Enrollees

The Classic Admissions Funnel

Factors Most Noted in College Selection Process

1. Majors & Career Programs Offered

2. Location/Campus Characteristics

3. Cost/Affordability

4. Campus Size/Safety

5. Characteristics of Enrolled Students

6. Selectivity


Basic Enrollment Funnel

Do not discount the value of funnel management and analysis

RECRUITMENT FUNNEL ACTIVITIES

PRE-FUNNELEARLY INTERVENTION, COMMUNITY SERVICE PROGRAMS

SUMMER CAMPS, WEB REPLIES

EARLY FUNNELPSAT/ACT PLAN/TARGET MARKET SEARCHES

ACT/SAT SCORESDIRECT MAIL

TRAVELPUBLICATIONS

ON-CAMPUS PROGRAMSADVERTISING

MID FUNNELON- AND OFF-CAMPUS PROGRAMS

DIRECT MAILSCHOLARSHIP/FINANCIAL AID

TRAVELTELECOUNSELING

PUBLICATIONS

LATE FUNNELON- AND OFF-

CAMPUS PROGRAMSDIRECT MAIL

TELECOUNSELINGPUBLICATIONSSCHOLARSHIPSFINANCIAL AID

FEB - AUG

AUG - JAN

JAN - MAY

Apply

Enroll

Inquire

34

Affordability and Access

• Current Students- Average parent income

- Family incomes below $50,000

- First generation college students

- Low Income/Pell Grant eligible students

• Graduation Statistics- Approximate total indebtedness

- Average starting salary

- Average salary after 10 years

35

• Core competencies are particular strengths relative to other organizations in the industry which provide the fundamental basis for the provision of added value.

• It is communication, an involvement and a deep commitment to working across organizational boundaries. Few organizations are likely to build clear leadership strengths in more than five or six fundamental competencies.

• They culminate in the total value delivered by an organization.

Defining Core Competencies

36

1. Truly know your competitors - by degree program if possible

2. Strengths must be regularly agreed upon by faculty and institutional assessment data

3. The best competencies are externally verifiable

Keys Identifying Competencies

Executive Symposium

Developing the Infrastructure for SEM


Strategic Enrollment Management is about Student Success

Making the entire college/university active in, and responsible for, recruiting, retaining and graduating students.


SEM Transition Model

Adapted from M. Dolence

Denial

Nominal

Structural

Tactical

StrategicDenial

Enrollment Trend: Down

Messages: • “We are subject to forces beyond our

control”• “It’s just demographics/competition/

economy (pick one)”

Action: Form a committee, discuss options

Nominal

Enrollment Trend: Down

Messages: • “We have to do something.”• “We need a silver bullet recruiting/marketing

strategy”

Action: Ad hoc, short-term strategies

Structural

Enrollment Trend: Variable

Messages: • “This isn’t as easy as we thought.”

Action: • Limited restructuring• Continue with short-term strategies with

minimal enrollment management expertise (or expertise isn’t listened to)

Tactical

Enrollment Trend: Building to Optimum Enrollment

Messages: • “Achieving optimum enrollment will require

fundamental change and campus participation.”

Action: • Substantive restructuring• Strategic planning based on reliable data• Targeted funding

Strategic

Enrollment Trend: Achieving Optimum Enrollment

Messages: • “We control our enrollment outcomes.”

Action: • Stable organizational structure and funding• Top-level EM leadership• Consistent planning and assessment cycle


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 questionsChangesto goals

Mid-course adjustm

ents

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

Executive Leadership,SEM Steering Committee


SEM Organizational Framework

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

institutional channels, communication with Executive Leadership

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 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, continuing ed, face-to-face/online, certificate, 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

Strategies






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


Saint Louis University’s

SEM PLAN:

What will Billikens Look Like in 2018?

Total Domestic Degree Seeking Enrollment 2013

0

1-9

10-25

26-149

150+

India 17Egypt 15South Korea 15 Germany 15Brazil 11

Panama

PERU

BOLIVIA

Chile

MEXICO

I

COSTARICA

PA

SURINAME(FRA N CE)

PARAGUAY

GUYANA

R A

French Guiana

ISLANDS

Island ofNewfoundland

CUBA

BAHAMASTHE

O

REPUBLICDOMINICAN

A

( U .S.)

S T . VI N CEN T ANDTHE GREN ADINES B AR B ADOS

S T . LUCIA

DOMINI C A

ANTIG U A

ST . KIT T S AND NEVIS

HAITI PuertoRico

URUGUAY

ICELANDN ORWAY

FINL AND

I

TUNISIA

UNITED

NIRELAND

S A U S TRIA

C RO A TIA

BOS. & HER.

DENMARK

GERMANY

(U

BEL GIUMLUX.

EST.

LAT.LITH.

LIECH.

CZECH REP.SL O V AKIA

BELARUS

U K R A I N E

ANDORRA

MARI N OS AN

SL O VENIA

MA L T A

BULGARIA

R USSIA

M

MO N A C O

ALB.

THE GAMBIA

ZAMBIA

ANGOLA

LIBERIA CAMEROON

EQUATORIAL GUINEA

GUINEAGUINEA-BISSAU

M A L IMAURITANIA

SENEGAL

BENIN

D'IVOIRECÔTE

SIERRALEONE

BURKINAFASO

CHAD

SAOTOMEAND PRINCIPE

T OGO

(Cabinda)

A N GO L A

CONGO

REP. OFTHE

AFRIC AN REPUBLICCENTRAL

SUDAN

BOTSWA N A

N AMIBIA

ERITREA

A

MOZAMBIQUE

SWAZILAND

AFRICASOUTH

LESOTHO

CAPE VERDE

S YRIA

GEORGIA

AZER B AI J ANARMENIA

JORDAN

CYP R US LEB.

MOLDOVA

BAHRAIN

QATAR ARABA

OMAN

DJIBOUTI

TURKMENISTAN

KYRGYZSTAN

TAJIKISTAN

OMAN

COMO ROS

MA DA G ASC AR

SOMALIA

Indian

1972Line of Cont rol

claim

Line ofActual

Cont rol

BURMA

BHUTAN

China

JAPAN

N K

L A OS

CAMBODIA

VIETNAM

BRUNEI

A A

EASTTIMOR

PAPUANEW GUINEA SOL OMON

ISL ANDS

VAN UA TUFIJI

TUVA L U

Bermuda

Canada

Libya Egypt

France

Germany Hungary

USA

Nicaragua Thailand

Taiwan

Singapore

Spain

India

BRAZIL

Total International Student Enrollment Fall 2013

Afghanistan

Algeria

Australia

Belgium

Ecuador Gabon

Ghana

Greece

Guatemala

JordanQatar

Saudi Arabia

North Korea

Ethiopia

Philippines

Sweden United Kingdom

Switzerland

Nigeria

Malaysia

Italy

Hong Kong

Indonesia

Iraq

Iran

Kuwait Israel

Belize

Netherlands

New Zealand

Poland

Bangladesh

Trinidad and Tobago

1092 Students Representing 86 Countries China 572 Spain 155 Saudi Arabia 40 Canada 31

Denmark

Ireland

Brazil

Mexico

Vietnam

Syria

Official Fall 2013 Census Data [updated 10/2013]

Angola

Bolivia

Bulgaria

Cyprus

OmanUnited Arab Emirates

Bosnia & HerzegovinaSerbiaMontenegro

Columbia Cameroon

El SalvadorVenezuela

Kenya

Portugal

Mauritania

Turkmenistan

JapanSouth Korea

Turkey

Georgia

Zimbabwe

LebanonMorocco

Moldova

Puerto RicoJamaica

Kazakhstan

Lithuania

Argentina


SEM at SLU

• Mission• Strategic Plan• Vision for Enrollment Profile• Values• Goals

SLU’s 2018 Strategic Enrollment Vision: Objectives and Targets for Traditional Undergraduates

I.Increase the Academic Profile of the Freshman Class

II.Increase the Diversity of the Undergraduate Student Body

III.Maintain a Strong Catholic Student Population

IV.Optimize Existing University Capacities to Generate More Net Revenue from the Academic Enterprise

V.Increase Student Persistence and Success Levels Equal to the 4th Quartile of the Top 50 US Universities

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SLU’s Desired New Undergraduate Student Profile Scorecard

Enrollment Profile Metric Goal 2012 Benchmark 2013ACT Upper 10% in nation (27.8) 27.2 27.6GPA +3.5/4.0 3.78 3.85U.S. Geographic 50 States Represented 42 44International 10-15% 3% 4%Catholic 45-50% 54% 56%Underrepresented Ethnicity 13-15% 13% 15%Transfer 15-20% 19% 16% Military/Veteran (total enrollment) 5-10% 2.5% 3%

VP Enrollment and Retention Management 57

Enrollment Success Metric Goal 2012 Benchmark 20131-2 Year Retention Rate 90% 88% 88%6 Year Retention/Graduation Rate 80% 70% 70%

Executive Symposium

QUESTIONS

Jay W. GoffVice President of Enrollment & Retention Management

Saint Louis UniversityAACRAO SEM Coordinator for Four-year Colleges & Universities

[email protected]

Executive Symposium SEM Core Concepts and Environmental Scanning Jay W. Goff Vice President of...

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