Request for Proposal - Enrollment Management Dade Proposal FINAL 3-26-08.doc · Web viewHe was...

STRATEGIC ENROLLMENT MANAGEMENT CONSULTING FOR USDE TITLE V-FUNDED PROJECT V-COACH, HIALEAH CAMPUS

TITLE PAGE

Miami Dade College’s key contacts at SEM WORKS are listed below. Dr. Jim Black will be your lead consultant, Pete Lindsey your primary contact, and Maggie Killoran your project manager.

SEM WORKSDr. Jim Black, President/CEO407 Pebble Ridge CourtGreensboro, NC 27455E-mail: [email protected] Free: 800/494-3710Fax: 336/644-7393www.semworks.net

Primary ContactPete Lindsey, Director of Business DevelopmentE-mail: [email protected] Free: 800/494-3710Direct: 336/339-3571Fax: 336/644-7393

Project ManagerMaggie KilloranE-mail: [email protected]: 828/894-3092 ext. 288

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TABLE OF CONTENTS

PART DESCRIPTION PAGE

1. A. Introduction 4

Staffing and Experience 4

Community College Clients 6

Partial Client List 8

2. B. SEM Best Practices 9

3. C. Assessment of Campus Enrollment Programs 10E. Assessment of Campus Retention Programs 10

4. D. Strategic Enrollment Planning 13

5. F. Development of Campus Recruitment, Marketing, and 14Communications PlansG. Development and Deployment of SEM Technology Systems 14

6. Table 1 and Schedules (Timeline) 15

7. Appendices 20

Dr. Black’s Vitae (unbound)

SEM WORKS Brochures (unbound)

SEM WHITE PAPER (unbound)

Endorsement Statements 20

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1. A. INTRODUCTION—STAFFING AND EXPERIENCE

The SEM WORKS staff is comprised of twenty-one individuals, primarily current or

former practitioners in the field, with over 252 years of experience in higher education

and consulting. SEM WORKS has worked with over 300 higher education clients and has

extensive experience with community colleges. Recently, over sixty percent of our

current and former clients were from community colleges. Also, Dr. Black presented at

Miami Dade’s 2007 faculty and staff professional develop conference. Finally, as a

testimony to our commitment to community colleges and the students you serve, SEM

WORKS hosted the third annual Community College Enrollment Management and

Student Marketing Symposium in Cary, North Carolina, with support from the League

for Innovation in the Community College and NISOD, a corporate partner of SEM

WORKS. Also, last year we offered the Community College Student Success Institute,

which was held in Palm Springs, California. Through these annual events, market

research we have conducted at numerous two-year institutions, and related publications,

SEM WORKS will continue to invest in and support the mission of community colleges.

Jim Black, Ph.D., President and CEO

Project Responsibilities: Lead Consultant

The president and CEO of SEM WORKS, Dr. Jim Black, is the

founder of the National Conference on Student Retention in

Small Colleges, and cofounder of the National Small College

Admissions Conference and the National Small College

Enrollment Conference. He formerly served as the director of


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AACRAO’s Strategic Enrollment Management Conference.

Dr. Black has published a monograph titled, Navigating Change in the New Millennium:

Strategies for Enrollment Leaders, and three books, The Strategic Enrollment

Management Revolution, considered to be a groundbreaking publication for the

enrollment management profession, Gen Xers Return to College, and Essentials of

Enrollment Management: Cases in the Field. Among his other published works are

numerous articles and book chapters including a feature article in College & University,

“Creating Customer Delight”; a chapter, “Creating a Student-Centered Culture,” for a

book on best practices in student services published by SCUP and sponsored by IBM; a

chapter on enrollment management in a Jossey-Bass book on student academic services;

as well as a bimonthly feature in The Greentree Gazette.

Black was honored as the recipient of the 2005 AACRAO Distinguished Service Award.

He has been interviewed by publications such as The Chronicle of Higher Education,

Converge Magazine, The Enrollment Management Report, The Lawlor Review, and was

interviewed for AACRAO’s Data Dispenser. Black also was featured in an international

teleconference on enrollment management sponsored by The Center for the Freshman

Year Experience at the University of South Carolina, and a PBS broadcast on “Blending

High Tech and High Touch Student Services.” Since 1999, Jim Black has been an IBM

Best Practices Partner, one of only twenty-three in the world. He was invited by The

College Board to Heidelberg, Germany, to evaluate the APIEL Exam and most recently

was invited to lead conferences on enrollment management and student services in the

United Kingdom and the Netherlands.

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Dr. Black has served on the boards of several technology companies and has consulted

with companies such as Microsoft, Blackboard, and the SAS Institute. Higher education

clients have included two-year, four-year, public, and private institutions. Jim earned a

B.A. in English education and an M.A. in higher education administration from the

University of South Carolina, as well as a Ph.D. in higher education curriculum and

teaching from The University of North Carolina at Greensboro.

1. A. INTRODUCTION—SEM WORKS’ COMMUNITY COLLEGE CLIENTS

Seminole Community College: enrollment audit

St. Petersburg College: enrollment management audit of the system and

enrollment management plan

Randolph Community College: marketing study, image analysis, marketing/

communications audit

Quinsigamond Community College: enrollment audit, recruitment training, and

market research

North Shore Community College: marketing and branding, market research,

enrollment planning retreat, marketing retreat, enrollment projection model

Springfield Technical Community College: enrollment audit, marketing, market

research, and Web development

Capital Community College: enrollment audit, one-stop consulting, customer

service training—part of a Title III grant

St. Louis Community College: marketing and branding, market research

Trident Technical College: admissions and registration audit

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1. A. INTRODUCTION—SEM WORKS’ COMMUNITY COLLEGE CLIENTS

Community College of Baltimore County: enrollment and student services audits

and enrollment planning, market analysis, student recruitment audit

Confederation College (Canada): enrollment and marketing audit, enrollment

planning, market research, process reengineering, and business analytics

Aiken Technical College: enrollment audit, SWOT analysis, market analysis,

enrollment planning process

Durham College (Canada): enrollment management audit

South Carolina Technical College System: student services workshop

Truckee Meadows Community College: enrollment plan and customer service

training

George Brown (Canada): enrollment management audit

Northwestern Michigan College: enrollment, student services workshops

Trenholm State Technical College: enrollment audit

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1. A. INTRODUCTION—PARTIAL CLIENT LIST

St. Petersburg College

Michigan Community College

Association

South Carolina Technical Community

College System

Quinsigamond Community College

Community College of Baltimore

County

Aiken Technical Community College

North Shore Community College

Southern Piedmont Community

College

Sierra College

Edison Community College

Truckee Meadows Community College

Capitol Community College

Lansing Community College

Seminole Community College

St. Clair Community College

St. Louis Community College

Trenholm State Technical College

Springfield Technical Community

College

Lexington Community College

George Brown College (2-year

Canada)

Durham College (2-year Canada)

Northwestern Michigan College (2-

year)

Robert Morris College (2-year)

Sir Sandford Fleming College (2-year

Canada)

Terra Community College

Central Carolina Technical College

Randolph Community College

University of Vermont

Ferris State University

South Texas College

Buffalo State College

Southeast Missouri State University

University of Maine at Machias

Slippery Rock University

University of California at Santa Cruz

Adams State College

Medical University of South Carolina

Cochise College

Arkansas State University

University of Wisconsin at Eau Claire

Washington Community College

System

University of Texas at Dallas

Indiana University Purdue University

Indianapolis

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2. B. SEM BEST PRACTICES

We are SEM WORKS, and as our name suggests, strategic enrollment management is

what we do best. Our collaborative approach fosters buy-in across campus and educates

key constituents regarding best practices in enrollment management. Common enrollment

management methodologies employed by SEM WORKS include: strategic plan-aligned;

objective-based; student-centered, promise-oriented; market-driven; and net revenue

driven. Examples of tools and techniques include strategic enrollment management

audits, interviews and focus groups with key constituents, SWOT analyses, affinity

diagrams, enrollment management planning, and on-site observations of key enrollment

offices.

PROJECT PHASESSEM WORKS will approach the project in four phases.

Assessment Planning Implementation Evaluation

3. ASSESSMENTC. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMSE. ASSESSMENT OF CAMPUS RETENTION PROGRAMS

1. Develop a detailed consulting visit agenda for MDC

2. Review of MDC trend data, competitor information, survey data, publications and

Web sites, strategic plans, enrollment plans, organizational charts, and related

documents

3. Review of related workflow in enrollment and retention offices

4. Audit existing enrollment and retention practices

5. Observations in enrollment offices

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6. Submit a written enrollment audit report complete with observations, detailed

recommendations, and a prioritization of initiatives.

Four-day Enrollment Management Audit

Dr. Jim Black, your lead consultant, will conduct a four-day enrollment management

audit to assess MDC’s enrollment management structure, marketing and recruiting

strategies, and retention programs, and SEM software to support the V-Coach Systems

Initiative.

During the off-site preliminary review, Dr. Black will examine institutional trend data,

market research, competitor information, retention data, yield data, survey data,

publications and Web sites, strategic plans, enrollment plans, marketing, advertising and

recruiting budgets, organizational charts, and satisfaction and service data. This review

will inform and direct the four-day audit and student focus groups.

Marketing, retention, and recruiting initiatives will be assessed based on their fit with the

College’s mission and vision and return on investment (ROI). The relative value of

strategies and tactics will be measured by the potential and actual impact each has on

increasing the College’s enrollment. SEM WORKS will recommend enhanced

allocations of financial and human resources for high-yield low-cost strategies and

tactics. Objectives also will be examined and assessed for synergy, duplication, and

potential conflicts. This process could result in the reallocation of funds and staff time as

well as possible requests for additional financial or human capital.

Dr. Black also will assess SEM software vendors and their products and offer

recommendations for software procurement in support of the V-Coach Systems Initiative.

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On-site Audit Visit

During the four-day audit, Dr. Black will conduct interviews with Dr. Miles, enrollment,

financial aid, and retention staff, marketing professionals, Enrollment Management

Committee (if appropriate), and faculty to assess existing marketing, recruiting, retention,

budgets, and staffing, barriers to new and returning student enrollment and opportunities,

market penetration, gap identification, and effectiveness of institutional branding. Three

student focus groups will be conducted consisting of: traditional students (1);

nontraditional/adult learners (1); and workforce development students (1), all balanced

for gender and ethnicity. This informed and collaborative approach will generate

strategies for MDC to create an integrated strategic enrollment management plan that

includes plans for retention, student recruitment, marketing, and communications that

will have broad institutional support.

Dr. Black will spend time in the enrollment offices observing daily operations and

analyzing workflow to identify opportunities to improve recruiting (inquiry generation,

application processing, and conversion strategies, etc.), marketing, retention, and

communications strategies (Web marketing, media mix, resource allocation, etc.).

Audit Report

At the conclusion of the visit, Dr. Black will provide an executive summary of findings

and submit a written report for review and feedback in four to five weeks. The final

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3. ASSESSMENTC. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMSE. ASSESSMENT OF CAMPUS RETENTION PROGRAMSreport will reflect changes that do not compromise the integrity of the report. Using a

combination of the physical evidence described above along with secondary data sources,

on-campus interviews, focus groups, and direct observations of existing practices, Dr.

Black will utilized a research method known as “triangulation” to validate findings. Any

finding supported by all three research techniques will be considered to be valid. A

complementary method called “pattern matching” will be used to validate findings that

did not appear to be triangulated. Pattern matching describes reoccurring themes that

emerge from one or more of these research techniques.

The report will include an introduction, college context, strategic opportunities,

integrated marketing opportunities, inquiry generation, prospective student cultivation,

service delivery, student retention strategies, and antecedents for success, (staffing,

resources, organizational structures, leadership support, etc.). Dr. Black also will offer

recommendations for software procurement in support of the V-Coach Initiative and

evaluative feedback on developed V-Coach systems. Recommendations will be

prioritized as MC (mission critical), E (essential), and D (desired). MDC is encouraged to

work first on items denoted as “mission critical.” In year two of implementation, address

the items listed as “essential,” and in year three, work on items that are identified as

“desired.”

Based on the off-site preliminary review and four-day audit, Dr. Black will recommend

appropriate measures and strategies to evaluate progress and success. The focus will be

on activities and strategies that will lead MDC to maximum return on investment (ROI).

Recommendations will be prioritized as mission critical (MC), essential (E), and

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desirable (D).

4. PLANNINGD. STRATEGIC ENROLLMENT PLANNING

7. Kick off the SEM planning process and strategic enrollment management retreat

with designated enrollment leaders, retention leaders, marketing staff, and related

work teams.

8. Facilitate the creation of an overview of the enrollment context from student focus

groups, audit results, and on-going initiatives.

9. Decide on a planning model that takes into account and leverages existing structures

and planning processes.

10. Assist in the identification of key performance indicators and other evaluation

metrics.

11. Review and prioritize recommendations using small groups for designated areas of

interest and large groups for prioritization.

12. Organize high priority items by affinity group (e.g., recruitment, marketing, retention,

academics, enrollment, research).

13. Identify work teams organized around high priority items.

14. Submit brief reports to the V-Coach Project Director outlining progress to date,

recommended midcourse adjustments, and related implementation strategies.

15. Conduct a formative evaluation of the planning process, related deliverables, and the

early stages of implementation.

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5. IMPLEMENTATION F. DEVELOPMENT OF CAMPUS RECRUITING, MARKETING, AND COMMUNICATIONS PLANSG. DEVELOPMENT AND DEPLOYMENT OF SEM TECHNOLOGY SYSTEMS

16. Provide ongoing feedback and coaching.

17. Based on the audit findings and recommendations and Dr. Black’s research, facilitate

the development and deployment of SEM Technology Systems.

18. Dr. Black will submit a final comprehensive SEM Plan that will include

marketing/communications and retention plans. The SEM plan will include an

introduction, enrollment vision, environmental scan, market position, guidelines for

SEM planning, internal EM planning campaign, and easy-to-read tables that include

strategic opportunities, related strategies, antecedents for success, lead unit/

individual, target audience, action items, start time, objective, effectiveness measure,

and objective outcome.

19. Conduct a summative evaluation of the execution of the plan and the degree to which

objectives have been met.

20. Submit a written report describing the findings and related recommendations for

improvement and sustainability.

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6. TABLE 1 AND SCHEDULES (TIMELINE)PROJECT TIMELINE

The following chart outlines a suggested work plan and schedule with an estimated start date in

the first week of June 2008. This schedule may be modified by mutual agreement between SEM

WORKS and MDC.

Activity Timeline Methodology

Develop a planning team and detailed consulting visit agenda for MDC

June, week 1, 2008

Dr. Black will work in collaboration with the V-Coach Project Director to agree on a schedule, composition of an Enrollment Management Planning Committee (EMPC) and MDC will be responsible for making related arrangements.

Conduct off-site review in preparation of audit

June, week 1 Dr. Black will review institutional trend data, competitor information, survey data, publications and Web sites, strategic plans, enrollment plans, organizational charts, retention plans, and related documents.

Review of related workflow in enrollment and retention offices

June, week 1 Staff in enrollment offices will be asked to provide process maps that outline workflow and will be discussed during the interviews with staff.

Four-day enrollment management audit of enrollment and retention practices, and assessment of the V-Coach Systems Initiative ($16,000)

June, week 2 Student focus groups and interviews of faculty and staff will assess existing practices and barriers to enrollment, retention and student services, and the V-Coach Systems Initiative. College offices included will be from the functional areas of the president, recruitment, marketing, financial aid, enrollment management, retention, counseling and advising, etc.

Observations in enrollment offices

June, week 2 Dr. Black will spend time in each functional area observing daily operations to identify barriers and improvement opportunities.

On-site report June, week 2 An executive briefing of preliminary findings will be provided on-site at the conclusion of the four-day audit and recommendations that require immediate action in order to impact next semester’s enrollment outcomes will be identified.

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Submission of a written audit report ($2,500)

Approximately one month after the initial visit

Dr. Black will provide a preliminary draft for review and comment, and the final draft will incorporate suggested changes that do not compromise the integrity of the report. The report will be complete with observations, detailed recommendations, and a prioritization of initiatives to impact enrollment and retention, evaluative feedback on the V-Coach systems, and recommended SEM software vendors to support the V-Coach Systems Initiative.

Kick off the SEM planning process and strategic enrollment management planning retreat (three 2-day visits, $24,000)

JulyAugustSeptember

Dr. Black will kick off the planning process with a SEM planning retreat that will include designated enrollment and retention leaders, marketing staff, and related work teams. The focus will be on issues that may derail or impede implementation of the SEM plan.

Facilitate the creation of an overview of the enrollment context

JulyAugustSeptember

As part of the SEM planning retreat, Dr. Black will facilitate the development of MDC’s enrollment context from audit results and on-going initiatives.

Decide on a planning model

JulyAugustSeptember

As part of the SEM planning retreat, Dr. Black will facilitate a decision on a planning model that takes into account and leverages existing structures and planning processes.

Assist in development of effectiveness measures

JulyAugustSeptember

As part of the SEM planning retreat, Dr. Black will assist in the identification of key performance indicators and evaluative metrics related to strategic opportunities.

Review and prioritize recommendations

JulyAugustSeptember

Recommendations will be prioritized using small groups for designated areas of interest and large groups for prioritization.

Organize high priority items

JulyAugustSeptember

High priority items will be organized by affinity group (e.g., recruitment, marketing, retention, academics, enrollment, research).

Implementation facilitation (two 2-day visits, $16,000)

October Work teams will be organized around high priority items.

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Submit brief reports to the V-Coach Project Director

Ongoing Reports will outline progress to date, recommend midcourse adjustments, and related implementation strategies.

Conduct a formative evaluation of the planning process, related deliverables, and the early stages of implementation (one 2-day visit, $8,000)

October Using Stake’s Countenance Model, Dr. Black will compare intended objectives with observations on three levels: (1) implementation antecedents, (2) transactions or execution, and (3) outcomes.

Submit brief quarterly and annual reports to the V-Coach Project Director

Ongoing Dr. Black will provide a preliminary draft for review and comment, and the final draft will incorporate suggested changes that do not compromise the integrity of the report.

Review and comment on the final plan

Upon completion of the final plan

Phone, e-mail, fax, mail exchange will take place between Dr. Black and the V-Coach Project Director

Provide ongoing feedback and coaching ($12,000)

Ongoing for one year (September 2009)

Unlimited phone, e-mail, fax, mail exchange with Dr. Black and the V-Coach Project Director.

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Submit a final SEM plan ($6,000)

One month after final visit Dr. Black will submit a final comprehensive SEM Plan that will include marketing/communications and retention plans. Plans will be presented in easy-to-read tables that include strategic opportunities, related strategies, antecedents for success, lead unit/individual, target audience, action items, start time, objective, effectiveness measure, and status of objectives.

Conduct a summative evaluation of the execution of the plan and the degree to which objectives have been met (one 1-day visit, $4,000)

The final visit will occur within six months of the completion of the strategic enrollment plan

Using Stake’s Countenance Model, Dr. Black will compare intended objectives with observations on three levels: (1) implementation antecedents(2) transactions or execution(3) outcomes.

Submit a written report describing the findings and related recommendations

Approximately one month after the visit

Dr. Black will provide a preliminary draft for review and comment, and the final draft will incorporate suggested changes that do not compromise the integrity of the report.

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6. TABLE 1 AND SCHEDULES (TIMELINE)PROJECT TIMELINE# ITEM DESCRIPTION EST.

HRS.PRICE

PER HR.TOTAL COST

1. Conduct SEM review to assess current status of campus enrollment programs and make recommendations to align efforts to achieve enrollment outcomes.

18.52(Four-day audit & report/3)

$333/hr. $6,166.68

2. Perform strategic enrollment planning by supplying templates for organizing enrollment goals to facilitate campus-wide dialog to develop a comprehensive set of enrollment goals with institutional consensus.

72.07 (3 two-day visits)

$333/hr. $24,000

3. Conduct an analysis of current campus retention efforts; identification of areas of greatest need; and assistance in developing a retention plan for long-term success.

18.52 (Four-day audit & report/3)

$333/hr. $6,166.68

4. Supply strategies, tools, and techniques to project staff for the development of campus recruitment, marketing, and communications plans.

18.52 (Four-day audit & report)

$333/hr. $6,166.68

5.

5.1.

5.2.

5.3.

5.4.

5.5.

5.6.

Assist the campus in implementing automated SEM systems by:Introducing SEM principles to project staff through consultation sessions and workshops,Analyzing and improving targeted outcomes for systems implementation,Conducting high-level review of campus business practices, offering recommendations for revisions to align practices more effectively with the new strategic enrollment management systems,Advising the project staff in the organization and prioritization of implementation steps,Assess SEM software vendors and their products, offering recommendations for software procurement in support of the V-Coach Systems Initiative, and Offer evaluative feedback on developed V-Coach systems.

138.14 (Seven days of site visits, written SEM plan, and 12 months of remote consulting assistance)

$333/hr. $46,000

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7. APPENDICESDr. Black’s curriculum vitae, list of publications, writing sample, and SEM WORKS brochure are included unbound.

ENDORSEMENT STATEMENTS

University of West Florida

Deborah L. Ford

Vice President for Student Affairs

1100 University Parkway

Pensacola, FL 32514

850/474-2214 or [email protected]

“Jim Black and SEM WORKS have supplied our institution with a thorough review of

the challenges and opportunities related to improving recruitment, retention, and

service for our students. He and his staff took the time needed to get to know us and

then offered their insights and ideas about how to make enrollment management work

for us. I highly recommend Jim, and I know he provides sound advice from an

educator's point of view.”

Deborah L. Ford, Vice President for Student Affairs

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7. APPENDICES— ENDORSEMENT STATEMENTS

Community College of Baltimore County Maryland, 2006–2007

Sandra Kurtinitis, Ph.D., President

7201 Rossville Blvd.

Baltimore, MD 21237


SEM WORKS conducted audits for the areas of enrollment management and student

services. Following these audits, SEM WORKS will facilitate the development of a

comprehensive enrollment plan, the creation of a back office processing center, and one-

stop student services at each of CCBC’s three campuses and two extension centers.

“We have been very pleased with the work of Dr. Jim Black and the SEM WORKS

team. It was clear from the start that Jim had thoroughly prepared for the enrollment

management and student services audits before he stepped foot on our campus. This

preparation and his analytical and approachable manner during the audits enabled

him to understand our culture, identify our critical issues, and move to smart strategic

recommendations. Jim clearly understands the complexities of a multicampus

community college system. We look forward to an integrated enrollment management

plan that will improve our student services and grow our enrollment.”

Sandra Kurtinitis, Ph.D., President

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St. Petersburg College, 2007

Doug Duncan, Director of Human Resources

P.O. Box 13489

St. Petersburg, FL 33733-3489


SEM WORKS conducted a four-day enrollment management audit of St. Petersburg

College’s ten campuses and centers. The audit included such functional areas as

recruitment, marketing, enrollment management, retention, counseling, and advising, as

well as career planning and placement. The comprehensive audit served as the basis for

the development of an integrated strategic enrollment plan for all campuses and centers.

“We are grateful for Dr. Black's work in helping St. Petersburg College consolidate

and streamline the way in which we recruit, retain, and enroll students. He clearly

understands the issues faced by colleges as they evolve from a single entity into

complex, multicampus institutions with diverse programs and methods of delivery.

Jim's knowledge and expertise are evident through his insightful and collaborative

approach to information gathering and problem solving."

Doug Duncan, Director of Human Resources

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St. Louis Community College, 2005

Pat Crowe, Director of Communications

300 South Broadway

St. Louis, MO 63102-2810


SEM WORKS consulted with the four college campuses of St. Louis Community

College and conducted a comprehensive audit of existing communications and branding

practices including the College’s recruitment publications/Web site, logos and marks,

promotional materials, standards and graphics, etc.; analyzed existing market research;

administered a competitor analysis; developed a brand identity and marketing strategies;

completed Web site development; created strategies for Internet Marketing; and

developed collaterals, print, broadcast, and Out-of-Home Advertising. SEM WORKS

established a detailed consulting agenda consulted with the college to include: a

comprehensive audit of communications and branding practices; brand identity and

marketing plan; Web site development; Internet marketing; collateral development; and

print and broadcast out-of-home advertising.

"We have been impressed with the branding and marketing consulting work that SEM

WORKS has done for St. Louis Community College. Dr. Black and the SEM WORKS

team have carefully explored and assessed our culture and image. Dr. Black is highly

skilled at analyzing complex issues and providing smart, realistic, and creative

solutions. Thanks to SEM WORKS we are building a powerful brand through a

focused strategic marketing plan that will enhance our market position and sustain us

for many years to come."

Pat Crowe, Director of Communications

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Springfield Technical Community College, 2005–2006, eighteen months

Dr. Patrick E. Tigue, Vice President of Enrollment Management

One Armory Square, P.O. Box 9000, Suite 1

Springfield, MA 01102-9000


SEM WORKS performed an Enrollment Audit, conducted market research, developed a

marketing plan and branding strategy, redesigned the College’s Web site, hosted an

enrollment management retreat, and presented a customer service workshop.

"We have been delighted with the careful and insightful work that Dr. Black and SEM

WORKS have done for Springfield Technical Community College. The enrollment

audit was comprehensive and the report was detailed, focused, and very easy to read.

Also, as we work with Dr. Black on our marketing plan, it is clear that he is an

attentive listener who demonstrates a deep understanding of our issues and the unique

culture of community colleges."

Dr. Patrick E. Tigue, Vice President of Enrollment Management

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Quinsigamond Community College, 2005–2006, one year

Steve Sullivan, Vice President for Enrollment and Student Services

670 W. Boylston Street

Worcester, Massachusetts 01606-2092

[email protected] or 508/853-2300

SEM WORKS provided the following consulting services for Quinsigamond

Community College in Worcester, Massachusetts: an audit of data collection, analysis,

and tracking procedures; prioritization of recommendations for improving existing

communication, marketing, and recruitment plans; clarification of QCC’s message and

mission as they relate to the enrollment process and outcomes; an instrument and a

process for collecting, analyzing, and incorporating customer service feedback into

continuous improvement of enrollment processes; an assessment of Admissions Office

staffing needs based on national staffing patterns, the scope of the operation, and the

objectives of the institution; an analysis of the existing and potential student markets

using institutional data as well as external data regarding demographic, economic, and

job trends; an image study specific to the institution’s influence of student enrollment

decisions on the local community; a competitor analysis of the top five competitors for

students; a branding strategy with a clearly defined brand identity and detailed action

plan; a market demand analysis for instructional programs; Web site development; and

recommendations regarding the optimal use of portal and e-mail technology to support

and enhance enrollment management practices.

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“Jim was sensitive to the culture of our school and in recognizing our uniqueness,

which was taken into account when dealing with the issues at hand. Due to this, we

were given a terrific report with appropriate objectives tailored to our institution. No

cookie cutter analysis and solutions from SEM WORKS! Most important of all, our

spring headcount is up 7% from last year and 4% compared to the previous spring.

Our fall comparison numbers for new student inquiries, apps., and accepts are

literally up in the 20% area from a year ago. We are delighted!”

Steve Sullivan, Vice President for Enrollment and Student Services

Enrollment Success:

Enrollment increased 2% from fall 2005 to fall 2006, and 7% from spring 2006

to spring 2007.

The fall 2007 headcount and credits are the highest in the college’s history.

Compared to last fall, the headcount is up 10.55% and credits are up 11.20%.

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Salem College

Krispin Barr

Dean of Students

Winston-Salem, NC 27108-0548

Phone: 336/721-2627

E-mail: [email protected]

SEM WORKS conducted a comprehensive retention audit that included a review of

existing practices and retention trend data. Opportunities for improvement as well as gaps

in retention strategies were identified in areas such as academic advising, the first-year

experience, support services, and the Salem Signature.

“Dr. Black’s extensive experience in enrollment management and his understanding of

how things work inside the Academy enabled him to identify retention issues at Salem

College that we did not see and provide a review and implementation process that was

exceptional. He helped us focus our valuable time and energy on customized retention

solutions where we could have the greatest impact and see positive results right

away. We learned how to work smarter, not harder, which has been a tremendous gift

given our limited staff and resources.”

Krispin Barr, Dean of Students

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