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THE CORE CONCEPTS OF SEM Stanley E. Henderson AACRAO Senior Consultant University of Louisville September 17, 2012.

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Presentation on theme: "THE CORE CONCEPTS OF SEM Stanley E. Henderson AACRAO Senior Consultant University of Louisville September 17, 2012."— Presentation transcript:

1 THE CORE CONCEPTS OF SEM Stanley E. Henderson AACRAO Senior Consultant University of Louisville September 17, 2012

2 SEM Planning Model 2 Overview The History The Context The Theory Applying the SEM Template The Practice The Plan (Take-away)

3 The History

4 SEM Planning Model 4 Historically, over the last 40 years… As a concept, Enrollment Management was born in the early 1970s at Boston College.

5 SEM Planning Model 5 EM in the 1980s was marked by… The growing research & theories of student departure (retention). The 1980s enrollment crisis in higher education. The emerging sensitivity to marketing in student recruitment & in higher education generally. A focus on the traditional full-time undergraduate students

6 SEM Planning Model 6 EM in the 1990s was marked by… An emphasis on integrating financial aid, pricing, and net revenue planning Inclusion of adult, part-time, & graduate enrollments The explosion of information technology Increasing and changing competition A mushrooming consulting industry

7 SEM Planning Model 7 Merging Theory (1980s) and Practice (1990s)… As a professional literature, Enrollment Management emerged in the 1980s As a professional practice, Enrollment Management evolved in the mid-1990s In the new millennium, Enrollment Management will evolve as a strategic component of institutional planning….

8 SEM Planning Model 8 Enrollment Management is just now coming of age…. Over the first 10 years of the new millennium, what is the new emphasis in Enrollment Management? Programs and services designed with intentionality, purpose, integration of effort, service efficiency, and positive interventions with students. Integrated cross-campus collaborations and partnerships between faculty, administrators, and staff. Use of assessment and information-driven decision making. Understanding how campus cultures impact enrollment management efforts. Importance of shared leadership at multiple levels.

9 The Context

10 SEM Planning Model 10 REDEFINING HIGHER ED Industrial Age 1.Teaching franchise 2.Information infrastructure as a support tool 3.Separate learning systems 4.Silos 5.Bureaucratic systems 6.Rigid pre-designed processes Information Age 1.Learning franchise 2.Information infrastructure as instrument of transformation 3.Fused learning systems 4.Big tent 5.Self-informing, self- correcting systems 6.Families of transactions customized to needs of learners, faculty, staff

11 SEM Planning Model 11 Consider Elements of Campus Culture Pervasive attitude to not be content to rest on past success. Sense of inclusiveness on the part of all members of the campus community frequently characterized as a family. A strongly held sense of mission that recognizes the campus as distinctive or special. The people are special. A Matter of Culture and Leadership: Student Success in State Colleges and Universities, AASCU, 2005

12 SEM Planning Model 12 Unpacking Culture – Setting High Expectations A culture of high expectations is a culture of mutual expectations. –Student success is up to students. Set high expectations for students. People dont rise to low expectations. –We cannot just hold students to high standards. We must also do everything in our power to provide them with the support they need to succeed and to build students sense of personal responsibility for their achievement. –Leaders need to set high targets for faculty and staff performance. They need to set targets that actually can be met, provide support and example to meet them, then raise the bar another notch. A culture that succeeds like this is always in dynamic balance. A Matter of Culture and Leadership: Student Success in State Colleges and Universities, AASCU, 2005

13 SEM Planning Model 13 Enrollment management is an institutional balancing act. Meeting Enrollment Goals Improving Quality Increasing Diversity Ensuring Access and Affordability Increasing Net Tuition Revenue Increasing Retention & Graduation Rates Improving Student Learning Outcomes

14 SEM Planning Model 14 What Impacts the EM Environment? Demographic shifts Changing economics of higher education The public policy and the legal environment The changing competition The Information Age The Communication Age

15 The Theory The Academic Context of Enrollment Management

16 SEM Planning Model 16 Strategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students educational goals. What is SEM? What is SEM?

17 SEM Planning Model 17 CONCEPTS AND GOALS Whats Behind SEM? Concept: Determining, achieving, maintaining optimum enrollment Goal: Stabilize enrollment Concept: Better student access, transition, and persistence Goal: Reduce vulnerability to environment Concept: Supporting the delivery of effective academic programs Goal: Link academic programs and SEM

18 SEM Planning Model 18 CONCEPTS and GOALS The SEM Foundation Concept: Generating additional net revenue Goal: Stabilize finances Concept: Enabling effective financial planning Goal: Optimize resources Concept: Increasing process and organizational efficiency Goal: Improve quality

19 SEM Planning Model 19 CONCEPTS and GOALS SEM Defined Concept: Improving service levels to all stakeholders Goal: Improve services Concept: Creating data-rich environment Goal: Evaluate strategies and tactics Concept: Building linkages with functions across campus Goal: Improve access to information

20 SEM Planning Model 20 WHAT SEM IS NOT Not a quick fix Not all about structure Not glorified admissions and marketing Not function that operates separately from academic mission of the institution

21 SEM Planning Model 21 CONCENTRATION on STRUCTURE Bringing offices together to accomplish a more purposeful approach to enrollment Maguires Grand design to bring independent offices into common purpose I had them report to you because I didnt want them reporting to me Building a structure for structure in Cincinnati

22 SEM Planning Model 22 STRUCTURE as DEVELOPMENT The marching millions committee The lets-give-the-director-of-admissions- something-more-to-do coordinator The conflict avoidance matrix The now-were-serious division Structure based on difficulty of campus change Kemerer, Baldridge, and Green, 1982

23 SEM Planning Model 23 CHANGE MODELS EM organizations develop according to the urgency of the need for change Stable enrollments yield incremental change, probably through a committee A crisis with plummeting enrollments might bring a new division Hossler, 1986

24 SEM Planning Model 24 TAKING THE EASY ROAD Structure gives a sense of false reality Steering committees, planning groups, working groups become the embodiment of SEM Easier to concentrate on structure than to deal with the really hard work of staying in touch with the academic context

25 SEM Planning Model 25 STRATEGIC Enrollment Management Comprehensive process Achieving and maintaining optimal recruitment, retention, and graduation rates Optimum defined in academic context Institution-wide process that touches every aspect of institutional function and culture Academics are an umbrella concept M. Dolence, 1993

26 Through the Academic Lens

27 SEM Planning Model 27 ENROLLMENT INFORMED BY THE ACADEMIC MINDSET When structure gets in the way, an academically centered institution will look for other paths besides structural change Faculty view is consensus building and collaboration Why change structure if another way is found? Reaching the goal is the key, not the structure

28 SEM Planning Model 28 THE IDEAL STRUCTURE GROWS FROM ACADEMIC CONTEXT DePaul model of cradle to endowment, literally, with pre-college programs leading to traditional enrollment units, to career services, and alumni/development affairs under an umbrella of marketing and branding Faculty view: Grew out of the academic needs and context of the institution

29 SEM Planning Model 29 LOOKING AT SEM FROM THE ACADEMIC PERSPECTIVE West Shore Community College sought faculty buy-in by identifying faculty needs and ideas. Result: From an institution that provides instruction to one that exists to produce learning University of Missouri at Kansas City went after all the right people and used them to develop an incentive plan for growing colleges to enhance enrollment while supporting capped enrollment units

30 SEM Planning Model 30 WHEN IN THE ACADEMY,… University of North Carolina at Greensboro deans voted a financial tax on themselves to support EM after they came to believe they could not otherwise achieve their academic goals Dickinson College identified EM needs through understanding its roots, identity, purpose and mission so it could seek students who were the right fit, meet their expectations, and send them out sharing the colleges vision as alumni

31 SEM Planning Model 31 THROUGH THE ACADEMIC LENS EMERGES A SEM ETHOS The SEM Ethos is the underlying character and spirit of an institutions academic culture The Ethos puts the SEM emphasis back on the academic culture Makes structure the servant, not the master, of enrollment policy and strategy The academic lens touches every aspect of institutional culture and function

32 Guiding Principles for the SEM Ethos

33 SEM Planning Model 33 SHARED RESPONSIBILITY If SEM reflects institutional identity, culture, it becomes an institution-wide strategy owned by each member of the community No individual or office is responsible for enrollment strategy or outcomes Each member of community takes responsibility for nurturing SEM Ethos

34 SEM Planning Model 34 INTEGRATED INSTITUTIONAL PLANNING As an academic enterprise, SEM can be easily integrated into institutional planning If its academically centered, SEM will be a defining part of institutional positioning If SEM isnt part of strategic planning, not much can be accomplished

35 SEM Planning Model 35 FOCUS ON SERVICE In SEM Ethos processes and procedures are more important than structure Academic foundation dictates business practices Business practices need to be aligned with academic mission Institutions want to test students talents in the classroom, not their patience in navigating institutional business practices

36 SEM Planning Model 36 STUDENTS SEAMLESS VIEW Students see enrollment as a seamless process, not as a railroad track with multiple station stops Enrollment is non-stop rather than stop and go (or even one-stop) SEM is a big tent view of student expectations: everything is there, but they dont want to touch what they dont need

37 SEM Planning Model 37 INTUITIVE SERVICE It doesnt matter if it makes sense to us: does it make sense to the students? Why is the student in the institution? The only way he/she stays in school is for an academic reason Retention is academic success Processes and procedures should enhance academic success

38 SEM Planning Model 38 KEY PERFORMANCE INDICATORS Enrollment managers struggle with notion of KPIs as indices of institutional health In reality, KPIs are placeholders for institutional values Bodies, not student fit, approach is out of synch with the academic values of the institution If the enrollment manager has an academic understanding of the place, KPIs set themselves

39 SEM Planning Model 39 RESEARCH AND EVALUATION With SEM Ethos SEM has to have research and evaluation plan SEM staff are people people More and more industry standard is data and researchtools of the academy SEM units cannot continue to do feel good programs that cant show support for academic goals

40 SEM Planning Model 40 SEM FOR THE LONG HAUL SEM is long-term and never finished Academic foundation is fluid; so must SEM be Academic disciplines change with new research, new paradigms, new interests Changes cannot be instantaneous There needs to be a run up to the take-off point SEM must follow the deliberate path of the long-term academic, not the quick fix of the repairman

41 The SEM Blueprint: A Refocusing of SEM

42 SEM Planning Model 42 THE ELUSIVE SEM TEMPLATE Every enrollment manager wants one We all say it doesnt exist, theres no one- size-fits-all approach Its not very helpful to tell the young enrollment manager that she has to get to know her institution In fact, the SEM Ethos does provide a template

43 SEM Planning Model 43 TEMPLATE: ACADEMIC LEADERSHIP Leadership articulates the strategic academic aspirations, goals, needs, and strategies of faculty and students If the CEO says, Enrollment is paramount, and fails to say, to the academic mission, EM fails All must understand that academic well-being is linked to enrollment health

44 SEM Planning Model 44 TEMPLATE: INTEGRATED PLANNING enrollment management (lower case) is just managing enrollments STRATEGIC Enrollment Management (upper case) happens when SEM unit planning and strategies are integrated with the institutions strategic plan, academic master plan, and its fundamental (academic) mission

45 SEM Planning Model 45 TEMPLATE: LATERAL COMMUNICATION Top-down communication is necessary to set the tone, but successful implementation of SEM requires lateral communication across campus SEM needs lateral communication to ensure adherence to the institutions academic ethos Colleges to enrollment units and enrollment units to colleges: the tentacles of an octopus Communication has to become a part of the culture; it has to express the ethos of the place

46 SEM Planning Model 46 TEMPLATE: STRUCTURE FOR PARTICIPATION The institutional academic ethos will set the structure to provide a means for faculty, staff, and students to contribute to EM SEM structure grows out of the core of an individual institution; it cannot be transplanted from institution X or Y The structure cannot be more important than the cultural foundation itself

47 SEM Planning Model 47 TEMPLATE: MATCHING STRUCTURE TO MISSION A community college may have a campus- wide structure The research extensive university may have multiple structures in academic units The wise enrollment manager will seek to know the academic grounding of the institution and then seek a structure based on that foundation

48 Applying the SEM TEMPLATE Integrating Structure, Planning, and Leadership

49 SEM Planning Model 49 SEM requires a blending of the of 3 Faces of SEM Enrollment Management as a structural/managerial focus Enrollment Management as a planning process Enrollment management as a leadership effort

50 SEM Planning Model 50 Structural/Managerial Focus of SEM Focuses on the structure and management of those departments and functions formally charged with achieving the institutions enrollment goals. SEM decisions focus on optimal resource allocation to achieve enrollment goals Marketing and recruitment priorities Need-based versus merit-based FA packaging Course offerings and scheduling Service efficiency – One-Stop Processing of academic policy Student intervention initiatives

51 SEM Planning Model 51 Planning Process of SEM Focuses on the outward- and forward-looking at activities that guide the institutions pursuit of its preferred future in a constantly changing and competitive environment Focuses on long-range planning and institution-wide strategy development New curricula & academic programs Facilities development and renovation Marketing and image campaigns Investments in technology Pricing decisions Retention planning programs (early alert interventions, first year seminar, learning communities, support services, academic advising, etc.)

52 SEM Planning Model 52 Leadership Model of SEM Focuses on leadership as a shared responsibility-occurring at all levels and deeply embedded in the way the institution works as an organization on a day-to-day basis. No Silos Enabling Leadership at Multiple Levels Servant Leadership Engender trust from those they must lead Communicate a sense of purpose Motivate people to set goals, develop strategies, and a means of assessment.

53 SEM Planning Model 53 Elements of Campus Leadership Leaders can… –help to develop a constant spirit of healthy restlessness to become even better at what they do. –create an environment rich with experimentation. –set high expectations that can be met, provide support and example to meet them, then raise the bar another notch. –foster cultures of student success experiences deliberately through consistent actions and visible allocations of scarce resources. Shedding of territoriality Budgeting Personnel Space Empowerment for Decision-Making Encourages Risk- Taking and Assumption of Responsibility Encourages Active Problem-Solving

54 SEM Planning Model 54 SEM, as an structural/managerial focus, planning process, and leadership model,… requires an understanding of the complex dynamics that shape the universitys enrollment profile. integrating the 3 Faces of SEM requires that we focus not on individual functions and departments but on the entire enrollment process.

55 SEM Planning Model 55 Prospects Inquiries Applicants Depositors Enrollees Continuing Students Graduates Alumni General Specific Continued Cultivation ACTIONS

56 SEM Planning Model 56 SEM Planning Recruitment / Marketing Admission Orientation Co-curricular support Degree/goal attainment Academic support Retention Financial support Students college career Classroom experience Turning the enrollment funnel on its side…..to express progression forward….and emphasize the multi-dimensional processes that exist. Alumni

57 SEM Planning Model 57 Moving from the traditional enrollment management perspective…. Recruitment / Marketing Admission Orientation Co-curricular support Degree/goal attainment Academic support Retention Financial support Students Experiences Classroom experience Traditional Enrollment Perspective Alumni

58 SEM Planning Model 58 …to a fully integrated Strategic Enrollment Management perspective. Recruitment / Marketing Admission Orientation Co-curricular support Degree/goal attainment Academic support Retention Financial support Students Experiences Classroom experience The SEM Perspective Alumni

59 SEM Planning Model 59 All may want better students All may want better students Administration may want more students Administration may want more students Faculty usually want fewer students Faculty usually want fewer students Departments may be reducing capacity Departments may be reducing capacity Access vs. Quality Access vs. Quality Setting Enrollment Goals: The Classic Conundrum

60 SEM Planning Model 60 Important Reminders SEM is… SEM is… –Mission and niche based –Subject to organizational history –Dependent on expertise of available staff –About collaboration, not org charts

61 SEM Planning Model 61 SEM is a Journey SEM requires systems thinking SEM requires strategic thinking SEM is resource hungry and it is all about ROI SEM is growth by substitution (cant do it unless you take something away) SEM Math (2 + 3 = 7)

62 The Practice Strategic Enrollment Management at Work in an Academic World

63 SEM Planning Model 63 Whos Job Is It Anyway? Retention officer, yes, but where does he/she reside? Academic Affairs? The faculty have the most contact with the student Student Affairs? Over 50% of what you learn in college is learned outside of class

64 SEM Planning Model 64 Its a Partnership The faculty need to take responsibility for engaging the student, whether in the co- curriculum, the academic realm of the classroom, or experiential learning The student life professional needs to take responsibility for the academic success of studentsevery student activity or organization is an enrollment unit

65 SEM Planning Model 65 The Blended Outlook Enrollment Management is a quintessentially academic enterprise Still, at the end of the day, it is about individual student academic success And it is supported by administrative changes to policies and procedures that make it difficult for students to navigate the campus

66 SEM Planning Model 66 The Sex Appeal of Recruitment Campuses obsess over freshmen numbers The glitz and glamour of recruitment lives in the fast lane Retention is the gray lady of enrollment management Enrollment Management as the tortoise and the haresteady wins the race

67 SEM Planning Model 67 The Value of Value Autopsy studies always show students leave for academic, financial, or personal reasons. These may be placeholders for students perceptions that they are not getting enough value for the time, money, effort they are putting in Price elasticity studies show cost is not as important in decision as perceived value

68 SEM Planning Model 68 Build Value and They Will Stay The enrollment management agenda should be directed at what leads students to perceive value in their education Value provides a new definition of retention built around what motivates students Perhaps the high ability, third generation student can more readily see value in school; hence more go, and more stay

69 SEM Planning Model 69 Service as Retention Retention improvement comes from improved business practices B. Bontrager Seamless enrollment processes provide perception of value Let students talents be challenged in the classroom rather than have their patience tested in navigating the institutional bureaucracy

70 SEM Planning Model 70 Engagement as Retention Involvement redefined What keeps the student going to class, doing the assignments, passing the tests? For some, extracurricular activities For others, internships and co-op For still others, undergraduate research For a few, study abroad Dont forget what they do in their communityhow can that be harnessed to the campus?

71 SEM Planning Model 71 Linking Recruitment and Retention Market student engagement through individualized opportunities to capture student interest Guarantee student engagement Study retention rates by individual high schools: where they fall below the class average, gear recruitment to retention services

72 SEM Planning Model 72 Building Buy-in to Value Parents want to be reassured they sent their student to the right placetell them that regularly, at least during the freshman year If the student is unhappy or unfocussed, the parents who have been told repeatedly they did the right thing may be more likely to support the student in staying the course

73 SEM Planning Model 73 RETENTION FOR MORE THAN A DAY Data identifies and tracks the at-risk groups Research identifies the services that can keep students successful Recruiting for retention identifies and admits the students most likely to match the institutional Ethos and to succeed Service helps retention

74 SEM Planning Model 74 MERGERS AND PARTNERS Through the SEM Lens Improving service as a template for partnership development. Reviewing processes and procedures on an annual basis. Building a culture of education, not regulation. Cross-training and blending.

75 SEM Planning Model 75 STRATEGY ISSUES Academic offerings and support services Marketing Security Buildings and groundsthe Million Dollar Walk Student services and activities Recruitment/admissions/enrollment Information technology KPIs/data/research/evaluation

76 The Plan

77 SEM Planning Model 77 What is Strategic Enrollment Management (SEM)? Strategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students educational goals.

78 SEM Planning Model 78 The Purposes of SEM are Achieved by… Establishing clear goals for the number and types of students needed to fulfill the institutional mission Promoting students academic success by improving access, transition, persistence, and graduation Promoting institutional success by enabling effective strategic and financial planning Creating a data-rich environment to inform decisions and evaluate strategies

79 SEM Planning Model 79 The Purposes of SEM are Achieved by… Improving process, organizational and financial efficiency and outcomes Strengthening communications and marketing with internal and external stakeholders Increasing collaboration among departments across the campus to support the enrolment program

80 SEM Planning Model 80 SEM Process Framework New or revised goals Data and information gathering and assessment: Internal culture/ environment, student enrollment behaviors and scan of external environment Process steps Performed by Smaller group of staff and faculty adept at economics and data use Use data and information results to establish focused goals each for recruitment, retention, service, etc., and enrollment projection models Goals recommended by SEM Recruitment and 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 and faculty departments Monitor progress, Report results to campus and executive leadership SEM Steering Committee, Chief Enrollment Officer Additional requests, clarifying questions Changes to goals Mid-course adjustments Align institutional strategic plan with broad enrollment targets and desired mix of students Executive leadership, SEM Steering Committee

81 SEM Planning Model 81 SEM Organizational Framework SEM Steering Committee Long-term enrollment goals, securing the approval of strategies through appropriate institutional channels, communication with Executive Cabinet Recruitment Council Develop 3-4 strategic goals for new student recruitment; review and approve sub-committee action plans; recommend to SEM Steering Committee Retention Council Develop 3-4 strategic goals for retention and graduation; review and approve sub-committee action plans; recommend to SEM Steering Committee Data Team Environment scanning, student enrollment behavior research, enrollment models, provide data to councils as needed 3-4 Sub-Committees Action plans, time lines and metrics for each strategic goal 3-4 Sub-Committees Action plans, time lines and metrics for each strategic goal

82 SEM Planning Model 82 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Sustainable Enrollment Outcomes

83 SEM Planning Model 83 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Clarity of institutional mission, vision, goals Core competencies Strategic direction Aggregate enrollment goals Sustainable Enrollment Outcomes

84 SEM Planning Model 84 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Student categories: first year, transfer, graduate, certificate, continuing ed, face-to-face/online, etc. Desired student groups: racial/ethnic diversity, academic ability, special skills, family income Geographic origin: local, regional, national, international Recruitment, retention, completion rates Institutional capacity Sustainable Enrollment Outcomes

85 SEM Planning Model 85 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan 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 Sustainable Enrollment Outcomes

86 SEM Planning Model 86 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan 5-10 year SEI targets Focus: the institutions desired future Based on: mission, data, and environmental scanning Sustainable Enrollment Outcomes

87 SEM Planning Model 87 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Staffing: skill sets, strategic deployment Systems: policies, procedures, technology Capacity for making effective enrollment decisions : positions, reporting lines, committees Sustainable Enrollment Outcomes

88 SEM Planning Model 88 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Increase new students of specified types Increase retention rates, specifically by student types Expand into new markets Utilize emerging technologies Financial aid/scholarships Academic programs: mix and delivery systems Sustainable Enrollment Outcomes

89 SEM Planning Model 89 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan 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 Sustainable Enrollment Outcomes

90 SEM Planning Model 90 SEM Planning Framework Tactics Strategies Campus Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan 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 institutions desired future Sustainable Enrollment Outcomes

91 SEM: A Cautionary Tale An End Note

92 SEM Planning Model 92 Guess Whos NOT Going to College? Among high achievers from low-income families, 75% went to college but only 29% graduated Among high achievers from high-income families, 99% went to college and 74% graduated

93 SEM Planning Model 93 Hopes Delayed Among the best-prepared American high school students: 20% of those from low- income families dont go directly on to college Among high achievers from high-income families, only 3% dont enter college right away

94 SEM Planning Model 94 Guess Whos Coming to College? Hispanic students will increase from a 9.3% share of public high school graduates in 1994 to nearly 20% in White students will decline as a percentage of the high school graduating class, going from 72.4% to 58% in the same time period WICHE, 2003

95 SEM Planning Model 95 The Faces of the New Students Minority share of high school grads has grown from about 7 percent in 1960 to 31 percent by 2002 and Will grow further to 45 percent by Mortenson When the Boomer Echo peaks at 3.2 million high school grads in 2009, 80% of the growth from the beginning of the 21st century will be students of color.

96 SEM Planning Model 96 SEM IN THE FUTURE SEM operates where there is a blending of responsibilities between traditional EM, the Faculty, Information Technology, and Student Services. Traditional offices find their walls receding and disappearing as functions merge and all faculty and staff become accountable for recruitment and retention.

97 SEM Planning Model 97 SEM CRITICAL SUCCESS FACTORS IN THE FUTURE Strategic planning goes beyond senior institutional officers Research and evaluation drive all activity Academic foundation ceases to be purview only of faculty and academic administrators Academic context becomes student-service centered

98 SEM Planning Model 98 SEM AND SERVICE IN THE FUTURE Information technology is the engine and servant of service Comprehensiveness means merger of functions Leadership is team- and service-centered rather than office- and function-centered

99 SEM Planning Model 99 SEM: THE SUM OF ITS PARTS SEM is theory, practice, and environment. Each shapes and drives the others. The SEM theoretician will be a slave to the rigidity of theory. The SEM practitioner will lose sight of the strategic. The SEM environmentalist will be the perpetual victim of events.

100 SEM Planning Model 100 INCREMENTAL PROGRESS The SEM professional will merge the three and thereby find the means to manage the politics and achieve progress The result many times will be incremental change and growth, so often a whipping post for both the true believer and the finger pointer But incrementalism in the pursuit of progress is no vice

101 SEM Planning Model 101 ACKNOWLEDGEMENTS With thanks to my fellow AACRAO Senior Consultants… Bob Bontrager Tom Green Wendy Kilgore Clayton Smith Amanda Yale

102 SEM Planning Model 102 Questions & Comments Stanley E. Henderson


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