Presentation on theme: "WSSSC Workshop Clover Park Technical College Lakewood, Washington"— Presentation transcript:
1 Kickstart or Restart Action Planning for Strategic Enrollment Management WSSSC WorkshopClover Park Technical CollegeLakewood, WashingtonOctober 10, 2014Christine KerlinSenior Consultant, AACRAORetired: Vice President, University Center and Strategic PlanningEverett Community College, WA
2 WelcomeDoes your institution need to get on the road to managing its enrollment? Have you started the engine but can't seem to get traction? Whether your institution is seeking to increase enrollment or manage shifting enrollments this session will provide an outline for a process that gets you on track. Concerned about outreach, retention, completion, student services program mix, curricular offerings, and new student demographics? Come prepared to learn, share and discuss.If you are already on a productive SEM road, please share your tips for success.
3 Introductions and agenda LogisticsWho is here?Ask questions, share experiencesOur goal – essential steps and an action planHistory, concepts, structure, planning
4 Historically, over the last 35+ years… As a concept, Enrollment Management was born in the early 1970s at Boston College.The growing research & theories of student departure (retention).The emerging sensitivity to marketing in student recruitment & in higher education generally.A focus on the traditional full-time undergraduate studentsThe 1980s enrollment crisis in higher education.Marketing
5 EM in the 1990s was marked by… An emphasis on integrating financial aid, pricing, and net revenue planningInclusion of adult, part-time, & graduate enrollmentsThe explosion of information technologyIncreasing and changing competitionA mushrooming consulting industryThe emergence of substantive literature and professional status.Integration
6 TodayEnrollment Management evolves as a strategic component of institutional planning….Instructional 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.See “Leading Up” at:.edu/article/leading-up-the-art- of-managing-your-boss/Strategy
7 Redefining Higher Education Industrial AgeTeaching franchiseInformation infrastructure as a support toolSeparate learning systemsSilosBureaucratic systemsRigid pre-designed processesInformation AgeLearning franchiseInformation infrastructure as instrument of transformationFused learning systemsBig tentSelf-informing, self-correcting systemsFamilies of transactions customized to needs of learners, faculty, staffFusion
8 We Face Real Challenges EXTERNAL:Increasing competition from other learning organizations that utilize e-tools more effectively than we do, and package their content to meet demand for non-traditional, online and global delivery.These new learning organizations are emphasizing the high volume, low-cost options.Our own public baccalaureates are moving into workforce training and the adult market – our bread and butter.Our regional demographics are shifting away from – or adding to - our “known zone”. Fewer traditional-age students, aging adults, more traditionally under-represented populations.
9 More Challenges EXTERNAL: Affordability. How will families and independent students assess cost and value?A complex funding environment for institutions AND studentsThe public, and students, have high expectations of service, of product, of performance, of affordability, of outcomes. Students and families are “consumers”.
10 More Challenges INTERNAL: Our budgets and our organizational structures are stretched.High enrollment produced more staff/classes, low enrollment forces decisions.Too many committees?Fluctuating enrollments, stressed staff and systems.Low level of flexibility with our own workforce structure.Our enrollment targets and funding are driven within a political model. Our enrollment targets are getting sliced and diced.Evolving into CTCLink. Our internal understanding of how our databases “really” work may be imperfect. Our uses of data to schedule courses, analyze viability or need or demand, may be imperfect.
11 More Challenges INTERNAL: Achieving viable program mix to a) serve, b) meet goals, and c) respond to the realities of our own institution.Inability to rapidly adjust curriculum.Accommodating various non-competitive rules in our systems.To “bacc” or not to “bacc”, or how to “bacc”?The pressure serving underprepared students and special populations.The dynamics of Change Management.And, here’s a big one: Does your Institutional Strategic Plan provide some direction to your enrollment planning?You can name more….. Facilities, space availability, scheduling?
12 What are your challenges? A real example from one of your websites:“Technology”As the need for costly, up-to-date technology continues to grow, the college should:• Provide professional development training in new technologies for faculty and staff.• Maintain sufficient capacity and appropriate infrastructure to support e-learning and data collection activities.• Develop new platforms that best serve the technology needs of students and staff.It is most helpful to express them as issues. An issue statement implies an impact and a need to respond.“Funding” vs “State funding has stabilized but tuition income has decreased to the extent that we cannot meet our current costs.”“We need to attract more students” vs “Our enrollment declines are seen in recent high school graduates enrolling in Fall, and in low enrollments in our manufacturing tech programs, and in our criminal justice program.”
13 SEM can have a transformative role in your organization Realigning the organization with its changing environmentRedesigning the organization, its structure and toolsRedefining individual roles and responsibilitiesReengineering processes in the transformational context…“Culture” is a big factor
14 Elements of Campus Culture and the SEM Opportunity Attributes of Campus CultureSEM OpportunityPervasive attitude to not be content to rest on past success during an era of change, but lack of consensus on how to move forward.Leadership, informationA strongly held sense of mission (whatever it is) that recognizes the campus as “distinctive” or “special.” “The people are special.”CommunicationSense of – or wish for - inclusiveness on the part of all members of the campus community frequently characterized as a “family.”Build on strengthsFor some: Concern about financial support and viability.Data, analysis, planningAdapted from:A Matter of Culture and Leadership: Student Success in State Colleges and Universities, AASCU, 2005
15 With all these cultural aspects, SEM is an institutional balancing act Enrollment GoalsInstructional Program Mix – type and modeQuest for QualityIncrease DiversityEnsuring Access and AffordabilityIncreasing Net Tuition RevenueIncreasing Retention & Graduation RatesImproving Student Learning OutcomesExpansion or contraction of mission
16 So, what is SEM?SEM is a comprehensive process designed to help an institution achieve and maintain optimum enrollment, where optimum is defined within the academic [instructional] context of the institution.Adapted from SEM PrimerSEM enables the fulfillment of institutional mission and students’ educational goals.Adapted from Bob BontragerStrategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students’ educational goals.Adapted from Stanley HendersonEnrollment management is a comprehensive and coordinated process that enables a college to identify enrollment goals that are allied with its mission, its strategic plan, its environment, and its resources, and to reach those goals through the effective integration of administrative processes, student services, curriculum planning, and market analysis.Christine Kerlin
17 What is SEM?SEM is a comprehensive process designed to help an institution achieve and maintain optimum enrollment, where optimum is defined within the academic [instructional] context of the institution.Adapted from SEM PrimerSEM enables the fulfillment of institutional mission and students’ educational goals.Adapted from Bob BontragerStrategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students’ educational goals.Adapted from Stanley HendersonEnrollment management is a comprehensive and coordinated process that enables a college to identify enrollment goals that are allied with its mission, its strategic plan, its environment, and its resources, and to reach those goals through the effective integration of administrative processes, student services, curriculum planning, and market analysis.Christine Kerlin
18 Myth Busters Myth Busters SEM is not just a recruitment plan. SEM is not just a marketing plan.SEM is not separate from the academic mission of the institution.SEM is not always about growth.“SEM is effective integration of administrative processes, student services, curriculum planning, and market analysis.”
19 What does SEM look like on a campus? A SEM TreeWelcome to SEM HallProfessor SEMOr……
21 Creating a StructureCreate a structure for leadership, planning and decision- making with regard to five concerns:Institutional cultureGovernance structureEnabling the institution to review issues, goals and strategies through these lenses:curriculum planningadministrative processesstudent servicesmarket analysisBudget decision cycle and involvement of budget decision-makersThe dynamics of Change Management.
22 Selecting the Right Organizational Structure for Your Institution CommitteeCoordinator/MatrixDivision
23 Committee or “Task Force” Working Group (continuous) –VP Instruction, Deans, Student Services leadership team, Director of Public Information, Publications Director, Director of Institutional Research, Director of Enrollment, International Programs, …other…..Advisory Group (periodic) –Running Start, International, Information Technology, Enrollment Services, Financial Aid, Advising, Diversity Services, Publications, Research and Planning, Workforce, Outreach, Career Services, Branch Campuses, TRIO, e-Learning, Faculty representatives…other
24 CommitteeThe SEM Committee is best supported through an effective partnership with Instructional Council.The SEM Committee often spins out a variety of other committees or links to other existing committees. Examples:Student Success and Retention CommitteeInformation Technology Planning GroupResearchNeeds a presidential charge.
25 Coordinator Coordinator To whom does the Coordinator report? Instructional DivisionStudent ServicesInformation ServicesAdministrative ServicesCoordinatorTo whom does the Coordinator report?Needs a strong Presidential charge.25
26 Let me tell you about the challenges of this model… DivisionTitle will vary: often depends on type of institutionDirect access to decision-making structurePeer level with other top administratorsAreas included will vary
27 How is your institution approaching enrollment management? Committee ???Coordinator ???Division ???Some assert that structure may be related to your institution’s current perspective on enrollment management, and/or the perceived urgency of your situation……
28 SEM Transition Model Strategic Tactical Structural Nominal Denial Structural approaches and composition tend to evolve over timeSeries of stagesNominalDenialAdapted from Dolence
30 Does Structure Matter?Some would argue that an over-emphasis on structure misses the point. (We’ll talk about institutional ethos in a minute….)Too much emphasis on structure delays the initial action.For many of us, SEM is an organic, incremental process.HOWEVER, organizational structure issues tend to come to the fore as you continue to work and re-work your Plan.
31 A Key Factor in Structure: SEM through the Academic Lens
32 “An institution’s academic program is inexorably co-dependent on enrollment management. The quality of the academic program can only be developed and maintained in a stable environment, and stable enrollments are only possible through sound [academic] planning…”Dolence
33 SEM INFORMED BY THE ACADEMIC MINDSET Ethos: the distinguishing character, sentiment, moral nature, or guiding beliefs of a person, group, or institution.Merriam-WebsterInstitutional Ethos is largely described by and through the academic enterprise.Locating SEM in the academic enterprise enables SEM to draw from that ethos and to have the validity it needs to work.Structure needs to be the servant of effective SEM implementation, not the master of it.
35 SEM Ethos: Shared responsibility If SEM reflects institutional identity and 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. Everyone has responsibility for institutional and student success.Each member of community takes responsibility for nurturing SEM Ethos, implementation, outcomes.Comprehensive
36 SEM Ethos: Integrated Institutional Planning As an academic enterprise, SEM can be easily integrated into institutional planning.If it’s academically centered, SEM will be a defining part of institutional positioning and strategy.If SEM isn’t part of strategic planning, not much can be accomplished.Integrated
37 SEM Ethos: Focus On Service In SEM Ethos, processes and procedures are more important than structure.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.Student Success
38 SEM Ethos: Students’ Seamless View Students see enrollment as a seamless process, not as a railroad track with multiple station stopsEnrollment 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 don’t want to touch what they don’t needIntegration
39 SEM Ethos: Intuitive Service It doesn’t 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.Student Success
40 SEM Ethos: Key Performance Indicators Enrollment managers struggle with notion of KPIs as indices of institutional health.In reality, KPIs are placeholders for institutional values and indices of health.The “Bodies” approach is out of sync with the academic values of the institution. (“Student fit” is in sync.)If the enrollment manager has an academic understanding of the place, KPIs set themselves.Mission
41 SEM Ethos: Research And Evaluation With SEM Ethos, SEM has to have research and evaluation plan.More and more industry standard is data and research—tools of the academy.EM units cannot continue to do “feel good” programs that can’t show support for academic goals.Evaluation
42 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.
44 Essential Factor: 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,” SEM fails.All must understand that academic well-being is linked to enrollment health.
45 Essential Factor: Integrated Planning enrollment management (lower case) is just managing enrollments.STRATEGIC Enrollment Management (upper case) happens when enrollment strategies are integrated with the institution’s strategic plan, academic master plan, and its fundamental (academic) mission.
46 Essential Factor: Lateral Communication Top-down communication is necessary to set the tone, but successful implementation of EM requires lateral communication across campus.EM needs lateral communication to ensure adherence to the institution’s academic ethos.Communication has to become a part of the culture; it has to express the ethos of the place.
47 Essential Factor: Structure For Participation The institutional academic ethos will set the structure to provide a means for faculty, staff, and students to contribute to SEM.EM 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.
48 Essential Factor: 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(s) will seek to know the academic grounding of the institution and then seek a structure based on that foundation.
49 Recap Academic Leadership Integrated Planning Lateral Communication Structure for ParticipationMatch Structure to the Mission…and it is an academic mission!
50 Recognizing the Three Faces of SEM SEM as a structural/managerial focus.SEM as a planning process.SEM as a leadership effort.
51 Integrating Leadership, Structure, and Planning, SEM PlanningIntegrating Leadership, Structure, and Planning,
52 LeadershipNo matter what sort of structure you create, the most important factor is executive and Board leadership.Presidential chargeLeadership buy-inCollege-wide summitRegular communication at leadership meetings
53 -Hossler, Bean & Associates, 1990 “The more people involved in decision making, the greater the commitment to implementing the decision.”-Hossler, Bean & Associates, 1990
54 Moving from the traditional enrollment management perspective…. Traditional Enrollment PerspectiveClassroom experienceCo-curricular supportRecruitment / MarketingDegree/goal attainmentOrientationStudent’s ExperiencesFinancial supportAcademic supportAdmissionRetentionAlumniNumbers are often the beginning point in enrollment discussions, but in reality, the issue is enabling students to be successful. If you deliver on that goal, the numbers will take care of themselves.Often EM structures are limited to admission and transition programs, and to me those functions are closely tied to academics. But in the culture of higher education – especially research universities -- that is not a widely held view.StretchingOregon State – gain additional inroads into academics by increasing the number of points at which we address an explicitly academic agenda.ImportanceRecruitment: perceived academic qualityRetention: connections with facultyCredibility: more than just student services
55 …to a fully integrated Strategic Enrollment Management perspective. The SEM PerspectiveClassroom experienceCo-curricular supportDegree/goal attainmentRecruitment / MarketingOrientationStudent’s ExperiencesFinancial supportAcademic supportAdmissionRetentionAlumniNumbers are often the beginning point in enrollment discussions, but in reality, the issue is enabling students to be successful. If you deliver on that goal, the numbers will take care of themselves.Often EM structures are limited to admission and transition programs, and to me those functions are closely tied to academics. But in the culture of higher education – especially research universities -- that is not a widely held view.StretchingOregon State – gain additional inroads into academics by increasing the number of points at which we address an explicitly academic agenda.ImportanceRecruitment: perceived academic qualityRetention: connections with facultyCredibility: more than just student services
56 Academic Mission SEM Dolence “An institution’s academic program is inexorably co-dependent on enrollment management. The quality of the academic program can only be developed and maintained in a stable environment, and stable enrollments are only possible through sound planning…”Dolence
57 The SEM Plan- Components Define relationship to the College’s Strategic Plan.How vibrant is your college’s Strategic Plan?Does it provide some direction for enrollment?SEM requires adata-rich environmentProduce an Environmental Scan – internal and external.
58 Why conduct environmental scanning? Detects scientific, technical, economic, social, and political trends and events important to our institution.Defines the potential threats, opportunities, or changes for our institution implied by those trends and events.Promotes a future orientation in the thinking of management and staff.Alerts leaders and staff to trends that are converging, diverging, speeding up, slowing down, or interacting.Enables decision-makers to understand current and potential changes taking place in our institutions' internal and external environments.
59 Why conduct environmental scanning? Provides information everyone can see. It levels the playing field.Verifies/contradicts/expands anecdotes and fables.Tests assumptions about future enrollment growth, improvement, etc., against trends in your particular market or area and benchmarks retention/progression/completion data against other institutions of your type:This helps institutions set reasonable goals that challenge enrollment potential but based upon metrics.Sets a standard that SEM decision-making will be informed by data and information.Provides benchmarks.
60 What type of information is gathered? External Income and Expense (tuition, program costs) benchmarks:Where do your costs fit within the costs in your market/area?Peers and Competitors:Application, National Student Clearinghouse, ACT/College Board dataTrends:DemographicsEmployment trends by programs or areas, demand for laborTechnologyInternationalHigher Ed trends:Changes in high school graduation rates, populations in grades K-12Changes in delivery systems and preferencesRegulations and compliance
61 What type of information is gathered? Internal Enrollment trend data for the past five years:Overall size of the institutionDemographic trend data (age, ethnicity, geography)Student preparation characteristicsRemediationRetentionProgram profiles:Enrollment, retention, completion, cost, by programTrends in student transfer:In and out
62 What type of information is gathered? Internal Business/industry connectionsAlumni:Placement, licensure ratesOverall satisfaction with the experienceRate of alumni participation (giving, volunteerism)Financial Aid and Scholarship programs: practices, awardsCampus and student surveysFacilities plansMore. The list is long and is determined by your context
63 Where is all of this data? Some is quantitative, some is qualitative.Your ERP or SISSurveys, focus groupsHidden in individual offices of the institutionCensusGovernment sources: NCES, DOE, state or province coordinating agencies, warehousesIndependent agencies: NCHEMS, WICHELocal, regional and national economic and workforce agenciesHigher Ed data: Clearinghouse, Inside Higher Ed, University Business, professional associations, consulting agencies (white papers)K-12 school districtsWeb searchesEducation literatureThis is very good!
64 The SEM Plan- Components Analyze the data, transform it into information.Identify vital issuesThis is done in the context of your strategic plan, your mission, and the data analyses that inform your understanding of your position.
65 The SEM Plan- Components 5. Respond to those issues:Key leverage initiativesVery important initiativesRelatively simple initiatives….The possibility of low-hanging fruit…..
66 The SEM Plan- Components Set Goals:enrollment targetsprogram mixprogram deliveryincome targetsexpenditure limitsservices?Include Measurements/ Key Performance IndicatorsMost goals should be measurableKnow your baseline data, and measure against it
67 The SEM Plan- Components It is so easy to go straight to “strategies”. But you should do your homework first and start with step one.Develop StrategiesInstructional Program MixRecruitmentMarketingPolicies and ProceduresRetentionFinancial modelingAid and scholarshipsEtc.
68 The SEM Plan- Components Establish accountabilityWho does what and when?How is progress measured and documented?
69 SEM – Follow-up Follow-up and assess. Establish a monitoring and report processUpdate often – this is not a long range plan...it is a strategic plan. Be strategic!11. Assure continuous communication with appropriate and interested parties. Check out the Change Management dynamics.
70 The SEM Plan- Components Define relationship to the College’s Strategic PlanProduce an Environmental ScanAnalyze data, transform it into informationIdentify vital issuesRespond to those issuesSet goals, measurementsDevelop strategiesEstablish accountabilities, timeline, etc.Follow-up and assessUpdate often, especially Environmental ScanAssure continuous communication
71 A Plan is not forever…… Revising Your Plan The environment changes. Your issues change.Your Strategic Plan is tweaked.You have new leadership.Your metrics are not working.You have learned how to do it better.
72 Review, Revision, Renewal How can your structure help the institution stay strategic?Annual environmental scanRegular data trackingRegular consultationContinuously engage knowledgeable stakeholders or ongoing committee membersBuilt in accountability processWho does this????
73 Your Turn Do you have buy-in? (Brief sermon on incremental SEM) What about structure?How will you approach identifying the issues?How will you link to the Institutional Strategic Plan?What are your next steps?
74 Doing It Better the Second Time Adjust your issues.Clean up your data collection and analysis.Shorten the Plan.Re-think (or strengthen) your structure: are you really integrated with Instruction?Re-write and gain buy-in.and keep on going…..
75 A Final Word…A Few Tips Organize around a compelling purpose Be careful to build trust and secure by-inBe consistent with your institutional missionCarefully assess the environmentKeep your goals and objectives manageable and to the pointConstantly evaluate your progressSuccess of the SEM plan = the measured outcomes + the process itself
76 Take the lessons of this workshop and season them with the salt of your institutional environment. Look for low-hanging fruit as you practice the theory and apply the template of SEM.Develop SEM through the process of collaboration.Understand that culture does not change easily, but progress comes to those who dare to begin.Incrementalism in the pursuit of progress is no vice.