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Executive Symposium Perspectives on Executive SEM Leadership Andrea Schokker Executive Vice Chancellor of Academic Affairs.

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Presentation on theme: "Executive Symposium Perspectives on Executive SEM Leadership Andrea Schokker Executive Vice Chancellor of Academic Affairs."— Presentation transcript:

1 Executive Symposium Perspectives on Executive SEM Leadership Andrea Schokker Executive Vice Chancellor of Academic Affairs

2 AACRAO SEM Executive Symposium Overview 1.Leadership 2.Cultural change and buy-in 3.Results 4.The UMD example

3 AACRAO SEM Executive Symposium The Role of Executive Leadership 1.Be clear (and honest) about the place SEM takes with respect to other initiatives 2.Be prepared to “blow up” some things 3.Know what must be tackled immediately: prioritize 4.Lead the culture change and support/encourage 5.Understand the ROI for this type of initiative and don’t be shy about spreading that message 6.Set expectations/goals and follow up with assessment

4 AACRAO SEM Executive Symposium Cultural Change: Understand Your Starting Point 1.Enrollment expectations Need for continuous increase to meet budget? Who is part of the team for recruitment? Where does the buck stop? Demographic expectations? Is the capacity on campus consistent with expectations? 2.The leadership, staff and faculty must be on the same page with the expectations Discuss and document Be consistent with messaging

5 AACRAO SEM Executive Symposium Cultural Change: Trust 1.Know where your trust and political capital is strongest Keep building it and expanding it Take time with the faculty and staff in key groups – not just their directors or supervisors Communicate clearly and directly, then back up your words Get the Deans and Directors fully onboard ‒Opinions may differ, but all must present a unified story Avoid excuses and the blame game: expect others to live up to this as well

6 AACRAO SEM Executive Symposium Results 1.Know when you need outside help 2.Make sure you can get the data needed 3.Set realistic goals and don’t rest until they are met The honeymoon period for making the change can be very short 4.Celebrate the hard work of your team when they reach a goal Good results are the most direct route to solidify trust and to change the culture

7 AACRAO SEM Executive Symposium Case Study: the University of Minnesota Duluth 1.The basics Regional comprehensive On Lake Superior, major outdoor activity focus 2 nd largest campus in 5 campus UMN system: 11,000+ students Duluth population: 86,000 Majority of entering class has been directly from high school Small online presence Primarily undergraduate institution with $30M research expenditures

8 AACRAO SEM Executive Symposium Enrollment / Degrees Awarded

9 AACRAO SEM Executive Symposium Enrollment / Degrees Awarded SEM Council

10 AACRAO SEM Executive Symposium Strategic Enrollment Management SEM Council appointed during the summer of 2011 Enrollment growth was without strategy Opportunity: Strategic Planning initiated under new Chancellor Membership ‒Faculty/associate dean reps from undergrad colleges ‒Director of Graduate School ‒Directors of Admissions and Financial Aid ‒Associate VC of Enrollment and Assessment ‒Coordinator of Retention

11 AACRAO SEM Executive Symposium Strategic Plan Support of SEM Included Enrollment Action Steps: 1.Establish undergraduate enrollment targets based on capacity to deliver quality programs, student and societal demands, academic preparation of incoming students, and tuition revenue needs. 2.Identify, prioritize and assess activities that support student achievement of UMD’s learning goals, student success, satisfaction, and graduation rates. 3.Implement effective, measurable processes to recruit, retain, and support diverse students, faculty and staff. 4.Implement a comprehensive plan to attract, retain, and serve high caliber graduate students.

12 AACRAO SEM Executive Symposium Strategic Enrollment Management 2011

13 AACRAO SEM Executive Symposium SEM Phase I Data Analysis Data Collection Current Processes Key Performance Indicators 1.Collection and review: Current recruitment and retention plans Internal enrollment data External enrollment data 2.Noel-Levitz Consultant 3.Undergraduate Student Satisfaction Inventory 4.Academic department meetings 5.Undergraduate competitor analysis 6.Graduate program directors survey

14 AACRAO SEM Executive Symposium SEM Phase 2 1.Utilized data analysis to establish enrollment projections and 3 and 5- year goals 2.Goals established for: Undergrad, grad, non-degree New freshman, transfer, continuing Students of color and international MN and non-MN Enrollment Goals Enrollment Projections Goal Setting

15 AACRAO SEM Executive Symposium SEM Phase 3 1.Development of action plans supporting each enrollment goal Intensive work with Admissions practices 2.Stakeholder involvement 3.Assigned responsibility and timelines Enrollment Goals Enrollment Projections Goal Setting

16 AACRAO SEM Executive Symposium Enrollment Crisis Lowest freshman enrollment in over a decade

17 AACRAO SEM Executive Symposium What Happened? Enrollment Culture Thought we were immune to external environmental changes No campus or system enrollment approach It’s the job of the admissions office STEM fields had been covering the problem in other areas

18 AACRAO SEM Executive Symposium Enrollment by College

19 AACRAO SEM Executive Symposium Time for Help 1.Lack of experience and personnel to make a quick turnaround without help 2.Consulting partnership with AACRAO: Tom Green and Blake Vawter 3.1 year partnership focusing on Admissions and Financial Aid best practices

20 AACRAO SEM Executive Symposium Admissions: Challenges 1.Recruitment was primarily word of mouth 2.STEM growth in new programs and a good year in athletics likely postponed the inevitable 3.Minimal marketing plan 4.Goals and accountability for field staff minimal 5.Little use of technology 6.Slow response time for materials requests 7.Some HR issues 8.Lack of confidence from colleges

21 AACRAO SEM Executive Symposium Additional Challenges 1.Lack of support for students outside of the new high school pool Not a strong reputation for transfer ease Registrar not re-centralized until 2012 College culture around quality of transfers 2.Disadvantaged by low discount rate compared to public campus norms (-5%) 3.Low rate of freshman providing FAFSA/ISIR information 4.Coordination of recruitment/messaging throughout campus 5.Broken reporting lines due to retirements, failed searches, HR issues 6.BUDGET

22 AACRAO SEM Executive Symposium Admissions Positives 1.Core group of strong staff: dedicated and experienced 2.Huge number of campus visitors 3.Attractive existing materials for visitors 4.Quick processing for students meeting regular admissions criteria

23 AACRAO SEM Executive Symposium Changes Implemented: the CAO Role 1.Met monthly with consultants during campus visit for a debriefing 2.Listen, support, prioritize 3.Find resources Enrollment = tuition  priority in tough budget times Cabinet and colleges need to understand the priority 4.Work on campus culture

24 AACRAO SEM Executive Symposium Changes Implemented: Admissions 1.Staff deployed to meet market needs E-recruitment. Visit experience. Largest population center is in the Twin Cities. 2.Communication plan development Focused student search purchase. Crisp, segmented messages aligned with student choice factors. Web, and direct mail channels. 3.Reduction in recruitment travel More focus on follow-up and conversion.

25 AACRAO SEM Executive Symposium Changes Implemented: Admissions 1.All field staff trained to recruit transfers Pre-admissions advising. Community college relations. 2.Community college partnership program initiated to increase transfer enrollment. 3.Implemented CRM (SalesForce) technology to track effectiveness of communications and manage search list, inquiry, visit data and create better data resources for admissions staff.

26 AACRAO SEM Executive Symposium Changes Implemented: Financial Aid 1.Increased communication/follow-up to increase FAFSA/ISIR results 2.Redistributed merit awards to remove sharp gap between very large awards and minimal awards 3.Varied awards based on discipline To address capacity discrepancies Significant endowments focused in certain disciplines that already have high demand 4.Increased focus on high-need students 5.Increased focus to meet needs of under-represented groups

27 AACRAO SEM Executive Symposium Where we are now 1.Strong SEM framework to address rapidly changing higher education environment 8.5% increase in freshman enrollment from previous year 2.Major issues identified and on path of correction 3.Continuing to implement and refine It will take time, but we now have a plan 4.Addressing budget challenges Program prioritization Move to being a data-driven campus 5.Recruitment is everyone’s job Admissions takes the lead on recruitment Colleges take the lead on retention

28 AACRAO SEM Executive Symposium Enrollment / Degrees Awarded

29 AACRAO SEM Executive Symposium Graduation Rates

30 AACRAO SEM Executive Symposium Retention Rates

31 AACRAO SEM Executive Symposium Prioritizing: Part of the Strategy 1.Budget issues are providing opportunity for a comprehensive look at efficiency and quality Degree programs Non-degree, support services, administration 2.Enrollment is directly tied to budget 80% tuition, 20% state support

32 Tuition/Cost Program Snapshot* *basic overview as example: not complete picture

33 Tuition/Cost Snapshot by College* *basic overview as example: not complete picture Education & Human Services Liberal Arts Business & Economics Science & Engineering Fine Arts

34 Tuition Revenue by Department

35 AACRAO SEM Executive Symposium Summary 1.Strategic Enrollment Management requires Full support from leadership Clear expectations on goals, accountability and resources Education of all of campus on the need and benefits A combination of the ability to move fast, be decisive when given information, AND have patience

36 AACRAO SEM Executive Symposium Thank you! Tom Green and Blake Vawter: our consulting partners Mary Keenan, UMD Director of Enrollment Management and Institutional Research Admissions staff, especially Scott Schulz and Ian Pannkuk, UMD Associate Admissions Directors

37 AACRAO SEM Executive Symposium Questions and Discussion

38 AACRAO SEM Executive Symposium Andrea Schokker


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