Transcript San Juan College

Enrollment Management Presentation
College Council
October 2012
Enrollment Management is a systematic, holistic, and integrated
approach to achieving enrollment goals by exerting more control
over institutional factors that shape the size and characteristics of
the student body.
It includes activities associated with attracting and retaining
students including marketing, recruitment, financial aid,
orientation, advising and instruction. It also involves examining
institution mission, program and service offerings, organization
structure, and resource allocation.
The process relies heavily on the use of pertinent data and
information for informed decision making.
Noel-Levitz
Enrollment Management Wheel
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Student credit hours declined–AY 2005 (-2.2%)
Original EM team convened in 2006
◦ 20+ member cross-functional team
◦ Established long, mid, and short term initiatives
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2nd student credit hour decline–AY 2006 (-4.61%)
Implemented several “Quick Results” initiatives
Enrollment increased in AY 2007 (3.49%)
Explosive growth AY’s 2007-2009
◦ Head count increased 23%
◦ Student credit hours increased 20%
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2010-2011growth in HC slows, SCH grows 3.3%
October 5, 2012 HC (+0.2%), SCH (-1.0%)
80,000
Student Credit Hours 1992-2011
70,000
60,000
50,000
Summer
SCH 40,000
Fall
30,000
Spring
20,000
10,000
0
1996
2001
Year
2006
2011
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Bill Lewis
Jenniffer Valora
Jerry McKeen
Jon Betz - Chair
Ken Kernagis
LuAnn Walton
Michelle Meeks
Rhonda Schaefer
Seth Abrahamson
Skylar Masten
Dean, School of Trades
and Technology
Office of Retention
Financial Aid
Enrollment Management
Advising and Counseling
Developmental Education
ABE/ESL/GED
Marketing/Public Relations
Institutional Research
Enrollment Services
 Draft
an EM plan that will
facilitate and support 3%
growth in student credit hours
each of the next three
academic years, 2012-2014
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SJC Office of Institutional Research –
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Stamats –
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Student Recruiting Audit – 2007
Survey of Traditional and Adult Applicants – 2007
NILIE (National Institute for Leadership and Institutional Effectiveness) –
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Federal and State Compliance Reporting, data tracking and report generation
PACE (Personal Assessment of the College Environment) – 2009, 2007
CCCSE (Center for Community College Student Engagement)
◦ “A Matter of Degrees - Promising Practices for Community College Student Success”
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CCSSE (Community College Survey of Student Engagement) – Spring 2010, 2006
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SENSE (Survey of Entering Student Engagement) – Fall 2011
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SunGard Higher Education –
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Business Process Analysis - 2008
Environmental Scan – 2010
Noel Levitz –
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Enrollment Opportunity Analysis - 2011
Student Satisfaction Survey – 2007, 2005, 2003, 2001, 1999
Student Focus Group – 2008
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Planning for Success
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Initiating Success
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Sustaining Success
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Assessment and placement
Orientation
Academic goal setting and planning
Registration before classes begin
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Accelerated or fast-track developmental Education
First-Year experience
Student success classes
Learning Community
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Class attendance
Alert and intervention
Experiential Learning beyond the classroom
Tutoring
Supplemental Instruction
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NCES (National Center for Education Statistics) – IPEDS 2010-2006
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NCCBMP (National Community College Benchmarking Project) – 2010
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AACC National Conference Workshops – 2012
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AMA (American Marketing Association) Higher Education Symposium – 2011
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SEM (Strategic Enrollment Management) Conference – 2011, 2010
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Voluntary Framework of Accountability (VFA)
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Educational Institutions
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South Texas College - McAllen, TX.
Santa Fe Community College
Central New Mexico Community College
Butler Community College - Kansas
University of New Mexico
Fort Lewis College – Durango, CO.
New Mexico State University
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The 2012-2016 Strategic Plan is under development
Development of an academic plan under discussion
State and local appropriations have decreased 9% as a percentage of total revenue
since 2007
General fees were assessed for the first time in the fall of 2010
The college is in the process of submitting a “Substantive Change Application” to
the HLC for approval to expand online programming
Possible decrease in production and reduction in work force at local power
company
Increased competition from for-profit and online educational institutions
Increased enrollments of minority students
San Juan County population growth projected to slow to around 2.5% per decade
by 2035, down from 5.5% in 2010
NM High School graduation rates are projected to remain flat through 2017
Increased enrollments of underprepared and financially deficient students
National, regional, and local demographics are shifting
Unknown concerns with the new ‘performance’ funding model
Student success necessitates institutional collaboration
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Support strategic goals of the
college
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Support student “Access” strategies
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Support student “Success” strategies
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Achieve growth goals
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Recruitment Goals:
◦ Improve DC processes, training, and information sharing at the
high schools through enhanced communication and collaboration
◦ Develop Prospective Student communication management track
◦ Improve recruitment programming through standardized service
areas, training, data collection and consistent messaging
◦ Develop and build a “College Going Culture” through all levels of
the Public Education System in the community and service area
◦ Restructure high school recruiting visits to support on-the-spot
student processing in addition to providing general college
information
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Retention Goals:
◦ Enhance campus culture and processes to promote retention best
practices and increase retention rates
◦ Proactively assess and address student needs
◦ Identify at-risk student populations and implement intervention
best practices
◦ Advance current processes and programs to increase student
success
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Marketing Goals:
◦ Support and promote the four strategic directions of the
college through effective marketing
◦ Improve market segment penetration of Native American,
Hispanic/Latino, and Adult Learner student populations
◦ Improve institution and program awareness through
community events
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Work with the Office of Learning to develop
enrollment goals for specific schools and
programs
Expand EM plan to included Developmental
Education and Advising initiatives
Work with IR and OTS to develop data
collection and reporting that supports EM
plan
Determine as an institution our future growth
potential and where said growth will come
from