Transcript Slide 1

Roadmap to
Enrollment Management
Christine Kerlin
Vice President for Enrollment Management
Everett Community College, WA
[email protected]
The Journey
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From the President to the Web Master…
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From the Budget Director to the Custodian…
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Everyone can/might/should be involved in
mapping out and reaching the enrollment
destination.
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But is everyone really in the same vehicle,
and do you ever really reach the destination?
First Observations
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Be prepared to find the
challenges of enrollment
management large and complex.
Or, to use the Roadmap and
Journey metaphors, be prepared to
Be prepared to experience lack of
consensus.
 Switch gears
Be prepared to proceed in fits
and starts.
 Break down
Be prepared to “Just do it.”
 Speed up
 Run out of gas
 Exceed the limit
 Go in circles
 Yield
Ask “Are we there yet?”
 Open the moon-roof
Understanding SEM
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SEM is a comprehensive process designed
to help an institution achieve and maintain
optimum enrollment, where optimum is
defined within the academic context of the
institution.
Adapted from SEM Primer
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SEM enables the fulfillment of institutional
mission and students’ educational goals.
Adapted from Bob Bontrager
Getting Started
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Define your reasons for pursuing enrollment management.
What are the issues?
An issue is a statement of fact that includes or infers an
impact…that is what makes something an issue!
High School enrollments are declining
at a rate of 3% per year in our service
area.
Regional employment rate has
improved and we are enrolling fewer fulltime adults.
Our College’s Strategic Plan identifies
growth in health professions programs as
a goal.
Our high cost programs have the lowest
enrollments, and we cannot seem to
develop new programs that could attract
higher enrollments at lower cost.
Our diversity enrollment is below that of
our district’s demographic profile.
A recent survey indicates that 85% of
local high school seniors use the web for
their college search yet we still rely on
printed material for recruitment.
Our financial aid awarding process takes
8 weeks and most students do not know
their award status until after the payment
deadline.
A new state university branch campus
being built in our district. / A new
manufacturing plant is being located in our
district.
Budget Awareness
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Create a structure and invite
involvement with regard to two
concerns:
Campus culture
Budget decisions and budget decisionmakers
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Be aware of budget cycle decisions
and plan your process accordingly.
The SEM Plan- Components
1. Define relationship to the College’s Strategic Plan
2.
3.
Produce an Environmental Scan
Collect Data, Data, Data
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Enrollment: totals, demographics, trends,
etc.
Course offerings: capacity, scheduling,
duplication, waitlists
Retention
Market surveys
Financial aid and scholarships
Budget: income streams, expenditures
SEM requires
a data-rich
environment
The SEM PlanComponents
4.
Identify vital issues
5.
Respond to those issues:
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Key leverage initiatives
Very important initiatives
Relatively simple initiatives
More on “Issues”
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What does it take to make (leverage) a real difference?
 “We will double the number of scholarship awards”
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Affects access
Affects retention
Creates an institutional image
Addresses diversity goals
 “We will refocus on working adults who need online access and flexible
scheduling.”
 Utilizes current distance options
 Engages deans and faculty in reformatting some classes for higher
enrollment
 Attracts new students
 Improves student satisfaction
 “We will create six new partnerships with middle and high schools with
large multicultural populations.”
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Focuses recruitment where a difference can be made
Links with scholarship awards
Builds a stream over many years
Includes adults in the families who might enroll themselves
Enhances high school relations
SEM Plan - Continued
6.
Set Goals:
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enrollment targets
program mix
program delivery
income targets
services
Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009
Total FTE
Total Heads
Total State FTE
5011
8699
4072
Gr owt h in st at e FTE yr t o yr
5011
9818
4366
5762
9778
4234
6019
10038
4041
5802
9695
4266
6065
10100
4453
6255
10500
4555
6442
10800
4692
6642
11100
4842
294
- 132
- 193
225
187
102
137
150
Dif f erence bet ween all
FTE and St at e FTE
939
645
1528
1978
1536
1612
1700
1750
1800
Heads t o Tot al FTE
58%
51%
59%
60%
60%
60%
60%
60%
60%
Assumes continuous pattern of full-time versus part-time students
Fall should be about 31% of total FTE target, at least
12000
10000
Total FTE
8000
Total Heads
6000
Total State FTE
4000
2000
0
Fall
2001
Fall
2002
Fall
2003
Fall
2004
Fall
2005
Fall
2006
Fall
2007
Fall
2008
Fall
2009
SEM Plan - Continued
7.
Suggest Strategies
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Recruitment
Marketing
Program mix
Policies and
Procedures
Retention
Etc.
It is so easy to go
straight to “strategies”.
But you should do your
homework first and
start with step one.
Sample
After 5 years of successful enrollment growth, our enrollment has flattened.
Enrollment of recent high school graduates is strong but high school
enrollments are projected to flatten beginning in 2008. Enrollment of adults
has declined, perhaps due to high employment rates. Course enrollment
patterns indicate that demand for distance courses exceeds our supply.
Enrollment in traditional “workforce” programs is declining.
GOALS:
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The College will increase enrollment of recent high school graduates by 3% from Fall 2005 to
Fall 2007.
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Strategies XYZ
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Strategies XYZ
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Strategies XYZ
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Strategies XYZ
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Strategies XYZ
The College will increase the number of courses available online by 35% from Fall 2005 to Fall
2007.
The College will increase the number of hybrid courses by 35% from Fall 2005 to Fall 2007.
The College will offer two new degree programs in the health professions by Fall 2007.
The College will define and aggressively market existing evening courses and degrees toward
working adults.
Strategies include timelines and locus of responsibility
SEM Plan - Continued
8.
Establish accountability
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Include Measurements/ Key Performance Indicators
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Who does what and when?
Most goals should be measurable
Know your baseline data, and measure against it
Follow-up on assessment of the KPIs
Update often – this is not a long range plan...it is a
strategic plan. Be strategic!
Assure continuous communication with campus
Tools
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Data
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Enrollment (from Inquiry to Graduate)
Financial
Continuous collection
Continuous cleaning of the data
Advisory groups
– Continued scanning
– Feedback
– Support the efficacy of the process
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Data is not
the plural of
anecdote.
Campus communication methods
Technologies that support decision-making
and communication
The First Steps
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The first steps depend on your campus culture
and executive leadership buy-in, and, well,
~leadership~. You may find yourself driving
the:
– The 2006 Cadillac version
 Large fanfare, deep resources, lots of buy-in. Embrace SEM.
– The 1967 VW Bug version
 Ambivalent interest, lack of sufficient structure. Take
incremental steps.
You Are Ready
•Using data, issues and direction from your Strategic Plan, identify issues
and rationale.
•Formulate a structure. Establish buy-in and involvement of executive
leadership.
•Identify vital issues, goals and strategies. Link with the budget process.
•As the plan takes shape, assign responsibilities/accountabilities.
•Use measurable statements and select key performance indicators.
•Follow-up. Assess. Revise.
•Communicate with the campus community.
Get Ready. Go.
Consulting Options
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AACRAO
http://www.aacrao.org/consulting/
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Noel Levitz