Transcript STRATEGIC ENROLLMENT MANAGEMENT Core Concepts and …

SEM
University of Laval, 2008
Strategic Enrolment
Management at the
University of Laval
Setting the Context: Core
Concepts
© Smith, 2008
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SEM
University of Laval, 2008
Presenter
Clayton Smith, Ed.D.
Vice-Provost, Students & Registrar
University of Windsor, Ontario, Canada
Telephone: 519.253.3000 ext. 3879
Email: [email protected]
© Smith, 2008
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SEM
University of Laval, 2008
Workshop Goals
 Establish a common understanding of SEM
 Present recent trends, best practices & emerging
Canadian SEM issues
 Review key components of a SEM Plan
 Ensure lots of discussion and sharing of challenges &
best practices
© Smith, 2008
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SEM
University of Laval, 2008
Materials
 SEM Core Concepts PowerPoint
presentation
 SEM Audit
 Article on Canadian vs. U.S. SEM
 SEM Plan Web Sites
 Bibliography
© Smith, 2008
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SEM
University of Laval, 2008
What is SEM?
Enrollment management is an organizational concept and a systematic set of
activities designed to enable educational institutions to exert more influence
over their student enrollments. Organized by strategic planning and
supported by institutional research, enrollment management activities concern
student college choice, transition to college, student attrition and retention, and
student outcomes. These processes are studied to guide institutional practices
in the areas of new student recruitment and financial aid, student support
services, curriculum development and other academic areas that affect
enrollments, student persistence and student outcomes from college.
- Don Hossler, 1990
© Smith, 2008
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SEM
University of Laval, 2008
A Few Other Definitions

SEM is a comprehensive process designed to help
an institution achieve and maintain optimum
enrolment, where optimum is defined within the
academic context of the institution.
-Michael Dolence (1993)

Strategic enrolment management is a concept and
process that enables the fulfillment of institutional
mission and students’ educational goals.
-Bob Bontrager (2004)
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SEM
University of Laval, 2008
A bit about SEM…
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SEM
University of Laval, 2008
SEM Started in the U.S.
 Started in the late 1970’s at Boston College
• As a result of declining traditional student
enrolments
 Early focus on attracting new students (e.g.,
returning adults, women, minorities, lowincome)
 Expanded to all types of PSE institutions
(e.g., public, private, 2-year, 4-year, grad)
© Smith, 2008
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SEM
University of Laval, 2008
SEM Started in the U.S.
(Cont’d)
 Grew to include student success
• First-Year Experience programs
• Increased levels of student engagement
 Increasing emphasis on connecting with
institutional financial management
 Now the concern of the senior leadership
team – presidents, provost, deans
© Smith, 2008
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SEM
University of Laval, 2008
Emergence of SEM in Canada
 Slower emergence of SEM in Canada
 Driven by funding cuts, lack of revenue, heavier
reliance on tuition, changing demographics
 Many Canadian institutions have now adopted
SEM in name, practice or both
• We’re attending webinars, workshops & conferences
• Some of us are working with consultants
© Smith, 2008
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SEM
University of Laval, 2008
© Smith, 2008
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SEM
University of Laval, 2008
A Few Core Concepts
© Smith, 2008
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SEM
University of Laval, 2008
Prospects
The Classic
Admissions
Funnel
Inquiries
Applicants
Admits
Matrics
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SEM
University of Laval, 2008
• Traditional Enrollment Perspective
Recruitment/
Marketing
Orientation
Classroom
Experience
Co-curricular
Support
Student’s University Career
Admission
Financial
Support
© Smith, 2008
Academic
Support
Retention
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SEM
University of Laval, 2008
• The SEM Perspective
Recruitment/
Marketing
Orientation
Classroom
Experience
Co-curricular
Support
Student’s University Career
Admission
Financial
Support
Academic
Support
© Smith, 2008
Retention
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SEM
University of Laval, 2008
The Enrolment Funnel is Different for
Different Students
Student Type:
•Aboriginal Students
•New Canadians
•International Students
•First Generation Students
•Northern Canadians
•Rural Students
•Students with Disabilities
•Dislocated Workers
•Francophone Students
•Sole Support Mothers
•Low-income Students
•Visible Minority Students
•High-Achieving Students
© Smith, 2008
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SEM
University of Laval, 2008
The Concept of Optimum Enrolment
Ethnicity
Physical
Capacity
Undergrad/
Grad
Majors
Institutional
Mission
Academic
Profiles
Special
Skills
Residency
Program
Capacity
© Smith, 2008
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SEM
University of Laval, 2008
Creating a Data-Driven Enrolment Plan
The Enrolment
Data Agenda
Alumni
Research
Placement Data
Graduate Rates
Retention Data
Student Surveys
Enrolment Strategies
Active
Alumni
Graduated
Engaged,
Satisfied
Retained
Financial Aid Analysis
Alumni
engagement
Graduation/
Career Development
First Year Exp. &
Retention Programs
Enrolled
Yield
Yield Data
Admission Statistics
Competitive Analysis
Market Research
Deposited
Applied/Admitted
Recruitment
Prospective Students
Marketing
© Smith, 2008
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SEM
University of Laval, 2008
Institutional Mission &
Enrolment Goals Are Determined By:
Current
competitive
status
Programs
offered
Range of
influence
Niche
Aspirational
status
Weaknesses
Historical
status
Strengths
…with consideration to institutional differentiation!
© Smith, 2008
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SEM
University of Laval, 2008
The Purposes of SEM are
Achieved by…
 Establishing clear goals for the number & types of
students needed to fulfil the institutional mission
 Promoting student academic success by
improving access, transition, retention, &
graduation
 Promoting institutional success by enabling
effective strategic & financial planning
© Smith, 2008
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SEM
University of Laval, 2008
The Purposes of SEM are
Achieved by…
 Creating a data-rich environment to inform
decisions & evaluate strategies
 Improving process, organizational & financial
efficiency & outcomes
 Establishing top quality student-centred service
 Strengthening communications & collaboration
among departments across the campus to support
the enrolment program
-Bontrager (2004)
© Smith, 2008
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SEM
University of Laval, 2008
© Smith, 2008
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SEM
University of Laval, 2008
No One Way
“Myths about enrolment management are abundant, yet
one truism has emerged…there is no single way to
implement enrollment management.”
-Jim Black (2004)
© Smith, 2008
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SEM
University of Laval, 2008
Determine your niche, focus
on it, and deliver on it as
well as you possibly can . . .
…the very essence of SEM
© Smith, 2008
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SEM
University of Laval, 2008
Enrolment Goals:
The Classic Conundrum
 All may want better students
 Administration may want more
students
 Faculty usually want fewer students
 Access vs. Quality
-Adapted from Henderson (2005)
© Smith, 2008
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SEM
University of Laval, 2008
What SEM is Not
 A quick fix
 Solely an organizational structure
 An enhanced admission & marketing operation
 A financial drain on the institutional budget
 An administrative function separate from the
academic mission of the institution
© Smith, 2008
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SEM
University of Laval, 2008
A Few Ways to Look at SEM
© Smith, 2008
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SEM
University of Laval, 2008
“Capacity Development Loop”
+
+
“Delivery Loop”
Programs &
Courses Offered
+
Courses
Taught
+ or +
Programs &
Courses Developed &
Approved
+
Demand for
Programs &
Courses
Courses
Enrolled
Reasons
For Not
Continuing
+
+
+
+
Tuition &
Other Sources
Of Revenue
Gov’t Grants
& External
Funding
Student
Retention
+
Student
Attrition
Programs &
Courses
Completed
Students Graduated,
Transferred, Hired
=
Gov’t
Approval For
Credit
Programs
+
+
+
+
+
+
Source: P. Seto, 2008
© Smith, 2008
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SEM
University of Laval, 2008
Enrolment Management System
Student
Characteristics
Environmental
Factors
Member of
underserved
student group
Student
enrolment
behaviour
Beliefs &
values
Demographic
trends
Academic
preparation
Competition
Motivation to
learn
Educational
aspirations
Public
Accountability
(loan default
rate,
graduation,
Accessibility,
retention)
Self-discipline
Adaptability
Interpersonal
skills
Peer
involvement
Ability to pay
Study habits
Family & peer
Support
Student
geographic
draw
Institutional
Goals
Quantitative
Goals
Qualitative
Goals
Diversity
Goals
Institutional
Objectives
Student
headcount
Admission average
Transfer GPA
Visible minorities,
Aboriginal,
international
Federal &
provincial
polices
Desired
Outcomes
•Marketing
•Recruitment
•Admission
•Financial
aid/pricing
•Orientation
•Residence
•Athletics
•First Year
•Experience
•Advising
•Supplemental
instruction
•Service learning
•Learning
communities
•Academic
support
•Peer support
•Teaching &
learning
approaches
•Student
engagement
•SEM
organization
•Data mining
Persistence
Goals
Retention rates,
Student
Satisfaction,
graduation rates
Capacity
Goals
Classroom
capacity,
adequate sections,
Class size
Net Revenue
Goals
Financial aid
discount rate,
international
© Smith, 2008
enrolment
Economic
Trends
Off-campus
employment
availability
Institutional
Strategies
Awareness
Enduring
Effect
Institutional
Loyalty
Enduring
Behaviour
Institutional
Image
Interest
Commitment
Enrolment
Persistence
Satisfaction
Education
Relationship
Source: Adapted from Kuh et al , 2007; Black, 2003
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SEM
University of Laval, 2008
© Smith, 2008
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SEM
University of Laval, 2008
Major SEM Components
 Accessibility
 Enrolment
Marketing
 Accountability
 Organization
 Admission Policies
 Planning
 Financial Aid
 Recruitment
 Geographic Draw
 Retention
© Smith, 2008
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SEM
University of Laval, 2008
Emerging SEM Issues
in Canada
© Smith, 2008
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SEM
University of Laval, 2008
Educational System
 Blending/overlap of college & university roles,
offerings
 Pressure for more seamless pathways,
collaborative programs
 Re-conceptualization of post-secondary
education, move to differentiation
 Expanding capacity (Ontario, B.C., Alberta)
© Smith, 2008
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SEM
University of Laval, 2008
Educational System (Cont'd)
 Emergence of accreditation bodies (quality
councils)
 Private institutions (e.g. Quest, Meritus)
 Out-of-country universities establishing campuses
in Canada
• e.g. Australia’s Charles Stuart U in Burlington;
Fairleigh Dickinson U in B.C.
© Smith, 2008
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SEM
University of Laval, 2008
Fiscal Pressures
 Decreased government funding
 Targeted funding with more strings attached
 Heavier reliance on tuition, revenues
 Increasing costs (food, energy, construction)
 Deferred maintenance, crumbling buildings &
infrastructure
 Fixed costs are high & difficult to reduce (e.g.,
faculty & staff levels, salaries)
Maintaining/expanding enrolment becomes
necessary from a financial perspective
© Smith, 2008
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SEM
University of Laval, 2008
Enrolment Planning
 Demographic “bubble” about to burst
• Will increase in educational participation rate &
immigration make up for it?
 Impact of economy → a “wild card”
 Not just first-year numbers, but total
enrolment….right through the funnel
© Smith, 2008
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SEM
University of Laval, 2008
Impact of Online Learning
 Double digit growth in recent years
 Distinctions between on-line and bricks &
mortar institutions blurring
 Moving from the fringes to the centre
 Why?
• Focus on high demand programs with strong career
orientations
• More convenient & flexible delivery mechanisms
• Increasing price of oil (transportation costs)
 Impacts enrolment & service planning &
provision
© Smith, 2008
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SEM
University of Laval, 2008
Data
 Concern over lack of common data set
 Questioning whether we’re collecting &
sharing the “right” data
 Use of KPI’s
• A tool for assessment of strategies, tactics &
outcomes but….
• Also used as a basis for funding (& ranking)
institutions
© Smith, 2008
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SEM
University of Laval, 2008
Recruitment
 Escalating competition has resulted in seeking of
new markets (geographic, post-secondary,
“mature”, under-served populations)
 Concern with access (& persistence) of “1st
generation” & “low-income” students
 Desire for increased flexibility (scheduling, course
offerings, mode of instructional delivery)
 Focus on parental expectations & pressures
• Gen-X parents involved in children’s college search,
selection & career choices
© Smith, 2008
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SEM
University of Laval, 2008
Impact of E-Recruitment
 Development of the “stealth” marketplace
• Proliferation of secret shoppers
• Resistant to traditional marketing
 People get information directly from each other,
not from institutions
• Growth of WOM, “viral” marketing, social networking
• We no longer control our own messages
© Smith, 2008
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SEM
University of Laval, 2008
Impact of E-Recruitment
 Importance of developing relationships through
online (& offline) communications
 CRM systems, Web portals & enhanced Web sites
• Information “just in time”
• Personalized & customized communication
- Example: Customized print-on-demand viewbooks
 Expectation of 24/7 e-services
 On-line recruitment fairs
© Smith, 2008
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SEM
University of Laval, 2008
Admissions
 Change in philosophy from gatekeeper to
facilitating enrolment
• Self-admission (UBC); self-reporting of grades
 Centralized application centres
 Some universities beginning to advocate
entrance testing due to a concern over grade
inflation at the high school level
© Smith, 2008
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SEM
University of Laval, 2008
Admissions (Cont'd)
 Holistic admissions assessment
 Pressure for more transfer pathways &
collaborative agreements
 Dual enrolment programs
 Reserving spaces for under-represented
groups
© Smith, 2008
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SEM
University of Laval, 2008
Financial Aid
 Use as a SEM strategy to boost enrolment
 Rising fees & higher student debt load
 59% of undergraduates graduate with debt (2007)
 Biggest failure of student financial aid system has
been its inability to close gap in access to postsecondary education for low-income youth
© Smith, 2008
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SEM
University of Laval, 2008
Financial Aid (Cont’d)
 Affordability seen as an accessibility issue
• Low-income students think they can’t afford tuition &
rule themselves out before graduating from HS
 Need for financial aid workshops for families when
students in middle & high school to build
expectations for attending PSE
 On-campus work-study programs
 Need to simplify financial aid & make it more
transparent
© Smith, 2008
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SEM
University of Laval, 2008
Financial Aid (Cont'd)
 Growing use of merit aid
• Disproportionately awarded to higher income students
• Now being questioned, shift to more use of needs-based
aid
 Targeted aid/scholarships to Aboriginal students
(B.C.; U of Winnipeg)
 Increase in athletics scholarships (Ontario)
 Slated closure of Canada Millennium Scholarship
Foundation in 2009
© Smith, 2008
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SEM
University of Laval, 2008
Student Service
 Antiquated policies, procedures, programs,
delivery methods & organizational culture that
developed during period of student abundance
continue to function
 Lack of a strong “culture of service”
• Students seen as interrupting more important activities
• Need for more e-service programs & support
 Bicameral governance structures & collegial
decision-making processes make it difficult to
respond quickly
© Smith, 2008
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SEM
University of Laval, 2008
Student Success
 Recognition of link between recruitment & retention
 Students drop out because of dissatisfaction with their
program, financial concerns, & career indecision (CMSF,
2008)
 Bridging & transition programs
 Need to reach out to parents, families & communities
• Parent listservs, web-based resources
 Focus on the student experience, student engagement,
service learning
• uCalgary: e-portfolio to recognize volunteerism & extra-
curricular activities
© Smith, 2008
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SEM
University of Laval, 2008
How Do You Know You Are
Doing SEM Well?
© Smith, 2008
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SEM
University of Laval, 2008
#1 - Assessments
 Inputs into the strategic planning process
• Key performance indicators
• Enrolment management calendar
• Student and faculty needs and priorities
© Smith, 2008
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SEM
University of Laval, 2008
#2 - Comprehensiveness
 A strong linkage with academic programs
 An institution-wide recruitment and
retention program
 An operations orientation
© Smith, 2008
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SEM
University of Laval, 2008
#3 – Definitions
 A common set of definitions and
classification systems including:
• An adequate recruitment structure
• A complete retention classification system
• A comprehensive list of operational
responsibilities
© Smith, 2008
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SEM
University of Laval, 2008
#4 – Documentation
 Recording of:
• The process
• Changes in the process
• Any assessments determined
© Smith, 2008
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SEM
University of Laval, 2008
#5 – Evaluation
 The process by which an institution learns
how much of what it set out to do was
accomplished and how well it was done
© Smith, 2008
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SEM
University of Laval, 2008
#6 – Key Performance
Indicators
 A detailed list of measurements the
institution considers key to monitoring and
evaluating enrolment management
strategies
© Smith, 2008
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SEM
University of Laval, 2008
#7 – Leadership
 A clear and concisely written charge
establishing the enrolment management
program, which:
• Initiates a formal strategic planning process
• States in unambiguous terms who is responsible
• Articulates a commitment to make decisions
• Expresses a commitment to implement the
program once designed
© Smith, 2008
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SEM
University of Laval, 2008
#8 – Participation &
Integration
 Participation of senior administration,
academic governance, academic
administration, faculty and the persons
responsible for strategy and tactic
implementation
© Smith, 2008
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SEM
University of Laval, 2008
#9 – Resources
 Effective resource allocation systems
which:
• Utilize consensus building
• Link enrolment management objectives directly
with manager performance evaluations
© Smith, 2008
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SEM
University of Laval, 2008
#10 – Strategies
 Straight-forward, easy to understand, and
workable strategies which fit the resources
of the institution
© Smith, 2008
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SEM
University of Laval, 2008
#11 – Systems
 Integration of support systems
 Accurate, secure and available data
 Access to the right tools to ensure that
tasks are accomplished accurately and in
the proper sequence
© Smith, 2008
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SEM
University of Laval, 2008
#12 – Timing
 A master enrolment management calendar
which shows:
• How decisions are made
• Who makes them
• On what basis they are made
© Smith, 2008
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SEM
University of Laval, 2008
(2004)
Research Finds Participation &
Integration to be the most
Important Factor in Sustaining
Long-term SEM Success
 Change of R value = 0.417
 Statistically significant at the 0.05 level
-Smith, 1997
© Smith, 2008
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SEM
University of Laval, 2008
The SEM Plan:
A Great Place to Start
© Smith, 2008
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SEM
University of Laval, 2008
When you don’t know where you’re going,
any road will take you there.
- Cheshire Cat, Alice in Wonderland
© Smith, 2008
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SEM
University of Laval, 2008
The enrolment plan serves as the road map for
achieving specific institutional goals, typically
connected to student body size, enrolment mix,
and revenue, while also providing specific
indicators on the effectiveness of the learning
environment.
- Janet Ward, 2005
© Smith, 2008
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SEM
University of Laval, 2008
© Smith, 2008
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SEM
University of Laval, 2008
© Smith, 2008
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SEM
University of Laval, 2008
SEM Planning Model
Meeting
Goals
Typical starting
point
Tactics
Strategies
DATA
Enrolment Infrastructure
Structure, Staffing, Skills, Systems, Service
Clear Mission & Goals
© Smith, 2008
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SEM
University of Laval, 2008
SEM Planning Model
Meeting
Goals
Tactics
Strategies
DATA
Enrolment Infrastructure
Structure, Staffing, Skills, Systems, Service
Starting point
for long-term
success
Clear Mission & Goals
© Smith, 2008
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SEM
University of Laval, 2008
The SEM Plan- Components
1. Define relationship to the College’s strategic plan
2. Produce an environmental scan
3. Collect data: informs everything (goal-setting, tactics/strategies,
assessment)
 Enrolment: totals, demographics, 5-year trends, etc.
 Promotion & marketing
 Admissions & entry process
 Image & reputation
 Retention
 Market surveys, competitor analysis
 Financial aid
 Course offerings: capacity, scheduling, waitlists
 Budget: income streams, expenditures
© Smith, 2008
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SEM
University of Laval, 2008
The SEM Plan- Components
(Cont’d)
4. Identify key enrollment-related issues
5. Identify how to respond to those issues
6. Set goals: enrolment targets, program mix,
program delivery, income targets, services
© Smith, 2008
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SEM
University of Laval, 2008
The SEM Plan- Components
(Cont’d)
7. Suggest strategies
 Recruitment
 Marketing
 Program mix
 Policies and procedures
 Retention
 Financial aid
8. Establish accountability
 Who does what and when?
© Smith, 2008
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SEM
University of Laval, 2008
The SEM Plan- Components
(Cont’d)
9. Include measurements/ key performance indicators (KPIs)
 Most goals should be measurable
 Know your baseline data, and measure against it
10. Be sure the process is on-going:
 Follow-up on assessment of the KPIs
 Update often – this is not a long range plan...it is a strategic plan.
Be strategic!
 Ensure continuous communication with campus
© Smith, 2008
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SEM
University of Laval, 2008
SEM Audit
© Smith, 2008
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SEM
University of Laval, 2008
Q&A
Thank you!
© Smith, 2008
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