STRATEGIC ENROLLMENT MANAGEMENT Core Concepts and …
Download
Report
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
1
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
2
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
3
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
4
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
5
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)
© Smith, 2008
6
SEM
University of Laval, 2008
A bit about SEM…
© Smith, 2008
7
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
8
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
9
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
10
SEM
University of Laval, 2008
© Smith, 2008
11
SEM
University of Laval, 2008
A Few Core Concepts
© Smith, 2008
12
SEM
University of Laval, 2008
Prospects
The Classic
Admissions
Funnel
Inquiries
Applicants
Admits
Matrics
© Smith, 2008
13
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
14
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
15
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
16
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
17
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
18
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
19
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
20
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
21
SEM
University of Laval, 2008
© Smith, 2008
22
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
23
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
24
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
25
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
26
SEM
University of Laval, 2008
A Few Ways to Look at SEM
© Smith, 2008
27
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
28
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
29
SEM
University of Laval, 2008
© Smith, 2008
30
SEM
University of Laval, 2008
Major SEM Components
Accessibility
Enrolment
Marketing
Accountability
Organization
Admission Policies
Planning
Financial Aid
Recruitment
Geographic Draw
Retention
© Smith, 2008
31
SEM
University of Laval, 2008
Emerging SEM Issues
in Canada
© Smith, 2008
32
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
33
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
34
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
35
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
36
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
37
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
38
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
39
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
40
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
41
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
42
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
43
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
44
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
45
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
46
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
47
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
48
SEM
University of Laval, 2008
How Do You Know You Are
Doing SEM Well?
© Smith, 2008
49
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
50
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
51
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
52
SEM
University of Laval, 2008
#4 – Documentation
Recording of:
• The process
• Changes in the process
• Any assessments determined
© Smith, 2008
53
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
54
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
55
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
56
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
57
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
58
SEM
University of Laval, 2008
#10 – Strategies
Straight-forward, easy to understand, and
workable strategies which fit the resources
of the institution
© Smith, 2008
59
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
60
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
61
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
62
SEM
University of Laval, 2008
The SEM Plan:
A Great Place to Start
© Smith, 2008
63
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
64
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
65
SEM
University of Laval, 2008
© Smith, 2008
66
SEM
University of Laval, 2008
© Smith, 2008
67
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
68
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
69
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
70
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
71
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
72
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
73
SEM
University of Laval, 2008
SEM Audit
© Smith, 2008
74
SEM
University of Laval, 2008
Q&A
Thank you!
© Smith, 2008
75