Building a SEM Culture Through Enrollment Planning

1. Building a SEM Culture Through Enrollment Planning Stephen Pultz AVP Enrollment University of San Diego Session ID: 2023

2. Session Rules of Etiquette • Please turn off your cell phone/pager • If you must leave the session early, please do so as discreetly as possible • Please avoid side conversation during the session • Please complete the session evaluation Thank you for your cooperation Session ID: 2023

3. Agenda • EM Definitions • SEM Culture • EM Evolution at USD • Structural Changes • EM Plan 2.0 • 2015 & Beyond • Questions & Conversations Session ID: 2023

4. Enrollment Management • EM is a complex set of concepts and processes that enables fulfillment of institutional mission and students’ educational goals by: • Establishing clear goals for the number and types of students • Promoting academic success by improving student access, transition, persistence, and graduation • Determining, achieving, and maintaining optimum enrollment • Generating added net revenue • Enabling effective financial planning • Creating a data-rich environment to inform decisions and evaluate strategies • Bob Bontrager, College & University Journal, Winter 2004 Session ID: 2023

5. Enrollment Management • An organizational concept and a systematic set of activities designed to enable schools to exert more influence over their enrollments. Organized by strategic planning & research and supported by institutional research, enrollment management activities concern student college choice, the transition to college, student retention, and student outcomes. These processes are studied to guide campus practices in the areas of new student recruitment and financial aid, student support services, curriculum development, & other academic areas that affect enrollments, student persistence, and student outcomes from college. -Hossler and Bean, 1990 Session ID: 2023

6. SEM Culture is … • A heightened level of understanding and involvement of the institution, particularly among academic deans and faculty, in achieving enrollment goals • An enhanced focus on longer-term strategic planning • A stronger orientation and attention to key performance metrics - Lynda Wallace-Hulecki, Senior Consultant, SEM Works Session ID: 2023

7. At USD, my vision of SEM Culture is … • More than just having a plan • Moving beyond “enrollment = admissions” • Retention, graduation and student experience • Having a clear direction and an “EM Champion” • Having a structural foundation upon which EM can grow • Reinforces the broader view of EM • Expands the sphere of influence Session ID: 2023

8. University of San Diego • Private, Catholic University • 5600 UG’s • 1600 GR’s • 800 LS • Six Schools/Colleges Session ID: ###

9. USD’s EM Evolution • Strategic Planning Process initiated in 2004 • EM Committee formed in late 2004 • Original charge of reviewing USD’s recruiting practices and developing a set of enrollment goals & strategies that would help support the strategic directions • In late 2006, a formal five year enrollment plan was created and approved Session ID: 2023

10. USD’s EM Evolution • Activities of the committee included: • Reviewed Enrollment Management literature and best practices • Assessed USD’s market position • Established a set of benchmark schools • Gathered enrollment data from each of the schools & comparing them with USD • Established enrollment priorities Session ID: 2023

11. Enrollment Priorities: 2007 - 2011 • The Enrollment Priorities came from: • The Mission & Core Values • Vision & Strategic Goals • Enrollment Priorities • Academic Excellence • Student Composition • Diversity, National, International, Catholicity • Financial Aid/Scholarships • Retention Session ID: 2023

12. Strategic Goals Meets Enrollment Planning • The University will attract, retain, and support highly qualified, diverse students • We set goals for the academic profile of our entering students (gpa/SAT scores/rankings) • We set goals for the ethnic diversity of our class • The University will strengthen its global connections…. • We set goals for the # of international students • The University will promote its Catholic character…. • We set goals for the percentage of Catholic students Session ID: 2023

13. EM Comparison Set Loyola Marymount Santa Clara Pepperdine Univ. of San Francisco Univ. of Southern California University of Dayton Seton Hall Univ Fordham Villanova Seattle University Session ID: 2023

14. Session ID: 2023

15. EM Evolutions Michael Dolence (1993) Tom Huddleston (2001) Committee model Coordinator model Matrix model EM Division model • Nominal stage • Structural stage • Tactical stage • Strategic stage “A successful SEM process – albeit at its inception or as it evolves into the fabric of the institution – can be transformative and allow opportunities to systematically link enrollment, academic planning, assessment, student access, persistence and success efforts.”

16. EM Evolution at USD

17. Establishment of an EM position • Another component of our “evolution” • The role will be to: • Engage the campus in developing future enrollment plans • Coordinate student services for UG & GR students • Participate in retention efforts • Identify effective strategies for allocating merit and need based aid • Enhance efforts to diversify our community Session ID: 2023

18. EM Unit “Primary operational units achieve a strategic enrollment management direction by integrating and sharing a vision that results in a larger sphere of influence than any single office might enjoy” - Tom Huddleston, 2001

19. The EM Unit “Coming together is a beginning; keeping together is progress; working together is success.” - Henry Ford • Regular meetings as a unit • Create a set of service expectations • Establish yearly goals & plans that support the EM plan • Identify process improvements across the student lifecycle Session ID: 2023

20. The EM Unit • Enrollment Excellence… • From a people perspective • From a service perspective • From a data perspective • From a marketing perspective • From a revenue perspective Session ID: 2023

21. EM Evolutions Michael Dolence (1993) Tom Huddleston (2001) Committee model Coordinator model Matrix model EM Division model • Nominal stage • Structural stage • Tactical stage • Strategic stage

22. Enrollment Plan 2.0 • Smaller planning group • Strategic directions hadn’t changed, therefore our enrollment goals remained consistent • Goals are organized around each strategic direction • Goals are included by student type (freshman, transfers, graduate) Session ID: 2023

23. Enrollment Plan 2.0 • Intended to set goals from 2013 – 2015 • Quality, diversity, international goals • In addition to setting “new freshman” targets, EP 2.0 focused on shaping undergraduate enrollment and retention • Introduced graduate targets • Identified opportunities to engage the campus in our enrollment efforts – to develop a SEM Culture Session ID: 2023

24. SEM Culture at USD • Moving beyond “enrollment = freshman admissions” • Retention, graduation and student experience • Freshman, transfers, & graduate students • A shared commitment to service • Student centered approach • Retention was everyone’s responsibility • Structure matters • Reinforces the broader view of EM • Expands the sphere of influence Session ID: 2023

25. Strategic Direction #1: Attract, retain, and support academically strong & diverse students … • Maintain undergraduate enrollment at between 5500 – 5550 students • Manage growth of new students through new fall freshman, transfers and new spring students • Maintain the retention of freshman to sophomore at 90% • Raise the profile of the entering class by maintaining the grade point average of at least a 3.8 and raising the critical reading and math score to 1230 from 1215 • Increase the ethnic diversity of our undergraduate population from 32% to at least 35% • Grow graduate enrollment by 5% over the next three years Session ID: 2023

26. Strategic Direction #3: Strengthen Global connections… • Increase the number of new undergraduate international students from 79 to 100 by fall 2015 Session ID: 2023

27. Strategic Direction #4: Catholic character and outreach…. • Increase the percentage of students and alumni who identify our catholic character as a strength Session ID: 2023

28. Strategic Direction #5: Constituent engagement…. • Establish a legacy program for undergraduate students • Recognize the relationship early in the process • Enhance communication with these families • At the point of application • At the point of decision • Prior to arrival on campus Session ID: 2023

29. Strategic Direction # 6: Resource & Economic Vitality… • Work to ensure the proper balance of revenue and financial aid in achieving our enrollment goals Session ID: 2023

30. Key Initiatives by Student Type • Freshman: • Raise profile of the entering class • Increase ethic and racial diversity • Improve yield • Limit financial aid gaps/control student debt • Have a more intentional distribution of academic interests Session ID: 2023

31. Key Initiatives by Student Type • Transfers: • Increase military enrollment and provide more coordinated student services • Limit student debt and alternative loan borrowing • Graduate: • Coordinate student services across recruitment, admissions, and enrollment • Work with Continuing Education on greater integration of programs • Hold “enrollment summits” around topics of interest for graduate units (goal setting, international recruitment, for example) Session ID: 2023

32. Campus Engagement (building culture) • EM Plan 2.0 identified opportunities to engage the campus, provide input and feedback, share data and information • EM Quarterly meetings • Graduate enrollment meetings (GEARSS) • RetNet (retention network) • Graduate Group (G2) Session ID: 2023

33. Our Enrollment Journey So Far… EM has contributed to these outcomes by setting clear goals, coordinating activities across the campus, and engaging internal and external audiences

34. Our Enrollment Journey So Far… • By having a comprehensive EM plan: • We can influence who comes • We can help coordinate activities that have an impact on who stays • We can create an EM culture (service, data, people) that enhances the experience for those that are here Session ID: 2023

35. EM Culture at USD Today…. • Most people realize I’m not the Director of Admissions anymore • Tangible spirit of cooperation within our EM unit • I receive invitations from across the campus to share the Enrollment Plan (student affairs, alumni, faculty) • Have begun laying the groundwork for the next plan (2016 – beyond) by addressing major challenges Session ID: 2023

36. Challenges We Still Face… • Bringing more faculty into the fold • Need broader participation for the next planning process • Silos still exist – although there are fewer of them • Several large, institutional decisions loom – space, financial resources, leadership Session ID: 2023

37. Questions & Conversation Steve Pultz Assistant VP for Enrollment University of San Diego spultz@sandiego.edu Thank You Please complete the session evaluation form using the AACRAO Session ID: 2023