Strategic Enrollment Management KCTCS Big E Symposium

1. Strategic Enrollment ManagementKCTCS Big E Symposium Bob Bontrager April 30, 2013

2. AACRAO • American Association of Collegiate Registrars and Admission Officers • Nonprofit professional association based in Washington, DC • 100 years, 11,000 members, 2,500 institutions, 40 countries • Areas of expertise • Strategic enrollment management • Enrollment service operations • Recruitment and retention strategies • Financial aid utilization • Academic /administrative coordination and collaboration • Technology Implementations

3. Introductions Bob Bontrager, Ed.D. • AACRAO • Senior Director of AACRAO Consulting and SEM Initiatives • Since 2007 • Institutions • Oregon State University: Associate Provost for Enrollment Management (President’s Cabinet), Director of Admission and Orientation, Graduate Faculty, Director of Partnership Programs • Eastern Mennonite University: Vice President for Enrollment Management (President’s Cabinet) • Arizona State University: Assistant Registrar

4. Presentation Outline • Core Concepts of Strategic Enrollment Management • Focus on Retention • Implementing SEM

5. The Core Concepts of SEM

6. What is Strategic Enrollment Management (SEM)? Strategic enrollment management is a concept and process that enablesthe fulfillment ofinstitutional mission andstudents’ educational goals.

7. The Purposes of SEM are Achieved by… • Establishing clear goals for the number and types of students needed to fulfill the institutional mission • Promoting students’ academic success by improving access, transition, persistence, and graduation • Promoting institutional success by enabling effectivestrategic and financial planning • Creating a data-rich environment to inform decisions and evaluate strategies

8. The Purposes of SEM are Achieved by… • Improving process, organizational and financial efficiency and outcomes • Strengthening communications and marketing with internal and external stakeholders • Increasing collaborationamong departments across the campus to support the enrollment program

9. The Core Concepts of SEMFeedback & Discussion

10. Focus on Retention

11. Attain Degree/Goal The Student Success Continuum Co-curricularSupport Classroom Experience Recruitment/ Marketing Orientation Student’s University Career Financial Support Academic Support Retention Admission

12. Attends Lecture Series Leverages Learning Center resources Books in stock at Bookstore Placement Test Prep Effective degree audit Financial Aid Support CONNECTION PROGRESS COMPLETION ENTRY Clean petition process Effective Orientation Join club / participate in student org Potential First Time Student Successful Completion Completes SEP Library Orientation Good impression from campus visit Effective Early Alert program Talk to Univ. Rep / Employer User-friendly application process Powerful learning experience in classroom Connecting with faculty outside classroom Get accurate perception from HS counselor Meet with college outreach professional Faculty Letter of Recommendation / intro to network Intrusive Counseling

13. Attain Degree/Goal The Student Success Continuum Traditional Enrollment Perspective Co-curricularSupport Classroom Experience Recruitment/ Marketing Orientation Student’s University Career Financial Support Academic Support Retention Admission

14. Attain Degree/Goal The Student Success Continuum SEM Perspective Co-curricularSupport Classroom Experience Recruitment/ Marketing Orientation Student’s University Career Financial Support Academic Support Retention Admission

15. Attain Degree/Goal The Student Success Continuum SEM Perspective Co-curricularSupport Classroom Experience Recruitment/ Marketing Orientation Student’s University Career Financial Support Academic Support Retention Admission

16. Retention ExampleRethinking Admissions Criteria:Noncognitive Assessment

17. What is Noncognitive Assessment? Noncognitive Variables • Self- Concept • Realistic Self- Appraisal • Handling System/Racism • Long- Range Goals • Leadership • Strong Support Person • Community • Nontraditional Learning Dr. William Sedlacek

18. Why consider noncognitive assessment? • OSU: enrollment growth selective admissions • Affirmative action challenges • Limitations of traditional admission criteria • Data

19. College Board *OSU Data(Correlation with 1st Yr OSU GPA; R-Squared Values) AfAmAPAHispNatAmCaucTotal HS0.08 0.14 0.12 0.18 0.14 0.15 GPA 0.12 0.28 0.15 0.38 0.29 0.28 SAT0.09 0.15 0.07 0.12 0.10 0.13 0.04 0.23 0.004 0.17 0.15 0.14 GPA+0.14 0.23 0.19 0.30 0.20 0.23 SAT 0.15 0.37 0.17 0.46 0.33 0.31

20. Insight Resume • Community service Explain what you have done to make your community a better place to live. Give examples of specific projects in which you have been involved over time. • Handling systemic challenges Describe your experiences facing or witnessing discrimination. Tell us how you responded and what you learned from those experiences and how they have prepared you to contribute to the OSU community. • Goals/task commitment Articulate the goals you have established for yourself and your efforts to accomplish these. Give at least one specific example that demonstrates your work ethic/diligence.

21. Insight Resume • Leadership/group contributions Describe examples of your leadership experience in which you have significantly influenced others, helped resolve disputes, or contributed to group efforts over time. Consider responsibilities to initiatives taken in or out of school. • Knowledge in a field/creativity Describe any of your special interests and how you have developed knowledge in these areas. Give examples of your creativity: the ability to see alternatives; take diverse perspectives; come up with many, varied, or original ideas; or willingness to try new things. • Dealing with adversity Describe the most significant challenge you have faced and the steps you have taken to address this challenge. Include whether you turned to anyone in facing that challenge, the role that person played, and what you learned about yourself.

22. Implementation • Group of 30 scorers • Cross-department representation • Intensive training • Read 20 IRs per hour • Scoring • Range: 1-3 • Scoring guide • Loading scores into SIS • Scholarship awarding • Academic advising • Quarterly feedback forums

23. Outcomes • First year GPA: No correlation • First- to second-year retention 80.5% 85.3%

24. Focus on RetentionFeedback & Discussion

25. Implementing SEM

26. SEM Organizational Framework Executive Leadership Institutional strategic plan, approval and champions of strategic enrollment goals and initiatives SEM Steering Committee Long-term enrollment goals, securing the approval of strategies through appropriate institutional channels, communication with Executive Cabinet Recruitment Council Develop 3-4 strategic goals for new student recruitment; review and approve sub-committee action plans; recommend to SEM Steering Committee Retention Council Develop 3-4 strategic goals for retention and graduation; review and approve sub-committee action plans; recommend to SEM Steering Committee 3-4 Sub-Committees Action plans, time lines and metrics for each strategic goal 3-4 Sub-Committees Action plans, time lines and metrics for each strategic goal Data Team Environment scanning, student enrollment behavior research, enrollment models, provide data to councils as needed

27. SEM Process Framework Performed by Process steps Align institutional strategic plan with broad enrollment targets and desired mix of students Executive leadership, SEM Steering Committee Data gathering and assessment: Internal culture/ environment, student enrollment behaviors and scan of external environment Smaller group of staff and faculty adept at economics and data use Additional requests, clarifying questions Use data results to establish focused goals each for recruitment, retention, service, etc., and enrollment projection models Goals recommended by SEM Recruitment and Retention Councils; models developed by Data Team Changes to goals Approve strategic goals and enrollment projection models Executive leadership, SEM Steering Committee New or revised goals SEM councils and sub-committees Develop action steps, accountability, and metrics Appropriate staff and faculty departments Implement action steps Mid-course adjustments • Monitor progress, • Report results to campus and executive leadership SEM Steering Committee, Chief Enrollment Officer

28. SEM Planning Framework Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

29. SEM Planning Framework Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan • Clarity of institutional mission, vision, goals • Core competencies • Strategic direction • Aggregate enrollment goals

30. SEM Planning Framework • Student categories: first year, transfer, dual enrollment, voc/tech, developmental ed, certificate, face-to-face/online, etc. • Desired student groups: racial/ethnic diversity, academic ability, 1st gen • Geographic origin: local, regional, • Recruitment, retention, completion • Institutional capacity Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

31. SEM Planning Framework Sustainable Enrollment Outcomes • Internal benchmarks: KEI numbers over the past 3-5 years • Environmental scan • Demographics • Economics • Market opportunities • Competition • Institutional research plan: designated reports and production schedule Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

32. SEM Planning Framework Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan • 5-10 year KEI targets • Focus: the institution’s desired future • Based on: mission, data, and environmental scanning

33. SEM Planning Framework Sustainable Enrollment Outcomes • Staffing: skill sets, strategic deployment • Systems: policies, procedures, technology • Capacity for making effective enrollment decisions : positions, reporting lines, committees Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

34. SEM Planning Framework Sustainable Enrollment Outcomes • Increase new students of specified types • Increase retention rates, specifically by student types • Utilize emerging technologies • Financial aid/scholarships • Academic programs: mix and delivery systems Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

35. SEM Planning Framework • Marketing/branding initiatives • Academic program review • Multilingual recruitment materials • Targeted interventions for students in high risk courses • Enhanced academic advising • Streamlined admission procedures • Purchase a new CRM system Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

36. SEM Planning Framework • Consistently meeting goals over the long term • Enabling more effective campus-wide planning • Revisions to the institutional strategic plan • Academic planning: curriculum, faculty needs • Facility planning • Financial planning • Achieving the institution’s desired future Sustainable Enrollment Outcomes Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan

37. Implementing SEMFeedback & Discussion

38. Resources • SEM Conference, November 10 - 13, Chicago • New SEM Quarterly journal • College & University journal • AACRAO books (www.aacrao.org/publications/) • SEM: Transforming Higher Education (2012) • SEM in Canada (2011) • SEM at the Community College (2010) • SEM and Institutional Success (2008)

39. Thank you! Bob Bontrager bontrager@aacrao.org