Eastern Kentucky UniversityEnrollment Management Consulting Services Request for Proposal # 12-11

October 28, 2010

Table of ContentsPage

5.2. Authentication for Proposal Statements of Non-Collusion and Non-Conflict of Interest Form (Unbound with original proposal)

5.3. Transmittal Letter 4

5.4. Executive Summary 7

5.5. Qualifications 13 RFP Questions 13 History 13 Philosophy and Values 14 Special Expertise 15 Differentiation from Competitors 16 Partial Client List 17 Capabilities and Related Experience 18 Biographies 20 Financial Viability 27 Consulting Model 28 Project Management 29

5.6. Program Plan—Services Defined 30 Approach to SEM Planning 30

o Academic Context 30o SEM Planning Elements 32o Goal Setting Approach 33o SEMWorks Planning Consulting Map 36

SEM Planning Process 37 Conference Call 37 Scope 37 Discovery 37

o Situational Analysis 37o SEM Audit 37

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o OPTIONAL Enrollment Reporting Review 41o SEM Webinar Audit Report 41

Planning 42o Planning Retreat 42o Enrollment Goal Setting 43o Academic Program Demand/Competitor Analysis 43o SEM Strategy Sessions 44o Integrated SEM Plan 44

Implementation 45o SEM Implementation 45

Assess 46o Extended Assistance with Implementation (2012–2014) 46

Leverage Financial Aid and Scholarships 46 Discovery 47

o Situational Analysis 47o Financial Aid Audit 47o Off-Site Optimal Aid Analysis 48o Comprehensive Written Report 49

Planning 50o Leveraging Strategy and Matrix 50

Implementation 51o Matrix Monitoring Tool 51

Assess 52

Brand Development 53 Brand Development Consulting Map 54 Conference Call 55 Scope 55 Discovery 55

o Situational Analysis 55o Marketing, Advertising and Promotions Audit 55o Webinar Report 55o Brand Positioning 55

Planning 57

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o Brand Testing 59o Brand Architecture through the Web 60o Brand Architecture for Print and Advertising 61o Integrated Brand Strategy 62

Implementation 63o Strategy Implementation 63o Internal Awareness Campaign 63

Assess 63

Addenda: Marketing Research and Other Addenda 651. Attrition Causation Study (OPTIONAL, BUT RECOMMENDED) 662. Customized Program Feasibility Studies (OPTIONAL) 693. Environmental Scan 694. Enrollment Opportunity Analysis (University and College Prospect Survey™) 725. Financial Factor Analysis 73

6. University and College Admissions Survey (UCAS™), and Admit/Declined Survey (ADS™) 76

7. Admitted Parent Survey™ 878. SEM Report Sample 889. Creative Samples (CD Unbound with Original Proposal) 8910.EKU Acknowledgment Form (Unbound with Original Proposal) 89

5.7. References and Past Experience 90 References 90

5.8. Financial Proposal 93

5.9. Optional Services (see Market Research Addenda) 96

Contact Information 96

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5.3. TRANSMITTAL LETTER

Dear Members of the Review Committee:

Eastern Kentucky University (EKU) seeks consulting services from a nationally recognized enrollment management consulting company to advise and assist the University in optimizing the Enrollment Management function, including the department’s organizational planning, recommendations for enhancement of operational procedures, and recommendations for maximizing the recruitment, retention and graduation of Eastern Kentucky University students. SEM Works is a leading international enrollment management consulting firm. In serving over 300 higher education clients in five countries, we have extensive experience in collaborating with clients to deliver SEM plan that mobilize key constituencies, foster university-wide support, and maximize the utilization of limited resources. We are pleased to submit this response to your request for proposals, and are confident that we can offer exceptional results for the University.

The EKU Enrollment Management Plan (2010-2015) articulates an ambitious goal of increasing enrollment by 2,000 students by 2014-2015 through sustained enrollment growth of two percent per year. The plan sets forth the environmental and demographic factors that have impacted enrollment growth in recent years and that will likely continue to present enrollment challenges over the plan period. The University recognizes the need to aggressively pursue a wide range of avenues, including increased retention of current students, a comprehensive approach to distance education and use of the regional campuses, improved programs and services to attract adult learners (transfer, non-traditional, veterans, etc.), and stronger efforts to recruit traditional-age students inside of Kentucky, as well as from other states and other nations (p.10).

SEM Works’ recommended solutions are grounded in research on effective practices for fostering campus-wide engagement in the enrollment planning process, and our strategies are based upon best practices in strategic enrollment management. However, our thinking around strategies is not limited to best practices. We will work with your personnel to identify one or more strategies that are “game changers”—catapulting your institution beyond

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competitors. In our experience, this approach is necessary to create a sustainable competitive advantage. Even with the best enrollment strategies, your success in sustaining a competitive advantage is directly correlated to your ability to execute better than your competitors. This requires broad buy-in to the SEM plan.

Your lead consultant, Dr. Jim Black, President and CEO of SEM Works has over 24 years of experience in higher education. His doctoral experience in higher education curriculum and instruction provides our clients with insights into innovative pedagogical, curricular, and program opportunities that impact enrollment outcomes. To the best of our knowledge, no other enrollment management consultant possesses this vital perspective. Moreover, Dr. Black has an established knowledge of EKU. Through his prior work in delivering an enrollment management workshop at your University, Dr. Black has developed a familiarity with your institutional issues, culture, and enrollment planning context within your service region.

The University has invested considerable time and effort in the development of the current enrollment plan. Working collectively with our long-time strategic partner, The Academica Group Inc., SEM Works’ consulting team will collaborate with you to design and deliver a research program that builds upon the foundational strategic research and insights conducted to date, and assist you in developing an actionable and integrated strategy for realizing your enrollment goals. We look forward to working with Eastern Kentucky University to create a SEM plan that will enable you to realize your enrollment goal of 18,000 students by the year 2015!

Sincerely,

Peter E. LindseyDirector of Business Development

Notes: SEM Works acknowledges the receipt of addendum #1

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This proposal shall remain valid through February 28, 2011. SEM Works will accept financial responsibility for all travel expenses incurred in oral presentations (if

required) and candidate interviews. We offer no deviations or exceptions to the RFP requirements.

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5.4. EXECUTIVE SUMMARY

Eastern Kentucky University (EKU) seeks consulting services concerning the Enrollment Management function, including the department’s organizational planning, recommendations for enhancement of operational procedures and recommendations for maximizing the recruitment, retention and graduation of Eastern Kentucky University students. Specifically, the University has established the need for assistance in the development of a comprehensive enrollment management plan phased in over a four-year period.

An effective approach to SEM planning and branding should be research-based and effectively integrate strategies and tactics that will impact marketing, branding, financial aid and scholarship allocation, recruitment, program development and delivery, retention, and more. It must enable the University to establish, communicate, and deliver a unique and compelling brand identity that will differentiate EKU from your competitors. Our approach will foster campus-wide buy-in and integrate strategies to ensure that EKU is “top of mind” among students. More importantly, potential students and other key constituents will not just think of EKU generically, but they will have a clear and consistent image of the University—an image that we will further define by audience segment.

SEM Works’ approach to consulting involves five stages: (1) Scope(2) Discover(3) Plan(4) Implement(5) Assess/Adjust

Typically, this SEM planning process occurs within a nine to twelve month period, and culminates in an actionable and integrated SEM Plan that is implemented over a three-year period. SEM Works’ recommends that EKU consider this approach in the development and execution of the SEM Plan as well as the brand development. However, should this model not be in-keeping with the realities of the University’s capacity and resource constraints, we would

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be pleased to reframe the proposal to best meet your specific needs.

The aforementioned model serves as the framework in the sections which follow for describing our professional programs and services. The two charts below present an executive overview of the core components of our consulting model that we will employ to develop and implement a comprehensive and integrated SEM Plan and brand strategy. Our collaborative effort with EKU will:

yield maximum return on investment (ROI) in realization of your enrollment goals; advance a data-based approach to decision making; and optimize resources and effectiveness of organizational structures.

EXECUTIVE OVERVIEW OF PROPOSED CONSULTING PROCESS

SEM PLANNING PROCESS

TENTATIVETIMELINE

SCOPE Conference Call-The SEM planning process is initiated via a conference call

with key stakeholders to establish the institutional context, goals, scope and timelines for the provision of consulting services. .

December

DISCOVERYThis stage of the SEM planning process will involve: Pre-visit Situational Analysis- A review of institutionally supplied

information.

Audit of SEM Planning Processes and Operations- A four-day site visit (2 consultants) to conduct an audit of policies, systems, and practices associated with the University’s approaches to student recruitment and communications, student retention, and SEM planning. Results from the SEM audit will be presented in a comprehensive Webinar report identifying strategic gaps and opportunities in student recruitment, communications, and retention, as well as in relation to EKU’s SEM planning structures, systems and practices.

Financial Aid and Scholarships- A one-day audit (1 consultant) of EKU’s financial aid and scholarship program and operations, followed by detailed

December

Mid-January

Mid-January

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analyses of optimal aid to identify strategic opportunities for leveraging student recruitment and retention efforts. The audit, analyses and written report result in the development of a leveraging matrix aligned with EKU’s recruitment and retention strategies.

Enrollment Performance Reporting Strategy (OPTIONAL)—A one-day audit (1 consultant) to review your enrollment performance measurement and reporting systems, with a view to development of a strategy that can best provide the actionable intelligence (the right information to the right people at the right time) you require in order to manage enrollment performance throughout the student lifecycle (e.g., prospect, current, and graduating student) by student segment.

Research Plan- The results from the audit processes will be used to inform the development of a research plan for implementation beginning in late February-Early March. Leveraging the expertise of our research partner, Academica Group, Inc., SEM Works will offer a full range research services, brand development, SEM planning and consulting services to meet your needs. We will employ a multi-stage process that includes strategic research, consultation, and planning for data-driven, best-practice-informed positioning of the University. Possible elements of the research program may include:

o Enrollment Opportunity Analysis (University and College Prospect Study™) o Financial Factors Analysiso University and College Admissions Survey (UCAS™)o Admit/Declined Survey(ADS™)o Environmental Scano Program Demand/Competitor Analyseso Admitted Parent Survey™o Attrition Causation Study (OPTIONAL, BUT RECOMMENDED)

Mid-January

Commencing Late February-Early March through to September

PLANNING Planning Retreat- SEM Works facilitates a one-day planning retreat (1-day visit, two consultants) to initiate the enrollment planning process using both quantitative and qualitative data gleaned from the pre-audit assessment, operations audit, and research conducted to date.

Late Spring/ Early Summer

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Enrollment Goals Setting - SEM Works will review available business intelligence and capacity information to identify opportunities for strategic enrollment growth and related enrollment goals. Through stakeholder interviews with academic and administrative units, SEM Works’ consultants will assess external forces impacting enrollment goals as well as unit and institutional enrollment aspirations and constraints.

Strategy Development Sessions – SEM Works’ facilitates 3 two-day visits (2 consultants) with strategy teams to develop actionable strategies and tactics associated with high priority strategic opportunities stemming from the SEM planning retreat.

Integrated SEM Plan Development – SEM Works will collaborate with EKU in writing an integrated SEM Plan, inclusive of actionable and prioritized strategies for implementation over a three-year period.

IMPLEMENT-ATION

SEM Implementation- SEM Works assists the institution in the initial implementation and formative evaluation of the SEM strategies and plan through facilitating 2 two-day implementation sessions with implementation teams (two consultants).

Critical Path Implementation Plan- At this stage, a detailed and coordinated recruitment and communications plan will be developed for implementation with the SunGard’s Higher Education Enrollment Management suite, SunGard’s Higher Education Banner solution and Hobson’s CRM product. In addition, strategies will also be developed for enhancing student retention throughout the student lifecycle, and for leveraging the University’s academic program mix. The critical path plan will detail what is to be done, by when, key responsibilities for leading the initiative, performance metrics, and more.

Early Fall (mid-Sept) and

throughout implementation

ASSESS Formative evaluation –Brief progress reports will be submitted after each strategy session with recommended adjustments (if warranted)

Quarterly site visits – Periodic site visits will occur during Years 2012–2014 to review impacts/implications of the phased implementation of the brand strategy and SEM Plan, followed by a brief report of suggested adjustment to

2012-2014

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strategies and tactics (if warranted).

EKU’s Brand Development will follow a similar planning model. This process will occur concurrently with the SEM Planning process described above in order to maximize our learning of your institutional context to assist in the formulation of an integrated brand strategy that is aligned with your student recruitment, marketing, and communications strategies that emerge through the SEM planning process.

To assess the University’s brand position with key stakeholders internal and external to EKU, SEM Works will conduct qualitative interviews with internal and external constituents. This information will augment the quantitative market research described above. At a minimum, qualitative constituent interviews will be conducted with: prospective students (one group of high school students and one group of adult learners); current students; alumni; board members; faculty; staff; and administration. The chart below outlines the various components of SEM Works’ methodology in working with you to develop a brand position and strategy.

BRAND DEVELOPMENTTENTATIVETIMELINE

SCOPE Initial conference call with key stakeholders to establish the project scope and timelines associated with the brand development.

Late February/Early March

DISCOVERY The Discovery Stage of the brand development process will involve: Off-site situational analysis of EKU’s marketing and communication

materials, website, strategic plans, competitor and enrollment trends. A two-day site visit (one consultant) to assess EKU’s marketing and

communications strategies, infrastructure, staffing patterns, and financial resources. Results from the audit will be presented in a Webinar Report including recommendations to inform an integrated brand strategy.

Late February/Early March

PLANNINGActivities associated with brand planning will involve: Brand Positioning (2-day visit, one consultant)

We will collect internal and external perspectives through constituent interviews.

Brand Testing (2-day visit, one consultant)

Late Spring(May)

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We will test the proposed brand platform and brand creative and seek campus-wide support. The brand portfolio will convey what EKU stands for in the minds of its key constituents.

Brand Guide Developmento Brand Architecture through the University’s Web Presence (including

templates and Online Brand Guidelines Manual)o Print Style and Usage Guide (basic and comprehensive options)o Brand Architecture for Print Pieceso Brand Program for Advertising and Various Media

Integrated Brand Strategy (1-day visit, one consultant)The integrated brand strategy will include a multichannel approach with multiple authors, through multiple mediums.

IMPLEMENT-ATION

Strategy Implementation Sessions – During a 2-day visit (one consultant) SEM Works will assist strategy teams in the strategy implementation process, with particular attention given to the to the development of an internal awareness and engagement campaign, and accountability mechanisms for monitoring progress.

Critical Path Implementation Plan- A detailed critical path plan will be developed with detail regarding what is to be done, by when, key responsibilities for leading the initiative, performance metrics, and more.

Early Fallthroughout implementation

ASSESS Formative evaluation and progress reports following each strategy implementation sessions, and as warranted during quarterly site visits.

2012-2014

5.5. QUALIFICATIONS

SEM Works, LLC1175 Revolution Mill DriveStudio 3Greensboro, NC 27405

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Responses to RFP Questions As a Limited Liability Company, SEM Works does not have audited financial statements. SEM Works has never been involved in any litigation or claim brought against our company. SEM Works and the Academic Group are in the final stages of completing a merger under the Academica

Group name. With offices in London, Ontario; Toronto, Ontario; and Beverly, Massachusetts, The Academica Group is North America's largest research-based marketing firm exclusively in the higher education sector. With SEM Works’ innovative approach to enrollment management and branding consulting, the merged company will become the industry leader in ‘innovative intelligence’—infusing actionable intelligence into higher education enrollment and brand strategy.

SEM Works has never defaulted on any loan. SEM Works does not have any relationship with any Eastern Kentucky University member of the Board of

Regents, employee, or other representative of the University.

History Jim Black and Associates converted to SEM Works in February of 2004 as an LLC. Prior to February 2004, Jim Black and Associates had been working and performing services in the higher education consulting industry for ten years. SEM Works was founded by Dr. Jim Black and is grounded in a long history of higher education clients through consulting and professional development. SEM Works’ staff has experience with community colleges, technical colleges, four-year public and private institutions, graduate and professional schools, proprietary schools, nonprofit and for-profit organizations, and college and university systems.

SEM Works provides consulting services to colleges and universities needing to assess existing operations and develop related plans. Areas of consulting expertise include:

Enrollment Management Marketing Branding Student Recruitment Student Retention Customer Service Student Services Relationship Management Market Research Environmental Scanning

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Organizational Change Process Redesign Web Development Graphic Electronic Communications Design/Publication Development

Philosophy and ValuesDr. Black, president and CEO of SEM Works, has been in higher education for over twenty-five years. He has dedicated his professional life to finding solutions to enrollment management, marketing and branding issues, first as a professional in enrollment management and most recently performing services in the higher education consulting industry for fourteen years. Strategies recommended by Dr. Black and the SEM Works team are grounded in reality, not just theory. Each institution is different, and our client’s needs and resources call for tailored solutions.

Our mission is to provide higher education institutions and organizations with objective insight, customized training, and the tools needed to accomplish their goals.

Our business philosophy is simple. Our success is determined by the success of our clients.

To ensure your satisfaction we will: Seek to understand your needs, your enrollment, recruiting, branding, and retention objectives, your

competitors, and your institution culture Prepare diligently for every meeting, every phase of the planning process, and every deliverable Serve you passionately Deliver more than you expect, and more than the contract requires Respond promptly to your requests Ensure the highest quality in everything we produce for you.

Special Expertise

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Your lead consultant, Dr. Black, is an internationally recognized expert in enrollment management, marketing and branding, as well as in change management. He is highly sensitive to the nuances that exist between organizations and people and as such, effectively facilitates the enrollment planning process to ensure maximum engagement and adoption. Moreover, his doctoral experience in higher education curriculum and instruction provides our clients with insights into innovative pedagogical, curricular, and program opportunities that impact enrollment outcomes. To the best of our knowledge, no other enrollment management consultant possesses this vital perspective. Leveraging his expertise along with his many years as an associate provost, dean, and faculty member in a higher education environment, Dr. Black will collaborate with EKU to develop and integrated SEM Plan that will mobilize the campus, deliver a compelling brand and ensure that academic offerings are competitively positioned and designed to optimize student recruitment and retention efforts.

Lynda Wallace-Hulecki, SEM Works’ Vice-President of Strategy, has extensive experience and a proven track record of accomplishments in bringing about campus-wide strategic enrollment planning success and transformative change in policies, systems and practices at colleges and universities. Ms. Wallace-Hulecki has more than twenty-three years experience in directing a Research and Planning Office, followed by almost a decade in leading transformative change in enrollment management operations in the dual capacity as Registrar and chief enrollment manager at both a research-intensive university and a four-year college. She specializes in facilitating an integrated approach to academic and enrollment planning, which was the topic of her Master’s thesis, Creating Shared Responsibility for Enrollment Outcomes: Reframing SEM from the Academic Lens. As a current doctoral candidate at the University of Nebraska-Lincoln, her dissertation is focused on building organizational capacity for enrollment performance measurement and culture change.

Differentiation from CompetitorsSEM Works is among a very few consulting firms that offers a full range of enrollment management consulting and planning services. Our advantage lies not only in the quality and breadth of our services, but also in our unique approach to facilitating integrated campus-wide strategic enrollment management (SEM) plans and implementation processes. We will work in partnership with the EKU to identify strategic issues and opportunities, a data-driven approach to decision-making, and a managed change program that leverages organizational strengths to realize short-term results and sustainable success.

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There exist best practices in enrollment management, marketing and research, standards to guide strategy development and deployment, and even some predictable gaps and areas needing improvement. However, there is no single enrollment solution that fits all institutions. Integrated enrollment management and branding are largely about changing the campus culture to adopt a heightened marketing, recruitment, retention, and service orientation—at both the tactical and strategic levels.

Our unique approach to SEM planning and implementation focuses on: Uncovering the institution’s existing competencies Leveraging the use of strategic intelligence to improve competitiveness Fostering collaborative leadership in strategy development Engaging the institution constituents and cultivating buy-in to the process Identifying strategic opportunities to advance the institution’s market position and enrollment goals Clarifying organizational capacity conditions for sustained high performance

Mobilizing a campus community around a common marketing purpose is the secret to producing dramatic, sustainable results. Our team will collaborate with EKU in identifying, defining, and organizing around that common purpose—what we refer to as strategic opportunities. Typically, the SEM planning process yields five-to-seven strategic opportunities along with complementary key performance indicators, metrics, strategies, and detailed action plans.

Our goal in working with you goes far beyond the development of strategies. We will assist the University in defining its uniqueness aligned with the promise you make to your key constituents; consistent with your mission, vision, and values; and inherently in synch with the raison d'être of your employees. Marketing, itself, is not a vehicle for culture change. It is simply a tool to focus an institution on marketing issues and opportunities. To create a marketing-oriented culture, we fervently believe that EKU must identify and tap into the distinctive quality that internal and external stakeholders are passionate about supporting. SEM Works’ process for accomplishing this objective is not practiced by any other firm in the industry.

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Partial Client ListAdams State College North Carolina Central UniversityAlice Lloyd College Ontario Institute of TechnologyAndrew College Pacific Graduate School of PsychologyArkansas State University Paisley University (Scotland)Belmont University Robert Morris College (University)Buffalo State College Roosevelt UniversityCarson-Newman College Salem CollegeCharter Oak State College Seventh Day Adventist UniversityCity University of New York Sherman College of ChiropracticClayton State University Slippery Rock UniversityCoker College Southeast Missouri State UniversityCollege of Saint Rose Southern Adventist UniversityDefiance College Southern New Hampshire UniversityEast Stroudsburg University Spalding UniversityEastern Kentucky University Sunderland University (England)Eastern Oregon State University University of Colorado at DenverEast-West University University of British ColumbiaFanshawe College University of California at Santa CruzFayetteville State University University of IdahoFerris State University University of Maine at Fort KentFort Lewis College University of Maine at MachiasFrancis Marion University University of Maryland—Eastern ShoreFranklin University University of Missouri—Kansas CityGuilford College University of North Carolina at GreensboroIndiana University Purdue University Indianapolis University of ReginaIthaca College University of SaskatchewanJohnson C. Smith University University of St. FrancisKettering University University of Texas at DallasLenoir-Rhyne College University of Texas at El PasoLincoln University University of VermontMars Hill College University of VictoriaMedical University of South Carolina University of West FloridaMeredith College University of WindsorMount Olive College University of Wisconsin at Eau Claire

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Mt. St. Vincent University Villanova UniversitySherman Chiropractic College William Paterson UniversityNew England Culinary Institute Winona State University

Capabilities and Related Experience SEM Works’ main office is located in Greensboro, North Carolina. The SEM Works staff is comprised of twenty-nine individuals, primarily current or former practitioners in the field and creative services professionals. Including Dr. Black, there are eleven SEM Works consultants—each with their unique specialty areas. In addition to the consulting group, SEM Works employs a vice president of strategy, director of creative services, director of market research, a research analyst, director of educational research, a director of marketing, a director of business development, a conference director, two account representatives, a director of operations, a team of web designers, and graphic designers, a copywriter, and an editor. We are able to share our expertise, talents, and innovations with SEM Works’ clients and work to reinforce some of the fundamental tenets of best practices in higher education.

SEM Works has a strong and growing strategic partnership with Academica Group Inc. in the delivery of research, technical, and creative services. Academica Group Inc. is a wholly Canadian and American owned private corporation incorporated in 2003 with a head office in London, Ontario, and satellite offices in Toronto, Ontario and Boston, Massachusetts. Prior to 2003, the research division operated as Acumen Research Group, incorporated in London in 1997. The Academica Group Inc. research division consists of over a dozen full-time research associates and a team of senior consultants. The Academica team has designed and executed hundreds of studies for private and public sector clients, including all levels of government. Most of their work involves research to support organizational strategic planning, evaluation, and communications for colleges and universities.

For your project, all components and phases will be under the control of SEM Works.

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Biographies Primary ConsultantsJim Black, Ph.D., President and CEO

Project Responsibilities: Lead consultant, SEM planning, branding, financial aid leveraging

The president and CEO of SEM Works, Dr. Jim Black, is the founder of the National Conference on Student Retention in Small Colleges and cofounder of the National Small College Admissions Conference and the National Small College Enrollment Conference. He formerly served as the director of AACRAO’s Strategic Enrollment Management Conference. Dr. Black has published a monograph titled, Navigating Change in the New Millennium: Strategies for Enrollment Leaders, and three books, The Strategic Enrollment Management Revolution, considered to be a groundbreaking publication for the enrollment management profession, Gen Xers Return to College, and Essentials of Enrollment Management: Cases in the Field.

Among his other published works are numerous articles and book chapters including a feature article in College & University, “Creating Customer Delight”; a chapter, “Creating a Student-Centered Culture,” for a book on best practices in student services published by SCUP and sponsored by IBM; a chapter on enrollment management in a Jossey-Bass book on student academic services; as well as a bimonthly feature in The Greentree Gazette.

Black was honored as the recipient of the 2005 AACRAO Distinguished Service Award. He has been interviewed by publications such as The Chronicle of Higher Education, Converge Magazine, The Enrollment Management Report, The Lawlor Review, and was interviewed for AACRAO’s Data Dispenser. Black also was featured in an international teleconference on enrollment management sponsored by The Center for the Freshman Year Experience at the University of South Carolina, and a PBS broadcast on “Blending High Tech and High Touch Student Services.” Since 1999, Jim Black has been an IBM Best Practices Partner, one of only twenty-three in the world. He was invited by The College Board to Heidelberg, Germany, to evaluate the APIEL Exam and most recently was invited to lead conferences on enrollment management and student services in the United Kingdom and the Netherlands.

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Dr. Black has served on the boards of several technology companies and has consulted with companies such as Microsoft, Blackboard, and the SAS Institute. Higher education clients have included two-year, four-year, public, and private institutions. Jim earned a B.A. in English education and an M.A. in higher education administration from the University of South Carolina, as well as a Ph.D. in higher education curriculum and teaching from The University of North Carolina at Greensboro.

Lynda Wallace-Hulecki, Vice-President of Strategy Project Responsibilities: Project management, SEM planning, Optional enrollment reporting performance review,

Lynda Wallace-Hulecki is a seasoned professional with over thirty years experience in higher education. She has an extensive track record of accomplishments in advancing a strategic approach to enrollment management, in facilitating an integrated approach to academic and enrollment planning, in managing change, and in developing systems for enrollment performance management, assessment, and accountability. Ms. Wallace-Hulecki has held a variety of leadership positions at both a research-intensive university and a four-year comprehensive college in Canada. For twenty-three years of her career, she served as the director of an institutional analysis and planning office─ a position for which she was awarded a distinguished administrator award.

Ms. Wallace-Hulecki has served on both provincial and federal committees related to inter-provincial student mobility and higher education accountability systems in Canada. She has been an active member of numerous professional organizations (e.g., AACRAO, ARUCC, NASPA, AIR, SCUP, EDUCAUSE) at which she has been both a presenter and a presentation reviewer. In 2000, she participated in Harvard’s Institute for Management and Leadership in Education (MLE).

Ms. Wallace-Hulecki holds a Bachelor of Science degree in the mathematical sciences from the University of Manitoba, and a Master of Educational Administration degree in higher education from the University of Nebraska-Lincoln. She is currently a doctoral candidate in Educational Leadership and Higher Education at the University of

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Nebraska-Lincoln. Her graduate research has focused on the evolving field of SEM, and on the application of learned concepts in leading change, in building organizational capacity for enrollment performance measurement, and in building shared responsibility for enrollment outcomes with the campus community through an integrated approach to academic and enrollment planning.

Professional Research StaffBryant L. Hutson, Ph.D., Director of Educational ResearchProject Responsibilities: Environmental Scan, Attrition Causation Study

Hutson was also research associate at the Center for Educational Research and Evaluation at UNCG, where he participated in large-scale program evaluation projects and played a key role in developing instruments used in K–12 and higher education settings. He served as the technology and research coordinator for The College Foundation of North Carolina Resource Center when it was first established, and has been a faculty member at The University of North Carolina at Greensboro, Greensboro College, Rockingham Community College, and Guilford Technical Community College.

Hutson holds a Ph.D. in Higher Education Administration with a concentration in educational research, measurement, and evaluation. His research focuses on the development and impact of first-year experience and retention programming on student success. He has been an active member of the National Academic Advising Association (NACADA), American Educational Research Association (AERA), and American Evaluation Association (AEA) and has made over thirty refereed presentations at national conferences. Collaborating with international colleagues, he has presented at international conferences and was an invited guest lecturer at Shanghai Normal

Dr. Bryant Hutson has over fifteen years of experience in higher education as faculty, administrator, and program evaluator. Before joining SEM Works, he served as Associate Director for Student Academic Services at The University of North Carolina at Greensboro (UNCG), where he coordinated first-year experience and retention programming and led assessment development and program evaluation efforts.

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University. His recent publications include The Appreciative Advising Revolution, a chapter for a NACADA research monograph, a chapter in Gen Xers Return to College, a section in the Academic Advising Handbook, and refereed articles in the Journal of Applied Research in Higher Education and the Journal of College Student Retention.

His current responsibilities as director of educational research include leading the research arm of SEM Works, overseeing research projects and providing project management and quality control. In addition to planning, coordinating, and conducting research on environmental scanning, market opportunity analysis, academic program review, and application and retention enrollment decision studies, he also is responsible for developing assessment and program evaluation plans and instruments to meet the clients’ research needs.

Mr. Oded VanHam, Director of Research, Academica Group Inc.Project Responsibilities: Coordination of research Oded has spent more than ten (10) years in consulting, market research and project management. His clients benefit from an expertise in data collection and analysis, gaining knowledge from data. He also brings personal knowledge of academia, having taught undergraduate business and worked as a Business Development Manager at the Chinese University of Hong Kong. Oded holds an MBA with a concentration in marketing from the Ivey School of Business, an MSc from the University of Western Ontario, and a BSc from the University of Waterloo. His combination of business and scientific background allows him to go beyond data analysis to understand the business drivers, their impact and significance, and to then make practical recommendations.

At Academica Group, Oded developed novel approaches to analyzing applicant trends based on geography that allow detailed recommendations regarding the allocation of recruitment resources. He played leading roles in the 2007 UAS™ reporting, 2008 and 2009 UCAS™ instrument design, Mount Royal College strategic positioning summit and Dalhousie University market research planning. He continues to look for new ways to view data for greater insight on behalf of our clients.Creative TeamDavid Beyer Senior Vice-President, Creative Director, Academica Group, Inc. Project Responsibilities: Management of creative for branding architecture through the web, and online style and usage guide

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David is a multi-talented creative services professional with 26 years of experience in all media, including print, web, and video. Formerly co-founder and creative director at two successful Toronto agencies, Group Multimedia Network and x2idea Corporation, David is a multiple award-winner for his design and illustration work, and is a leading creative force in Native American society.

David is an information design whiz and builds websites that make a real statement – serious, humorous or just WOW. David’s extensive portfolio includes branding, web interface design, and multimedia/web campaigns for a broad range of educational, Native American and non-profit organizations, including the Smithsonian’s American Indian magazine, Indian Country Today, and the Circle Program for the Department of Indian Affairs and the Ontario Institute for Studies in Education (OISE). He was also the creative lead on many highly successful campaigns for blue-chip clients like Cisco, Microsoft, IBM and Royal Bank of Canada.

David attended the Ontario College of Art & Design (OCAD) in Toronto, and has taught editorial layout and design at the program in Journalism for Native People, in the Graduate School of Journalism at the University of Western Ontario. David is a Cree from Fisher River, Manitoba.

Don MikushProject Responsibilities: Manage print style and usage guide, and branding through print pieces, advertising and various media

Don's responsibilities include management, account supervision, as well as directing strategy and creative development. After a brief stint as an engineer, Don discovered his true calling at the age of 27 and returned to school to study design. He has directed identity, interactive and collateral projects for corporations and non-profit organizations large and small including: Duke University; Wake Forest University; Wake Forest University Baptist Medical Center; Senior Services; Blue Ridge Parkway Foundation; National Committee for the New River in Jefferson; Ducks Unlimited in

Memphis, Tennessee; The Business School at University of Texas in Austin, Texas; Dillard University in New Orleans, Louisiana; Randolph Hospital in Asheboro; Virginia Wesleyan College in Norfolk, Virginia; and Bryn Mawr School in

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Baltimore, Maryland. When he is not practicing his fiddle with the Triad Scottish Fiddlers Club he may be found tending to his cabin in Ashe County. He holds a degree from the School of Engineering at Duke University, and he completed his graduate work at the College of Design at North Carolina State University.

Amanda King, Senior DesignerProject Responsibilities: Design print style and usage guide, print pieces, and advertising for media

Amanda is a senior designer responsible for the art direction and design of major print and interactive projects, although she easily could be talked into salsa dancing on a beach in Mexico. She has received multiple CASE awards, including both National Gold and Bronze, and her work has been recognized by PRINT, the ADDYs, AIGA, the Council on Foundations, the Healthcare Marketing Report, and Marketing Healthcare Today. Amanda was valedictorian in high school and went on to the College of Design at North Carolina State University, where she graduated early

and with honors.

Stephen Young, Creative WriterProject Responsibilities: Copy for print style and usage guide, print pieces, and advertising for media

Stephen Young writes. He writes what ever the moment calls for—letters to his grandmother, apologies to his wife, and silly songs for his son. He's written travel diaries from Paris, Venezuela, and the broken-down lane of the New Jersey Turnpike. As far as unpublished novels, yes, of course—and he forgives anyone inclined to hear this and groan. After graduating from UNC Chapel Hill, Stephen hauled lobster traps off the coast of Maine, tilled manure into North Carolina gardens, taught a high school English, and once nearly died (yes, really) in a disastrous experimental drug

study. He now feels fortunate to have less troublesome employment finding and arranging the right words for SEM Works projects.

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Financial ViabilityAs a Limited Liability Company, SEM Works does not have audited statements. Here is a sample bank statement.

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Consulting Model SEM Works’ approach to SEM planning is highly collaborative and participatory in order to create an understanding of SEM concepts and build buy-in to the SEM Plan. This enables us to develop customized solutions that become an integral part of your strategic plan. Our recommended solutions are grounded in research on effective practices for fostering campus-wide engagement in the SEM planning process, and our strategies are based upon best practices in marketing, branding, and research. However, our thinking around strategies is not limited to best practices. We collaborate with the University to identify one or more strategies that are “game changers”—catapulting EKU beyond your competitors. In our experience, this approach is necessary to create a sustainable competitive advantage.

Our recommendations are based on a combination of physical evidence provided by EKU along with secondary data sources, on-campus interviews, and direct observations of existing practices, and we will utilize a research method known as “triangulation” to validate findings. Any finding supported by all three research techniques are considered valid. A complementary method called “pattern matching” will validate findings that do not appear to be triangulated, but are reoccurring themes that emerge from one or more of these research techniques.

Project Management

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Your project manager, Lynda Wallace-Hulecki, will provide Eastern Kentucky University with a single point of contact service following the project management protocols depicted below. Lynda will be available on an as needed basis throughout the duration of the project.

ContractConfirm contract specifications and obtain signed contract from the client.

Project PlanDevelop a project plan with a timeline and milestones.

Project Management (PM) SystemLoad the project plan in SEM Works’ PM systemand grant the client access.

Best PracticesAs appropriate, provide the client with best practice examples, articles, links, etc.

Client ContactAs needed, contact the client to address project issues and seek feedback.

Client SignoffObtain client input, revise accordingly and obtain client sign-off on the project plan.

Progress ReportProvide the client with the first progress report outlining related deliverables and milestones.

Progress ReportFor the duration of the project, provide the client with weekly progress reports.

OngoingWeek 3Week 2Week 1

SEM Works Project Plan Protocol

SatisfactionAt the conclusion of the project, assess client satisfaction (survey), and request a quote.

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5.6. PROGRAM PLAN—SERVICES DEFINED

APPROACH TO SEM PLANNING

Effective SEM planning is rooted within the academic context and serves to operationalize the academic development goals of an institution. However, academic institutions tend to be highly decentralized. Colleges and schools often operate with considerable autonomy, and academic planning typically occurs at the college/school level.

Among the key determinants that define the success of an institution is its ability to deliver relevant programs of high quality, and to create the conditions for student success that meet the increasingly diverse needs of today’s students. There is a direct and inter-dependent relationship between the quality of academic programs and the stability of the enrollment environment. It is the combination of the quality and relevance of what is offered, how it is delivered, and of the student support systems both within and outside the classroom that will create a positive student learning experience and a reputational advantage for EKU.

Many institutions have adopted enrollment management strategies for student recruitment and retention at the institution level that relate to the administrative aspects of branding, marketing, and customer service. However, few have effectively aligned enrollment strategies with the academic priorities of individual colleges/schools and fostered shared responsibility for enrollment outcomes through the active engagement of the academic community in the process.

Our SEMWorks Planning services result in the development of an integrated SEM Plan and actionable strategies that may consist of the ten elements shown in the schematic diagram below, including: (1) executive summary, (2) introduction, (3) SWOT analysis, (4) environmental scan, (5) market position, (6) strategic opportunities, (7) models

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and related strategies, (8) antecedents for success, (9) deliverables, and (10) conclusion. A typical SEM report sample is shown in addendum number eight (8).

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SWOT Analysis ConclusionAntecedentsfor SuccessModelsStrategic

OpportunitiesMarket PositionEnvironmentalScanIntroductionExecutive

Summary

EnrollmentGoals

EnrollmentTrends

EnrollmentContext

InstitutionalBackground

TechnologyTrends

Social/ValueTrends

Political Trends

CompetitorAnalysis

Labor Trends

EconomicTrends

DemographicTrends

PositionRelative toCompetitors

Market Share

Market Size

Metrics

KeyPerformanceIndicators

Strategies

AcademicProgramInnovation

InstitutionalBranding

StudentDiversity

StudentSuccess

StrategicEnrollmentGrowth

Net Revenue

Strategic Enrollment Management Plan Elements

ExternalOpportunities &Threats

InternalStrengths &Weaknesses

Strategies

Strategies

Strategies

Strategies

Strategies

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APPROACH TO SEM PLANNING: GOAL SETTING

An essential component of the SEM planning process is the setting of enrollment goals. SEM Works’ Enrollment Targets Model illustrated below presents a comprehensive, data-driven approach to setting enrollment targets that incorporates available business intelligence, an analysis of institutional capacity, an understanding of external forces, and a clear articulation of institutional aspirations. SEM Works’ consultants work in partnership with you to determine which target student segments present the highest potential return on investment through the application of our five-step enrollment goal-setting process and weighted factors decision matrix.

AcademicProfile

DemographicTrends

EnrollmentTrend Data

Net Revenue Competitor Trends

Economic Trends

Enrollment Growth

Business and Industry

ExternalForces

ExternalForces

InstitutionalCapacity

InstitutionalCapacity

BusinessIntelligenceBusiness

IntelligenceInstitutional Aspirations

Institutional Aspirations

EnrollmentGoals

EducationalConsumers

Board of Trustees

EnrollmentProjections

FacultyLoad and

Availability

CourseDemand Analysis

In-Class, Online, Hybrid

Mix

Space Utilization

Community

StudentDiversity

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The process of establishing enrollment targets is often devoid of data analysis and is overly focused on institutional aspirations, or alternatively is overly reliant on historical trends and projections based upon the past. Moreover, most institutions have global goals that lack granularity and consequently, do not influence operational level strategies or decisions.

Enrollment Targets Model: A Systems Approach

BUSINESS INTELLIGENCE Analysis of available enrollment, primary research and secondary source dataINSTITUTIONAL CAPACITY Analysis of space, teaching, technology, and other related institutional capacity dataEXTERNAL FORCES Review of external pressures that influence enrollment direction from entities such as

government, business and industry, other educational providers, and educational consumers

INSTITUTIONAL ASPIRATIONS Interviews with internal stakeholders to determine aspirations related to enrollment dimensions such as credential mix, student diversity, and strategic enrollment growth opportunities

These enrollment targets serve as the parameters to guide SEM planning at EKU as well as the development and application of enrollment modeling systems. While the systems are an important element in enrollment performance management, equally as important is ensuring that the organizational capacity conditions are in place to achieve optimal benefit from their use. Our SEM planning approach is focused on identifying the organizational capacity conditions associated with adopting change, in fostering a culture of evidence, and in optimally deploying knowledge management solutions.

As an OPTIONAL component of our SEM planning approach, we will work with your operations units and Institutional Research Office to identify the enrollment performance analytics and a reporting system strategy that can best provide the actionable intelligence (the right information to the right people at the right time) you require in order to

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manage enrollment performance throughout the student lifecycle (e.g., prospect, current, and graduating student) by student segment.

Our SEMWorks Planning services foster campus-wide understanding of the environmental factors impacting enrollment, and engage EKU’s constituents at all levels in a highly collaborative and participatory approach to enrollment planning, strategy development, and implementation. We focus on identifying solutions to enrollment challenges associated with the academic priorities of the institution, accounting for the program uniqueness of individual colleges/schools and the capacity conditions of service units. Therefore, particular attention will be given to identifying program development directions resulting from the academic demand analyses as described below.

The Consulting Map below is a broad overview of SEMWorks’ Five Step Planning process services.

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DISCOVERY

Conduct SEM Auditsincluding marketing,

recruitment, retention,enrollment planning,

& financial aid

Eastern KentuckyUniversitySEMWorks PlanningConsulting Map

PLANNING

Identify strategicopportunities and

strategies linked toKPIs and metrics

IMPLEMENTATIONEnsure campus

engagement, effectiveexecution, andsustainability

ASSESSEvaluate the

effectiveness of earlyimplementation

SEM Audit(4 day site visit), followed

by Webinar report

Market Research &Environmental Scan

Planning retreat(one-day on-site)

SEM strategydevelopment sessions(3 two-day site visits)

Multi-Year Integrated SEMPlan development

SCOPE

Define the projectscope and timeline

Conference Call toestablish project

goals, scope, risks,and context

Situational Analysis

SEM implementationsessions, including Critical

Path Plan(2 two-day site visits)

Formative evaluation andprogress reportsQuarterly Visits:

2012-214

OPTIONAL Enrollmentperformance reporting

review and strategy

Financial Aid Audit(1 day site visit), followed

by Webinar report

Enrollment goal setting(three-day on-site)

Financial Aid LeveragingMatrix & Strategy(1day site visit)

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The charts that follow present a more detailed description of the SEMWorks Planning process components.

SEM Planning ProcessSCOPE

1. SCOPE OF WORKDEFINE ASSESSMENT AND RESEARCH SCOPE AND TIMELINE

CONFERENCE CALLA conference will be held with key stakeholders to establish the institutional context, scope, timelines, and goals for the assessment and research portion, as well as environmental constraints and/or risks.

DISCOVERY

2. DISCOVER STRATEGIC POINTS OF LEVERAGE (SITUATIONAL ANALYSIS)

SITUATIONAL ANALYSISIn preparation for the on-site SEM audit and financial aid services audit, SEM Works will conduct a review of existing information and materials supplied by EKU described below. There will also be a particular focus on processes, plans, and structures that will enable or impede recruitment and retention. This information will also be reviewed in preparation for the Marketing, Advertising and Promotions Audit in Brand Development phase.

Strategic Plans: Institution strategic plan (mission, vision, values, strategic development directions), Academic development plan and priorities Institution enrollment goals, plans and strategies Institution marketing goals, plans and strategies

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DISCOVERY

Recruitment plans Retention plans

Organization & Governance Structures: Organizational charts SEM Committee charter(s) and accountabilities Staffing for recruitment and retention

Environmental Analyses (conducted in past 5 years): Environmental scan (external and internal) Strategic research: e.g., campus climate studies, previously conducted market research (past 5

years) SWOT analyses (if available)

Marketing Trends and Information Resources Marketing impact assessment trend data (if available) Competitor information Publications including direct mail pieces, electronic communications (chat, blog, email, and

Facebook) Current communications plans for the SunGard Higher Education Enrollment Management

Suite, SunGard Higher Education Banner Solution, and Hobson CRM product Advertising and promotion plans Graphic identity system Admissions presentations Foundation materials

Enrollment Trends and Related Research: Application, admission, and enrollment trends and yields by key student segments

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DISCOVERY

DIS

Enrollment and student flow trends and analyses Student geo-demographic profile Retention data Student survey research: recruitment and applicant yield studies, student satisfaction surveys,

student engagement studies, completions/graduations studies

SEM AUDIT (4 DAY SITE- VISIT, TWO CONSULTANTS)Over a four-day site visit, Dr. Black and Ms. Wallace-Hulecki will facilitate a SEM audit via a series of meetings with a broad representation of campus constituents to identify the following:

Academic planning priorities, associated enrollment goals, and desired outcomes of the review Distinctive areas of academic excellence, internal strengths and weaknesses, and external

opportunities and threats impacting enrollment Opportunities to improve direct mail, electronic communications and the overall communication plan Strategic opportunities to improve interdepartmental and cross-functional coordination in academic

and enrollment planning, as well as the strategic dexterity of program planning, innovations, and renewal processes

Gaps in existing institutional plans relative to the core elements of a comprehensive SEM plan especially in the areas of recruitment and retention

Strategies for optimizing institutional resources to realize academic and enrollment goals (e.g., recruitment and retention)

Opportunities to optimize organizational capacity and use of institutional resources

We will examine the current structures, capacity, and capabilities within EKU to successfully execute SEM activities. We will identify areas of strategic enrollment opportunity and associated implications in relation to the institution’s current vision, strategic development directions and priorities, budget planning and business model, goals for net revenues, and organizational capacity and culture.

FOUR-DAY SEM AUDIT AGENDA (TWO CONSULTANTS, BLACK & WALLACE-HULECKI)

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COVERY

DISC

SEM Works will collaborate with the University on the final agenda. Unless stated otherwise, meetings will include both consultants.

Day 18:00 – 9:00 Meet with the President’s Executive Cabinet to clarify the scope and desired

outcomes/deliverables from the consulting process9:15– 10:15 Project sponsors to discuss goals, strategic plan, desired outcomes/deliverables of the

SEM Plan10:30 – 12:00 SEM Committee 12:15 – 1:15 Lunch with Director of Admissions 1:30 – 3:00 Marketing and Communications staff (Black), and faculty group 1 (Wallace-Hulecki)3:15 – 4:45 Recruitment staff (Black), and faculty group 2 (Wallace-Hulecki)5:00 – 6:30 Dinner with student focus group #1

 Day 28:30 – 10:30 Representative group of faculty and staff involved in student retention (Black), and faculty

group 3 (Wallace-Hulecki)10:30 – 12:30 Financial Aid staff (Black), and faculty group 4 (Wallace-Hulecki)12:30 – 1:30 Lunch with the financial planning and budgeting group1:30 – 3:30 Admissions staff (Black), and faculty group 5 (Wallace-Hulecki)3:30 – 5:30 Academic scheduling and those who manage space capacity 6:00 – 7:00 Dinner with student focus group #2

Day 38:30 – 10:30 Those involved in co-curricular services such as co-op education, career services,

internship placements (Black), and Continuing Education (Wallace-Hulecki)10:30 – 12:30 Registrar’s staff (Black), and Curriculum Development and Program Renewal personnel

(Wallace-Hulecki)12:30 – 1:30 Lunch with the Chief Enrollment Officer

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OVERY

DISCOV

1:30 – 3:30 International staff (Black), and those supporting curriculum planning and instructional development (Wallace-Hulecki)

3:30 – 5:30 Faculty and staff involved in campus life and residential programming (Black), and Registrar and Directors responsible for enrollment data collection and reporting (Wallace-Hulecki)

6:00 – 7:00 Dinner with student focus group #3

Day 48:30 – 10:30 Representative group of academic advisors10:30- 12:30 IT and those who support enrollment efforts12:30 –2:30 Institutional Research2:30 – 4:30 Observation in enrollment areas

OPTIONAL ENROLLMENT REPORTING REVIEW (1-DAY SITE VISIT, WALLACE-HULECKI)As a key component of our SEM planning approach, we will work with your operations units and Institutional Research Office to identify the enrollment performance analytics that can best provide the actionable intelligence (the right information to the right people at the right time) you require in order to manage enrollment performance throughout the student lifecycle (e.g., prospect, applicant, admit, current, and graduating student) by student segment.

WEBINAR REPORT FROM SEM AUDIT (Black & Wallace-Hulecki)A detailed and comprehensive Webinar report will be delivered via PowerPoint to the University’s leadership and invited guests approximately two weeks after the completion of the audit and data analysis. The report presents the audit findings and prioritizes recommendations for addressing enrollment opportunities and gaps.

Following from the four-day audit, a recommended research plan will be proposed to inform the subsequent stages of the SEM planning process. Possible elements of the research program may include:

o Enrollment Opportunity Analysis (University and College Prospect Study™)

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ERY

o Financial Factors Analysiso University and College Admissions Survey (UCAS™)o Admit/Declined Survey(ADS™)o Environmental Scano Program Demand/Competitor Analyseso Admitted Parent Survey™o Attrition Causation Study (OPTIONAL, BUT RECOMMENDED)

PLEASE REFER TO ADDENDUM FOR A DESCRIPTION OF THE VARIOUS RESEARCH COMPONENTS.

PLANNING

IDENTIFY STRATEGIC OPPORTUNITIES AND STRATEGIES LINKED TO KPI’S AND METRICS

PLANNING RETREAT (ONE-DAY VISIT, BLACK & WALLACE-HULECKI)SEM Works will facilitate a one-day planning retreat to initiate the enrollment planning process with the SEM leadership team and key campus constituents. The quantitative and qualitative data gleaned from the pre-audit assessment, research, audits (e.g., SEM, financial aid, marketing/communications) and enrollment reporting review inform the development of the agenda for this workshop-style retreat. The primary focus of the retreat is to confirm:

Enrollment goal parameters and principles High priority strategic opportunities (e.g., recruitment, retention, financial aid, branding, etc.) Priority target student segments Principles to guide enrollment decision-making Strategy development teams associated with each high priority strategic opportunity

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PLANNING

PLA

ENROLLMENT GOAL SETTING (1 TWO-DAY VISIT AND 1 ONE-DAY VISIT, BLACK & WALLACE-HULECKI) As previously described, SEM Works will review available business intelligence and capacity information to identify opportunities for strategic enrollment growth and related enrollment goals.

ACADEMIC PROGRAM DEMAND/COMPETITOR ANALYSISEKU seeks research support services to review the viability of offering 170+ academic programs in order to determine whether the University needs to refocus its academic offering to better match the needs of the market place. As part of the enrollment goals setting process, SEM Works will facilitate a review of the following research with representatives from EKU’s academic program areas in order to establish goals and strategic directions for academic program mix:

1. environmental scan including industry and occupational outlook, 2. analysis of prospective students’ areas of interests, which will be based upon an analysis of data

associated with students who submitted SAT scores to EKU via the College Board recent years (2-3 years),

3. testing of programs of interest in the Enrollment Opportunities Analysis,4. competitor analysis at select competitor schools such as Western Kentucky University, Northern

Kentucky University, Morehead State University, University of Louisville, University of Kentucky, Murray State, Georgetown College and the KCTCS system of community colleges. This study involves a comprehensive competitor analysis of EKU and its top five (5) competitors. Competitors will be identified based on application overlap. The competitor analysis will include a thorough review of the institutions’ Web sites (academic programs, extracurricular and co-curricular activities, pricing, marketing and admissions programs, etc.) existing research (image, marketing, pricing, academic programs, and market data, etc.), and available secondary data.

This approach will provide a triangulation of data sources that in combination will provide directional insights on areas of program opportunity and/or challenges.

As an OPTIONAL component, customized feasibility studies could be undertaken for a select few programs identified as the highest potential opportunity for EKU following from the above analysis.

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NNING

STRATEGY DEVELOPMENT SESSIONS (3 TWO-DAY VISITS, BLACK & WALLACE-HULECKI)SEM Works supports the SEM leadership team in developing the terms of reference and composition of the strategy teams. SEM Works facilitates 3 two-day sessions with the strategy teams to develop actionable strategies and tactics associated with high priority strategic opportunities stemming from the SEM planning retreat and established enrollment goals. As a core element of our recruiting, marketing, and retention planning approach, we will work with your operations units and Institutional Research Office in identifying strategies to create an enrollment reporting system that can best provide the actionable intelligence (the right information to the right people at the right time) you require in order to manage enrollment performance throughout the student lifecycle with particular attention to the admissions lifecycle stages (e.g., prospect, applicant, admit, registered) by student segment.

INTEGRATED SEM PLAN DEVELOPMENTIn collaboration with the EKU, SEM Works will write and submit an integrated strategic enrollment plan that brings together all elements of a comprehensive and integrated SEM Plan (refer to schematic diagram of the SEM Plan Elements above, as well as the SEM planning process description). In addition to other strategic opportunities, and per the requirements of the RFP, we will focus attention on the elements of recruitment, marketing/branding, retention, and financial aid. Described below are some additional details for these components.

IMPLEMEN

4. IMPLEMENTATIONENSURE CAMPUS ENGAGEMENT, EFFECTIVE EXECUTION, AND SUSTAINABILITY

STRATEGY IMPLEMENTATION SESSIONS (2 TWO-DAY VISITS, BLACK AND WALLACE-HULECKI)SEM Works will assist EKU in the initial implementation and formative evaluation of the SEM strategies and plan. This typically involves 2 two-day visits with the institution’s strategy implementation team(s), which include a cross-representation of front-line staff and faculty, as appropriate. Particular attention is given to:

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TATION

The development of an internal awareness and engagement campaign Change management An internal rollout plan and timelines including audience, communication, call to action, owner,

timeline, and effectiveness measures Accountability mechanisms for monitoring progress on both the strategic and tactical levels

Critical Path Implementation Plan- Throughout the implementation process, a detailed critical path plan will be developed for student recruitment, marketing and communications, retention, program development, among other areas identified as high impact strategic opportunities. The critical path plan will identify for each stage in the student lifecycle – from prospective student to current student and graduate, what strategies and tactics will be undertaken over the three-year implementation period. The plan will include actions, lead responsibilities, timelines, and performance metrics to assess potential return on investment (ROI). For example, at this stage a coordinated recruitment and communications plan will be developed for implementation with the SunGard’s Higher Education Enrollment Management suite, SunGard’s Higher Education Banner solution and Hobson’s CRM product. In addition, strategies will also be developed for enhancing student retention throughout the student lifecycle, and for leveraging the University’s academic program mix. The critical path plan will detail what is to be done, by when, key responsibilities for leading the initiative, performance metrics, and more.

ASSESS

FORMATIVE EVALUATION AND PROGRESS REPORTS

Following each strategy implementation session, SEM Works will provide a brief formative evaluation of the planning process and related deliverables, including recommendations for mid-course adjustments if warranted.

Extended Assistance with Implementation (June 2012–June 2014) SEM Works proposes quarterly site visits by one consultant from June 2012—June 2014 of the

implementation to review impacts/implications of the SEM Plan. Site visits will include meetings

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with strategy implementation teams, which include a cross-representation of front-line staff and faculty, as appropriate.

Leveraging Financial Aid and ScholarshipsThe Financial Aid and Scholarship Audit will be conducted immediately following (if feasible) the four-day SEM Planning Audit. SEM Works’ consultants will conduct an operations review of the financial assistance programs, services, policies, systems and practices, as well as work with representatives of the Financial Aid and Institutional Research offices to conduct analyses that identify:(1) The tipping point (or optimal aid) for accepted freshmen, transfers, and returning students; (2) The appropriate mix of scholarships as well as other institutional aid sources to align with the

demographic, academic, and socio-economic profile of target student segments; and(3) Institution budget required to achieve the institution’s recruitment and retention goals.

We offer strategy recommendations such as frontloading packaging strategies, promotion of scholarship opportunities, renewability criteria, retention-focused aid practices, and scholarship and discounting strategies for institutionally identified high priority target populations. The chart below presents a detailed description of our proposed approach to working with EKU.

FINANCIAL AID AUDITThe Financial Aid Audit process will involve the following:

SITUATIONAL ANALYSIS

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DISCOVERY

In preparation for the on-site visit, SEM Works conducts a high-level review of the government regulatory environment and local competitor context.

FINANCIAL AID OPERATIONS AUDIT (1-DAY SITE VISIT, BLACK)During a one-day site visit, operations and workflow are analyzed to identify opportunities to improve:

Financial aid and scholarships processing and timing Integration of scholarship offers with the student search and admissions process Customer service Data management Staffing (number, mix, organization, and skills) Communications strategies Packaging strategies

The following sample agenda depicts a typical review process. The final agenda will be developed in consultation with EKU.

8:30 – 10:00 Meeting with campus leadership to discuss desired outcomes for the project and enrollment goals

10:15 – 11:00 Institutional Research and IT to discuss additional data and reporting needs, as well as to review preliminary questions on data provided to the consultants

11:15 – 12:15 Admissions to discuss recruitment strategies related to scholarships12:30 – 1:45 Lunch with Institutional Advancement and Foundation staff to discuss scholarship criteria2:00 – 4:15 Financial Aid to review existing packaging strategies, processes, promotion, processes,

etc. 4:30 – 5:00 Wrap-up meeting with project sponsors

OFF-SITE DATA ANALYSIS We will work with representatives of the Financial Aid, Scholarship/Awards, and Institution Research offices

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DISCOVERY

to: ASSESS OPTIMAL AID – An assessment is conducted of the past three years of financial aid and

scholarship data as well as packaging objectives and related strategies and outcomes to determine optimal aid (the tipping point) for accepted target student segments. Using a three-year dataset provided by the EKU, SEM Works will determine the optimal use of existing funds and recommended areas where the investment of new dollars will yield higher net revenue.

Using a dataset provided by EKU, the following student identifiers will be analyzed to assess the effectiveness of existing financial aid and scholarship strategies: student name, application type (new freshman or transfer, graduate or undergraduate), admitted status, enrolled status, one-year retention status, state residence, nationality, ACT composite score, SAT scores, high school GPA, college GPA, computed HS GPA, tuition discount recipient, Expected Family Contribution, and financial aid offer and accepted amounts for Pell Grants, other federal grants, state grants, institution grants, athletic scholarships, performance grants, foundation grants, and loans. Yield data (offer to enroll) from the existing packaging model by scholarship and need-based institutional aid amount also will be analyzed. The analysis will inform recommendations regarding optimal use of existing funds as well as areas where the investment of new dollars will yield greater net revenue.

In addition to the requested financial aid data, the following enrollment trend data and scholarship information is needed to guide recommendations:

─ Application, admission, and enrollment trends and yields by key student segments (e.g., freshmen, transfers, in-state, out-of-state, international, etc.)

─ Retention and graduation data─ Student demographic profile─ Scholarship criteria and award amounts─ Institutional aid budget

WRITTEN REPORT (Black)A comprehensive and detailed report will be delivered to the institution’s leadership and invited guests

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DISCOVERY

within approximately two weeks after the completion of the audit and data analyses. The report provides a detailed description of:

Audit findings and recommendations Parameters for a leveraging model including merit and needs-based awards

PLANNING

PLANNINGDEVELOP LEVERAGING STRATEGY

Assuming historical data are available for enrolling as well as non-enrolling students, SEM Works provides a leveraging matrix that estimates ability to pay alongside willingness to pay using financial need and academic variables to predict the optimal amount and type of aid required to influence enrollment decisions. Informed by the audit of existing packaging strategies, the University’s enrollment goals, and the financial aid analysis, SEM Works will recommend improvements to aid delivery processes, implementation guidance for staff, and aid strategies to accomplish the institution’s new and returning student enrollment goals

In general, leveraging models work on two basic principles: (1) ability to pay and (2) willingness to pay. Institutional grants should be used to address the “tipping point” in relation to ability to pay while merit scholarships should be focused on the willingness to pay “tipping point.” Regarding the latter, the willingness to pay principle assumes that the higher the academic profile, the more postsecondary options an individual has—thus requiring higher financial awards the higher the academic profile to incentivize students to choose the institution. An ongoing analysis of yield rates for new students will allow the

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PLANNING

University to adjust award amounts up or down by cell to arrive at the “tipping point.”

The necessary requisite data points (SAT/ACT ranges, GPA ranges, and Expected Family Contribution) and anticipated yield from offers to acceptances will be included in the leveraging matrix. A simple Excel sheet will be provided for monitoring ongoing offers and acceptances by matrix cell, so the institution can track the impact of the leveraging matrix on enrollment and financial goals in order to make mid-course adjustments as deemed necessary.

DEVELOP AND SUBMIT LEVERAGING STRATEGYA brief report will describe the recommended usage of the leveraging matrix. The report will include strategy and monitoring recommendations as well as advice on adapting strategies as the results of the leveraging strategy unfold.

CONFERENCE CALLA conference call is held with the project sponsor(s) and key stakeholders to clarify questions stemming from the report, and to facilitate discussions regarding the prioritization of recommendations and associated implementation steps.

IMPLEMENTA

IMPLEMENTATION ENSURE CAMPUS ENGAGEMENT, EFFECTIVE EXECUTION, AND SUSTAINABILITY

STRATEGY IMPLEMENTATION SESSION (1-DAY, ONE CONSULTANT) SEM Works assists EKU in the initial implementation and formative evaluation of the strategies and plan. This typically involves a one-day visit with the institution’s strategy implementation team(s). Particular attention is given to identifying financial assistance performance analytics and a reporting methodology for ongoing tracking of yield to inform mid-course packaging strategy adjustments.

MATRIX MONITORING TOOL

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TION

A matrix monitoring tool is provided through a simple Excel sheet. The tool monitors yield by matrix cell, progress towards related enrollment goals, the University’s financial commitment, and net revenue generation. Using this tool, EKU will be empowered to make strategy and award amount adjustments during the course of an enrollment cycle – increasing the probability of achievement of enrollment and financial goals.

ASSESS

ASSESSFORMATIVE EVALUATION AND PROGRESS REPORTS

Following each strategy implementation session, SEM Works provides a brief formative evaluation of the planning process and related deliverables, including recommendations for mid-course adjustments if warranted.

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BRAND DEVELOPMENT

To be successful in an increasingly competitive, ever-changing higher education environment, EKU must consistently convey your unique identity in meeting the needs of target audiences and regions. If executed properly, your brand strategy will ensure that EKU is “top of mind” among potential students, employers, donors, and other key constituents.

A truly strategic approach to positioning EKU within today’s global and highly competitive higher education marketplace requires a solid foundation of reliable data and market research, as well as an integrated strategy that aligns the institution’s brand strategy with student recruitment marketing and communications. Our BrandWorks services will yield an integrated brand and marketing/communications strategy that will help leverage EKU’s competitive position.

Our brand development services include a combination of research, consultation, and planning for data-driven, best-practice-informed institutional positioning. The Consulting Map below presents an overview of our BrandWorks services. Steps 1 through 3 will result in a brand strategy. Steps 4 and 5 represent services associated with the facilitation of the initial stages of implementation and formative evaluation.

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2. DISCOVERY

Conductenvironmental

systems analysis todiscover brandpositioning and

strategic points ofleverage

Eastern Kentucky UniversityBrand DevelopmentConsulting Map

3. PLANNING

Develop & test thebrand platform

4. IMPLEMENTATION

Ensure campusengagement, effective

execution, andsustainability

5. ASSESS

Evaluate theeffectiveness of early

implementation

Marketing, Advertisingand Promotions Audit(Two-day site visit)

Webinar report

1. SCOPE

Define the projectscope and timeline

Conference Callto establish project

goals, scope, risks, andcontext

Situational Analysis

Strategyimplementation

sessions(Two-day site visit)

Formative evaluationand progress reports

during implementationand as warranted

during Quarterly sitevisits

Test the brand platformand related messages(Two-day site visit)

Develop integratedbrand strategy

(One-day site visit)

Internal awareness &engagement campaign

Optional consultingservices (creative, ROI)

Assess brandpositioning

(Two-day site visit)

Develop brandpositioning platform

Brand Guide (see details)

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The charts below present a more detailed description of the Brand Development process components.

Brand Development Consulting Process Details

SCOPE

1. BRAND SCOPE OF WORKDEFINE THE PROJECT SCOPE AND TIMELINE

CONFERENCE CALLA conference call will be held with key stakeholders to establish EKU’s context, scope, timelines, and goals for the brand strategy consultancy, as well as environmental constraints and/or risks.

DISCOVERY

2. BRAND DISCOVERYDISCOVER BRAND POSITIONING AND STRATEGIC POINTS OF LEVERAGE

(ENVIRONMENTAL SYSTEMS ANALYSIS)

SITUATIONAL ANALYSIS In preparation for the on-site visit, SEM Works conducts a review of the EKU’s strategic plans, enrollment and marketing trends information, competitor information, as well as institution supplied marketing and communications materials and web-based resources. Communications materials (print, web, electronic, etc.), web sites and related resources are examined for visual consistency, visual appeal, message relevance, message repetition, ease of navigation for web pages, and impact on target audiences. (Refer to the institution supplied reference materials requested for the SEM Audit.)

MARKETING, ADVERTISING & PROMOTIONS AUDIT (TWO-DAY SITE VISIT, BLACK)A two-day site visit is conducted to asses EKU’s marketing and communications strategies, infrastructure, staffing patterns, and financial resources. The process is designed to foster institution-wide understanding of the value of an integrated brand strategy and marketing plan. Elements of the approach include, but are

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DISCOVERY

not be limited to: Interviews with key constituents (faculty, staff, administration and others) to share their

perspectives on the marketing challenges and opportunities, and their involvement in the marketing, recruitment, and branding processes

Review of admissions operations to identify opportunities that will improve recruiting (inquiry generation, application processing, and conversion strategies, etc.), marketing, branding, and communications strategies (direct mail, social media, web marketing, media mix, resource allocation, etc.)

Analysis of existing practices and operational procedures such as inquiry, response and fulfillment for efficiency and effectiveness

Use of technology (e.g., SunGuard Higher Education Enrollment Management Suite/Solution and Hobson CRM)

Review of EKU’s marketing and communications efforts to identify opportunities that will improve awareness, image, and market position

Review of current brand guides, logo and associated elements of the EKU’s visual identity

MARKETING, ADVERTISING, AND PROMOTIONS AUDIT (TWO-DAY SITE VISIT, BLACK)The following sample agenda depicts a typical review process. The final agenda will be developed in consultation with EKU.

Day 1 8:30–9:30 President’s Cabinet9:45–10:45 Chief Marketing and Enrollment officers 11:00–12:00 Admissions Office support staff12:15–1:45 Lunch with the web team2:00–4:30 Recruitment staff 5:00–6:30 Dinner with student focus group

Day 2

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DISCOVERY

8:30–9:30 Institutional Research 9:45–10:45 International staff responsible for marketing and recruitment11:00–12:00 Representative academic department chairs group12:15–1:30 Lunch with academic deans 1:45–4:00 Marketing and Communications staff4:15-5:15 Continuing Education staff responsible for marketing and recruitmentWEBINAR REPORTA comprehensive and detailed Webinar report is delivered via PowerPoint to the University’s leadership and invited guests within approximately two weeks after the completion of the audit and data analyses. The report identifies operational strengths, gaps, and opportunities to incorporate best practice marketing, branding, and recruitment strategies and enhance coordination of these practices campus-wide. Recommendations for improvements in operations focus on:

Staff performance and capacity Marketing efficiency, and recruiting, admission, and communication effectiveness and ROI Programs, processes, policies, systems and structures that should be expanded, enhanced, morphed

or discontinued based on high-yield low-cost impact Use of data to inform marketing, branding and recruitment tactics and assess impact of strategies Communication flow and effectiveness Customer service

BRAND POSITIONING (TWO-DAY SITE VISIT, BLACK)

To identify EKU’s brand position, SEM Works will seek to collect internal and external constituent perspectives through a series of constituent interviews over a two-day period. At a minimum, constituent groups will include: prospective students (one group of high school students and one group of adult learners); current students; alumni; board members; faculty; staff; and administration. Each interview session will be 90 minutes in length.

Interviews with internal constituent groups will focus on: Shared values

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DISCOVERY

Perspectives on “the ideal” student experience Student expectations of EKU Other key constituent group expectations of the University Existing and potential institutional guarantees/promises

 Interviews with external constituent groups will consist of the following:

“Top of mind” perceptions of the University Constituent expectations Institutional promises that matter most Alignment of the University’s strengths with promises that matter Identification of gaps related to promises that matter

DeliverablesDevelopment of a brand platform. Elements of the new identity will include at a minimum:

A succinct statement of the brand More fully described rationale for the brand A list of brand attributes that will guarantee brand equity or a higher value when compared to

similar institutions A concise institution identity statement New themes and messages with graphic representation and usage recommendations for key

prospective student segments such as freshmen, transfers, and continuing education/adult students

Proof points that support the brand 3. BRAND PLANNING

BRAND PLATFORM TESTING AND DEVELOPMENT

BRAND TESTING (TWO-DAY VISIT, BLACK)SEM Works will conduct a two-day visit to test the proposed brand platform and brand creative. The process is highly participatory as we work in collaboration with the brand development team and engage key

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PLANNING

constituencies to assess and gain campus-wide support for the University’s brand direction and creative collateral. The brand portfolio will communicate what the institution stands for in the minds of its constituents, identifying where the brand is placed in the higher education marketplace and its relationship to competitive brands. Brand positioning will be determined by defining EKU’s unique brand benefits to key stakeholder groups.

Process Components Conduct testing of the premise of the brand personality/identity descriptions with a broad

representation of constituents to:─ Determine which concepts resonate strongest, differentiate best, represent the University to the

greatest extent, and is the most relevant to target audiences─ Ensure that the brand reflects the needs and requirements of the local workforce and is

consistent with EKU’s strategic direction─ Conduct seven (7) focus groups to test the premise of the brand including: three prospective

student groups (freshmen, transfers, and nontraditional/continuing education students); area employers (1); Foundation members (1); and representatives of faculty, staff, and administration (2)

SEM Works will facilitate a discussion regarding taglines, brand attributes, and overall visual identity to determine foundational elements of an integrated marketing/promotional plan that will effectively communicate the brand

Deliverables: An institutional logo (if desired, NOT INCLUDED IN PRICE) Application to multiple publication covers and spreads to three (3) different types of publications (3 examples of how main web site and first level sub-sites landing pages will look with brand

treatment). A marketing message that reflects the essence of the brand Secondary messages for each identified target audience

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PLANNING

BRAND GUIDE DEVELOPMENT

A. WEB BRANDING ARCHITECTURE AND ONLINE BRAND GUIDELINES MANUALThe web information architecture (IA), user interface (UI) concepts/treatments, and online brand manual will provide a cohesive look that will complement the new brand as presented in print and advertising. We will conduct the following activities to develop branding architecture through the University’s web presence.

Preliminary Information Architecture (IA) and User Interface (UI) Designs and Content Review new branding approach and develop preliminary IA and UI concepts   Determine/Finalize brand architecture application for home and second pages

Deliverables: Preliminary IA/UI concepts/treatments for overall site (3 examples of how main site and first level sub-

sites landing pages will look with brand treatment).

B. ONLINE BRAND GUIDELINES MANUALThis manual is essentially the final report and will provide documentation of the accepted approaches to brand usage on the EKU web site, including:

1.   Page Grids2.   Color Palette3.   Standard Page Types4.   Second Page Types5.   Header banner types

Deliverable: Online Brand Guidelines Manual, PDF

C. BRAND ARCHITECTURE FOR PRINT AND ADVERTISING

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PLANNING

PLANNIN

SEM Works will develop brand architecture to convey the essence of the new brand through print and media that will complement the look and feel of the University’s web presence.

Print Graphic Standards Guide—basic (option 1) Digital PDF, 10-12 pages; content includes logo use, color palette, typography system and publication

(cover and inside spread). Does not include logo redesign.

Print Graphic Standards Guide—comprehensive (option 2) Digital PDF, 20-22 pages; content includes logo use, color palette, typography system, publications (three

covers and inside spreads), website, advertising and stationery system. Does not include logo redesign.

Branding Architecture for Print Collateral Includes application to multiple publication covers and spreads to three (3) different types of publications

(e.g., 8.5” x 11” viewbook, 4” x 9” brochure, 6” x 9” search piece)

Brand Program for Advertising Includes design and layout of one primary ad with two resizes and minor content refinement.

INTEGRATED BRAND STRATEGY (ONE-DAY VISIT)An integrated, multichannel approach to brand strategy will be developed with multiple authors and through multiple mediums to impact degree students, continuing education students, and Foundation members. The integrated plan includes:

We recommend both pull and push strategies that are the most effective with the target audiences. Media and marketing mediums will be recommended for each target audience. Promotional strategies will be developed for each target audience. A marketing schedule with media and marketing selections will be presented in an easy-to-read

calendar. Factors considered in our media and marketing recommendations include:

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G ─ highly effective for your institution─ projected return on investment (ROI)─ low cost─ fit for EKU─ impact on target audiences, etc.

Internal brand rollout plan and strategies, including:─ Objectives─ Effectiveness measures─ Necessary antecedents for a successful implementation: funding, staff expertise, organizational

structure, and supporting technology─ An internal brand communication campaign methodology to create buy-in and compliance, etc.

IMPLEMEN

4. BRAND IMPLEMENTATION ENSURE CAMPUS ENGAGEMENT, EFFECTIVE EXECUTION, AND SUSTAINABILITY

STRATEGY IMPLEMENTATION SESSIONS (2-DAY SITE VISIT, BLACK)SEM Works assists in the initial implementation and formative evaluation of the strategies and plan. This will involve a two-day visit with the University’s strategy team(s). Particular attention will be given to the development of an internal awareness and engagement campaign, and accountability mechanisms for monitoring progress on both the strategic and tactical levels, and the development of performance indicators, metrics and reporting mechanisms that will provide actionable intelligence going forward.

INTERNAL AWARENESS AND ENGAGEMENT CAMPAIGN As part of the implementation process, a rollout campaign for the campus is developed with the intent of

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TATION

raising awareness and seeking buy-in. Campus brand evangelists will engage the campus community using the rollout campaign that includes a rationale for supporting branding efforts, a common message designed around the University’s promise to students, a branding presentation with relevant data, tips for guiding campus discussions, and a call-to-action with concrete examples of ways to support ongoing brand strategy efforts at the divisional, departmental, and individual levels.

OPTIONAL CONSULTING SERVICES CREATIVE MARKETING SERVICES - Our creative team can assist you in revitalizing your current web

presence and online tools, or in developing a customized microsite or an entirely new site. SEM Works also provides creative services for the development of marketing materials through its team of web designers, graphic artists, copywriters, and project managers.

ASSESS

5. BRAND ASSESSMENTFORMATIVE EVALUATION AND PROGRESS REPORTS

Following each strategy implementation session, SEM Works provides a brief formative evaluation of the planning process and related deliverables, including recommendations for mid-course adjustments, if warranted.

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MARKET RESEARCH AND OTHER ADDENDA

MARKET RESEARCH (OVER VIEW)

Our preliminary research schedule will be as follows.1. Late February 2011 and after the SEM Audit—develop a detailed and customized research plan for administration February/early March through September 20112. Spring 2011—conduct research including:

Enrollment Opportunity Analysis (Academica’s University and College Prospect Study™) Academica’s University and College Applicant StudyTM (UCASTM) with customized Financial Factors Analysis Academica’s Acceptance Declined SurveyTM (ADSTM) Academica’s Admitted Parent Survey™ SEM Works’ Environmental Scan

3. Fall 2011—SEM Works’ Attrition Causation Study (OPTIONAL, BUT RECOMMENDED)

To address EKU’s research needs, The Academica Group and SEM Works will partner to deliver the following:1. Enrollment Opportunity Analysis (Academica’s University and College Prospect Study™)

current recruitment markets new target markets demographic and academic characteristics decision factors program areas of interest, etc.

2. Academica’s University and College Applicant StudyTM (UCASTM), and Acceptance Declined SurveyTM (ADSTM)

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Customized Financial Factors Analysis —comparison of aid offers with competitors and impact on enrollment decisions

Admitted Parent Survey —institutional image (brand positioning, key decision factors, competitive advantages/disadvantages); communications messages and strategy development (align messages with image/position, impact of messages and methods, communication strategies, comparison of applicants and those from high-potential market areas, etc.

Results of the research studies will be triangulated with data collected through the environmental scan and existing enrollment data to inform strategy development.

ADDENDA #1: ATTRITION/CAUSATION STUDY (OPTIONAL, BUT RECOMMENDED)

SEM Works offers the option of an undergraduate attrition/causation survey. Our research at a number of institutions has shown that many factors play an important role in student persistence, and we know how to translate research into actionable retention strategies and tactics.

Study OverviewSEM Works will design and implement an online survey instrument to collect relevant data from current students and non-returning first and second term students to inform retention strategy development. The online survey format is selected for efficient, accurate, and relatively inexpensive data collection.

Objectives1. Explore student satisfaction with EKU’s current institutional services and academic offerings.2. Identify internal and external factors impacting student retention and graduation.3. Determine major causes for student attrition.

Sample SizeAppropriate survey sample size is dependent on the required accuracy of the survey results and availability of data.

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Since most institutions to take significant action based on the survey results, we recommend targeting an approximate margin of error of +/- 5–10% at a 95% confidence level.

Participants Attracting potential respondents to online surveys requires two key elements: incentives and communications. We would establish a scholarship and cash award incentive system that we have successfully implemented to generate survey responses for similar projects around the country. All winners will be chosen through a random selection of all respondents. The incentive program would consist of the following awards:

Institution’s current undergraduate students: $500 scholarship to the institution

Undergraduate students who left the institution in the last three years: $1,000 scholarship to a college or university of their choice

All current undergraduate students will be invited to participate in the survey. Based on discussions with EKU, specific sampling procedures will be used to ensure the validity of the sample for further analysis.

Survey Instrument DescriptionIn order to apply the survey results and design an undergraduate retention action plan, we recommend the following three major components to be included in the online survey:

1. Student Satisfaction Satisfaction with academic and student services—Respondents rate their overall satisfaction with each of

the academic and student services that they use compared with how important these services are to them. Satisfaction with academic offerings—Respondents rate their overall satisfaction with the University’s

academic offerings (e.g., faculty interaction, instructional delivery, course availability, academic programs, internships, core curriculum, etc.).

2. Factors Impacting Student Retention and Graduation

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Internal environmental factors—Respondents rate the importance of EKU’s internal environmental factors (e.g., social, extracurricular, and cultural factors; facilities and living arrangements, etc.) that impact their persistence at the University and timeline for graduation.

External environmental factors—Respondents identify external factors (e.g., work, family, finances, and personal reasons, etc.) that impact their persistence at EKU and timeline for graduation.

3. Causes for Attrition Intention to continue at/return to EKU—Current students will indicate the likelihood of completing their

studies at the University. Stop-out and drop-out students will be asked the likelihood they will return to EKU. Barriers to continued enrollment will be explored in depth.

Barriers/reasons for leaving—Current students will identify specific factors, if any, that may prevent them from completing their studies at EKU. Stop-out and drop-out students will identify specific reasons for leaving.

In addition to the three major components, demographic data also will be collected through the campus databases or participant responses. Specific demographic information may include participants’ admit type, class standing, program of study, in- or out-of-state status, gender, ethnicity, family income, and any other factors that may deserve special attention based on input from the campus.

SEM Works will program draft surveys in Survey Console, a leading online survey software. The draft survey will be available for review by EKU both online and in hard copy format. Changes regarding survey format, length, and specific item wording will be made based on the feedback and input from the campus.

Data Collection and AnalysisAll survey data will be collected online and stored in SEM Works’ server. A coding sheet will be created and data will be identified before any further analysis to protect participants’ confidentiality. Reliability and descriptive analysis will be conducted based on all responses and specific populations of interest (e.g., in- or out-of-state, underrepresented population, etc.). Further, survey responses from current students and students who left the University will be compared to provide additional information regarding factors impacting student retention and graduation at EKU. SEM Works recommends this indirect approach as a supplement to direct questioning in order to

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uncover issues that are “below the surface.” Finally, comparisons will be conducted against national benchmark data and data from peer and aspirant institutions to provide insights for retention plan goal-setting. The results of the analysis will be used to make specific recommendations to identify measurable goals for retention, especially for specific populations, and to facilitate the University’s design and prioritization of operational tasks in the undergraduate retention plan.

Report and PresentationA written report and PowerPoint presentation will be provided in both electronic and hardcopy formats. The reports will include an executive summary, detailed review of results, conclusions, and recommendations for the development of undergraduate retention plan at EKU.

ADDENDA #2: CUSTOMIZED PROGRAM FEASIBILITY STUDIES (OPTIONAL)

As a follow-up to the Academic Program Demand Analysis, and EKU’s request, SEM Works would conduct Customized Program Feasibility Studies of a select few programs that are projected to offer the greatest demand in the market place. SEM Works would collaborate with the University’s academic and administration leadership to identify program priorities to be tested. ADDENDA #3: ENVIRONMENTAL SCAN SEM Works will conduct a comprehensive environmental scan that will:

1. offer insights into strategic opportunities and challenges facing the University;2. provide a context for future planning and institutional decision-making;3. inform the development of marketing, recruitment, and SEM Plans and;4. reveal major trends that may impact enrollment by examining relevant global, national, regional, state,

and local data, with particular attention to Kentucky, Ohio, Indiana, Tennessee, Georgia, North Carolina, West Virginia

SEM WORKS ENVIRONMENTAL SCAN FRAMEWORK

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Our Environmental Scan identifies major trends and implications at several levels as shown in the following table.

Institution Interpretation

Strategic Enrollment

Management

Implementation and Development

Internal Analysis:Vision and Mission

SWOT Analysis

External Analysis:Scanning

Analysis

Monitoring

Events

Trends

Implications

Environmental Scan:Institution ContextTrends and Implications:

DemographicEconomicSocialTechnological

Institution Implications & Recommendations

Leads to

Guides

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CATEGORIES TRENDS IMPLICATIONS

DEMOGRAPHIC Population growth Population composition (gender, ethnicity,

age ,etc) Population mobility (including migration patterns)

Recruitment targets Enrollment planning

ECONOMIC Labor force Job market Industry focus Knowledge economy Funding sources for higher education

Program development Marketing strategies Financial aid

allocation

SOCIAL Social expectations Ideology shifts Policy and political changes Educational values and expectations

Recruitment strategies

Marketing strategies

TECHNOLOGICAL Emerging technology use Applications in higher education Issues and concerns

Program development Technology

infrastructure development

Recruitment planning

SWOTFrom an external scan of the environmental as well as the internal situational analysis and audit, we will provide a SWOT analysis that synthesizes trend information from these sources and enables the University to develop related strategies. Our SWOT analysis offers a high-level view of internal strengths and weaknesses, and external opportunities and threats. In addition to serving as an executive summary for the key stakeholders, our SWOT analysis provides a foundation for identifying strategic opportunities that may be prioritized to best support institutional enrollment objectives and processes.

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Environmental Scan Deliverables A written report including: introduction, methodology, global, national, state and regional trends (e.g.,

technology, demographics, economic, and social) and a summary discussion of opportunities and threats of relevance to EKU.

ADDENDA #4: ENROLLMENT OPPORTUNITY ANALYSIS (ACADEMICA’S UNIVERSITY AND COLLEGE PROSPECT STUDY™)

Prospective college student motivations, decision factors and communication styles are evolving faster than ever, so how do colleges and universities ensure that they are achieving the highest return on their recruiting & marketing spend and more importantly attracting the right applicants?

The University/College Prospect Study (UCPS) is designed to provide EKU with key, actionable, data you need from your prospect and inquiry pool regarding awareness, perception, competitors, decision factors, and more.

Specifically, the UCPS will: Determine the efficacy of EKU’s current recruitment markets by measuring the awareness, perceptions, and

positioning of EKU in relation top five competitors as identified by EKU Identify new target regions and geographic markets where EKU awareness, perceptions and positioning are

positive in relation to the top five competitors Profile the demographic and academic characteristics of the students in these high-potential markets Delineate the key decision factors driving university selection decisions Establish students’ program areas of interest, program delivery and format preferences, as well as

preferences for communication from colleges and universities

A $750 scholarship to the college/university of their choice will be used as an incentive to participate. The Prospect Survey™ will be sent to two target audiences as described below:

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High school prospects – the online survey invitation will be sent to names purchased from NRCCUA by EKU targeting the geographic markets of interest (i.e. Kentucky, Ohio, Indiana, Tennessee, Georgia, North Carolina, and West Virginia). Response Target: 150 per region, total N=1,050

Inquiries - the online survey invitation will be sent to all students who have inquired at EKU within the last 12 months. The response target will depend upon the size of the original list. Every effort will be made to acquire a response rate that provides results with an approximate margin of error of +/- 5% at a 95% confidence level. Response Target: total N=350 approximately

Deliverable: Data Report with bullet point summaries.

ADDENDA # 5: ACADEMICA’S FINANCIAL FACTORS ANALYSIS

SEM Works will establish an effective pricing structure that will help EKU achieve desired enrollment outcomes based on:

the pre-visit situational analysis on-site audit of financial aid and scholarship operations analysis of financial factors data assessment of the external recruitment environment using Academica’s University/College Applicant Survey™

(UCAS™).

The UCAS Applicant Study™ provides: a benchmark for trend, attitude, reputation, and influence data among higher education consumers prior to

enrollment insight into applicant demographics, motivations, decision-making processes, post-graduate intentions,

perceptions of the institution’s brand positioning and reputation, key competitor strengths and weaknesses, and the influence and appeal of recruitment marketing efforts

precise measurement on all key variables to help guide and fine-tune recruitment and enrollment management strategies

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The UCAS™ answers questions such as: Who applies to your institution, and who applies to your competitors? Of 50 key decision factors, which constitute perceived strengths and which perceived weaknesses of your

brand currently in the marketplace? How much use, influence, and appeal have your marketing materials had, and how do your competitors

compare? Which online resources (e.g., Facebook, MySpace, YouTube) are most used and how influential were they on

applicants researching universities and colleges? How do applicants position your institution in the competitive landscape?

Financial Factors ReportWe will provide a comprehensive financial factors analysis research that will provide reliable and quantifiable data that will inform the SEM Plan and the use of financial aid and scholarships to support EKU’s recruitment and retention goals.

The financial factors analysis is offered in conjunction with the UCASTM survey administered to admitted students. We propose two levels of analyses that can be subscribed to, separately, or in combination. Below we provide a brief overview.

Level 1: Customized UCAS™ Financial Factors ReportThe UCAS™ instrument examines EKU’s applicant perceptions and preferences concerning all relevant financial factors, ranging from scholarship awards through to perceptions of tuition, and other costs associated with your institution. With the University’s subscription to the UCAS™ study and the Financial Factors Report, Academica Group includes the development of 6–10 custom questions designed to explore your unique financial issues. The Financial Factors report includes in-depth analysis of all financial questions in order to more fully explain their impact on key applicant segments.

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Level 2: Consumer Panel Financial Model Testing and ReportStep 1—Building on the learning from Level 1 research report (above), we will work with the University’s SEM leaders and student awards team to develop customized financial offers designed specifically to appeal to high-value student segments (targets). The institution’s team develops a series of offers representing various combinations of service and key price points. For example, the target may be applicants to specific programs, with selected combination of grades and SAT scores. For this target group EKU then develops several service/value combinations of scholarship value, tuition, and/or residence choice combinations.

Step 2—Involves recruiting a consumer panel of target students to participate in the research. We have several approaches to panel design to consider. Typically we recruit applicants that participate in the UCAS™ study. This provides a very representative sample of students who have just gone through the thought process, providing a highly credible and knowledgeable panel of participants.

Step 3—Using our sophisticated proprietary survey software (SMS™), we will survey consumer panel participants to measure interest and perceived influence of predetermined financial models to various segments.

Step 4—Academica Group consultants provide detailed conjoint analysis and a recommendation concerning the relative effectiveness of the tested financial offers to each of the targeted segments.

Method: the UCASTM is an online survey sent to all students who have been admitted to EKU. Among other key grouping variables, all results and analyses will be segmented by type of student and region of residence. Target N= 400Incentive: Respondents are eligible to receive a $750 scholarship to the college/university of his/her choice

Deliverables Competitive Intelligence Report with bullet points

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Financial Factors Report including: Level 1-Customized UCAS™ Financial Factors Report, and Level 2-Consumer Panel Financial Model Testing

ADDENDA #6: ACADEMICA’S UCAS™ AND ADS™ 80 SURVEYS

SEM Works will collaborate with The Academica Group to conduct the UCAS (University/College Applicant Study™) Competitive Intelligence Report, and the ADS 80 (Acceptance Declined Survey™). This research and related reports also will enable EKU to develop research-based enrollment plans. These research tools are the most effective and affordable sources of information available on your prospective and admitted students.

In-depth understanding of applicant motivations – over 340 data points, allowing you to fine-tune your recruitment, marketing and communication strategies

Insight into student perceptions of your strategic enrollment efforts – What is working and what is not? Competitive intelligence – How do your prospects think of you in comparison to your competitors? Where are

you winning and where are you losing? Online Dashboard – results are delivered to you within hours of survey completion Cost efficient – actionable data to focus your resources and attain the highest ROI

UCAS™ – 2 Report LevelsCompetitive Intelligence Report Dashboard -Online on-time access to data from each major theme (Applicant Profile, Marketing Efforts, Key

Decision Factors, Reputation, and Brand Perceptions) Custom Reports -Custom reports prepared by Academica Group analysts, including your institution’s own

applicants compared to up to five (5) key competitor institutions. (May be subject to sample size limitations.)

Reports Include: Charts and tables Data analyzed and presented in formats not available online (push-pulls, mean scores, summary charts, etc.) Statistical analysis to determine significant differences

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Each of the four section reports provided in intervals: Applicant Profile, Marketing Efforts, Decision Factors, Reputation/Brand Perceptions

Basic Demographics Gender (supplied by institution) Age Region (derived from postal/zip code) Community size Immigration status (birth location/when moved to this country) Race Primary language

Socio-Economic Characteristics• Marital status• Disability• Current employment status, and last time employed• Household income

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Educational Profile• Grade point average last year of high school• Highest level of education mother and/or father achieved (used to derive 1st. generation applicant statistic)• Highest level of education of respondent

o Current schooling statuso Last time in schoolo Derive educational stage variable (direct entry, delayed entry, previous higher education experience)

• Ultimate degree intention

2. Marketing EffortsMeasures applicant use and influence of more than twenty (20) information sources on the decision-making process.

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Word of MouthFamily, friends, high school teachers, high school counselors

Web Number of institutional web sites visited, pages used most Most important web site information Relative influence, appeal of first choice institution’s web sites Educational web portals visited in researching institutions

Print Use, influence, and appeal of viewbooks, brochures, alumni magazine Number, appeal, and helpfulness of viewbooks Number and helpfulness of course calendars Parental involvement in reading viewbooks and calendars Where viewbooks/calendars obtained

Recruitment Use, influence, appeal, and number attended of high school presentations, information fairs, etc. Use, influence, and appeal of formal campus tour, informal campus visits, campus open houses Number of campuses visited before application Receipt and influence of contact by phone, email, and mail

Marketing Media Media seen, read or heard while researching institutions-including national newspapers, local newspapers,

magazines, outdoor, transit, radio, television, and more.

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3. Key Decision Factors

Decision-Making Process Reasons for applying to post secondary/higher education Decision-making process Shortlist applied to, first-choice institution

Subject Area Classification of program at first choice institution (also provided by institution in a form specific to the

institution)

Planned Living Arrangements Need to relocate to attend first choice, and required distance if so Planning living arrangement during post secondary education/higher education Planning to work while at post secondary education/higher education

Impact Factors Academic: high admissions average, academic reputation of institutions, academic reputation of program/major,

library collections/facilities, investments in latest technology, range of program offerings, quality of faculty, high-profile research, availability of an honors program/college institutional rankings/guidebook ratings

Financial: availability of need or merit-based scholarships, assistance applying for financial aid, tuition costs, cost of attending, part-time job opportunities or work-study options, campus is close to home, flexible course delivery (evenings, weekends, online, distance, etc.)

Outcome: easy to get accepted, ability to transfer credits, relevant industry in the area, co-op programs/internships, opportunities for student leadership, graduates get into professional and graduate schools, undergraduate research opportunities, international exchange options, national/professional accreditation

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Campus: clubs and social activities, successful teams/varsity athletics, convenient public transit, campus cafeteria/food services options, reputation for student experience, access to city/urban life, attractive campus, campus housing/residences, availability of off-campus housing, recreational sports/fitness facilities, large student population, history/tradition of school, attending the school of parent(s) attended, diversity of student population, availability of child care

Nurturing: friends attending, small class sizes, faculty-student interaction, religious considerations, small student population, safety on campus, safety off campus, small surrounding community, student evaluation of professors

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Decision Factors

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4. Reputation and Brand Perceptions Comparative ratings of institutional reputation for:

o Academic excellenceo Student life experienceo Innovationo Traditiono Teachingo Researcho Affordability

Top of the mind open-ended word association for client and key competitor institutions

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ADDENDUM # 6: UNDERSTANDING ADS™

The Acceptance Declined Survey (ADS™) examines the flip-side of enrollment—why some students shortlist EKU, may even visit your campus, yet decline your offer and pursue their education elsewhere.

Target N=400

Dashboard 80Understand your declined applicants in terms of:

Did they accept an alternative college/university or choose not to attend post secondary education at all?

Their level of interest in your institution when they applied Where they will be attending (Which of your top competitors?) Were they influenced to decline you because of their perceptions about:

o The quality and timing of your communication?o The quality of your print materials, web site, and recruitment activities?o Your campus?o Your reputation?o Your programs?o Your location?o Other financial aspects?

Did they visit institution’s campus and how satisfied were they with the experience? How does your scholarship strategy compare?

o Did you offer them a scholarship?o Did their institution of choice offer them a scholarship?o How large was each scholarship?

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How does the timing of your offer of admission compare to your competitors? Qualitatively:

o Why they were satisfied or dissatisfied with the way EKU communicated with them?o What one thing could EKU have done to change their mind?

Full report 80Full report 80 includes dashboard 80 plus several custom reports prepared by Academica Group plus index scale

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prioritizing all of the approximately 45 factors from most important in the decision to the least important overall and by up to five key variables.

Exploration of index scores by up to five key variables: Level of commitment Grad point average Area of Study Top competitors, etc.

Data Report and Strategic Research Summary ReportAcademica Group will provide a summary of the findings from the UCAS™ and ADS™ surveys. The summary will offer a high level view of key findings and related recommendations that will inform the strategy and development

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of EKU’s print and electronic communications plan, publications, collaterals, and media associated, etc.

ADDENDUM #7: ADMITTED PARENT SURVEY™

Research has shown that family and friends are the top influencers on a prospective student’s college choice. Academica Group has been successfully surveying key influencers for the past 14 years and has worked in conjunction with numerous institutions from across North America to develop a new survey of admitted students’ parents to give greater insight into this important population. The Admitted Parent Survey™ is the first syndicated study of its kind designed to help colleges and universities understand the involvement of their admitted student’s parents in the final college-selection process.  The survey will provide EKU with in-depth information on:

The profile of your parents: Who are they? Their consideration set:  Who are they considering as the right choice for their children? The decision making process:  How involved are they? How do they communicate? What are their reasons? Key decision factors:  What are the key decision factors and how do they impact the choice to apply? Marketing efforts:  How are your efforts received by parents and how influential are they? Perceptions of your brand and reputation:  What do they think of EKU? What do they think of your

competitors?

Method – an online survey sent to the parents of EKU’s admitted students. It is assumed that EKU has collected a sufficient number of email addresses for parents. A drawing for a $750 scholarship to the college/university of their child’s choice will be used as an incentive to participate. Response Target=400Deliverable: A data report with bullet points

The following are two examples of the many reports that SEM Works will customize for Eastern Kentucky University.

ADDENDUM #8: SEM REPORT SAMPLE TABLE OF CONTENTS (XYZ COLLEGE)

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PrefaceExecutive SummaryIntroductionSWOT AnalysisEnvironmental Scan (Abridged) Market PositionStrategic Opportunities and Models

1. Program Innovation and Development2. Student Recruitment and Marketing3. Student Transition and Retention (Student Success)4. Building Organizational Capacity for Performance Measurement and Assessment

DeliverablesAntecedents for SuccessConclusion

ADDENDUM # 9: CREATIVE SAMPLES (ON CD WITH ORIGINAL PROPOSAL)

ADDENDUM #10: ACKNOWLEDGEMENT FORM (UNBOUND WITH ORIGNAL PROPOSAL)

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5.7. REFERENCES AND PAST EXPERIENCE

Arkansas State UniversityRick Stripling, Vice ChancellorPO Box 189Jonesboro, Arkansas 72467ricks@astate.edu or 870/972-2048

Jim Black, president of SEM Works, facilitated the development of an enrollment management plan and branding strategy at Arkansas State University in Jonesboro, Arkansas. Dr. Black worked directly with a planning group at the University to identify objectives, a planning construct, a process, and timeline. An audit of existing enrollment management operations was preceded by a review of institutional trend data, competitor information, survey data, publications and web sites, strategic plans, enrollment plans, organizational charts, and related documents. The site visit included direct observations of operations, interviews with staff and those they serve, along with focus groups with students. Ongoing consulting assistance with planning and implementation led to a 214 student increase in the entering class.

E-mail campaign technology and strategy provided by SEM Works are already yielding significant results. ASU has had more visitors to campus this fall than ever before.

"There are a lot of consultants. We needed someone to understand our institution’s mission and purpose. Jim Black's knowledge of the enrollment process and higher education marketing greatly helped our institution focus on enrollment and marketing efforts that matter. We have seen an increase in our freshman class for the second straight year. Freshman enrollment has increased 27 percent for the past two years, and this year's class represents the largest freshman class that we have seen in eight years. Our spring to spring enrollment increase is the largest in at least fourteen

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years and the second highest spring semester enrollment in history. SEM Works and Jim Black delivered!" Rick Stripling, Vice Chancellor

Eastern Oregon State UniversityMichael Jaeger, Provost & Vice President for Academic AffairsOne University BoulevardLa Grandee, OR 97850541-962-3544 or mjaeger@eou.eduFax: 541-962-3113

SEM Works conducted a comprehensive four-day enrollment management audit including a review of existing institutional inquiry, application, and retention trend data, gender and racial data, market research, survey data, financial aid allocation strategies, organization charts, marketing budgets, competitor information, communications materials, collaterals, web sites, marketing, recruiting and retention plans. SEM Works consulted with EOU to establish an institutional promise that clearly differentiates the University from its competitors, serves as the foundation for marketing efforts, and provides a common and compelling focus for the delivery of programs and services. SEM Works also conducted internal and external focus groups to establish the University’s brand including a succinct promise statement, rationale for the promise, brand platform, service philosophy, and promise campaign. Work also included design and production of a university Viewbook."Eastern Oregon University was faced with declining enrollment, organizational challenges, and fiscal sustainability problems. Leadership recognized that we needed help to refocus our attentions in enrollment management and support structures that would facilitate a stable student population.  SEM Works answered our RFP and delivered a comprehensive plan to revitalize the University.  As a result of their work, Eastern restructured Academic and Student Affairs to create a new unit on campus called Enrollment Management. This new organizational structure has made it possible for us to marshal financial aid, admissions, and the goals of academic enrollment in one strategic unit.  After

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only three months in operation we already have seen an improvement in admission applications for fall of 2008 by double digit amounts, but also higher enrollment numbers for winter 2008 and spring 2008. Michael Jaeger, Provost & Vice President for Academic Affairs

Enrollment Success: Undergraduate enrollment has increased an average of 11.1% over the last two years since SEM

Works first consulted with EOU in 2008. Fall 2009 undergraduate enrollment has increased 17.4% compared to the year 2007. Spring 2010 Undergraduate enrollment has increased an average of 12.6% compared to spring 2007.

On-campus Enrollment“We are thrilled with the large increase in our resident population. I am convinced that the strong recruitment and outreach effort by the University, along with EOU’s commitment to providing access by keeping costs low, has raised our stature across the state and the region. The largest increase is in first-year freshmen, who make up the majority of the resident student population.”Director of Housing & Student Involvement

Horry-Georgetown Technical CollegeHarold HawleyVice President of Finance2050 Hwy. 501EConway, SC 29526843/349-5279 or harold.hawley@hgtc.edu

Horry-Georgetown Technical College (HGTC) enlisted SEM Works’ services to: assess current marketing strategies and tactics; establish the College’s brand identity; integrate messages across three campuses and across divisions; create brand strategies and messages that work for curriculum programs, continuing education programs, and the HGTC Foundation; and identify program growth and marketing opportunities; and recommend resource allocation to

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maximize return on investment. SEM Works’ response included the following four phases: phase I (exploration and research); phase II (brand positioning); phase III: (brand testing and development); and phase IV (marketing/promotional plan development). SEM Works conducted a two-day marketing, advertising, and promotion audit; presented an on-site executive summary of the audit; conducted an environmental scan; provided a written audit and environmental scan report; administered an image analysis of high school seniors, current students, second career/adult learners, and business leaders/HGTC Foundation members; facilitated the development of the College’s brand/identity; conducted sessions to establish brand positioning, and message testing and development of a detailed description of the significant elements of the new brand/identity. SEM Works submitted an integrated marketing/promotional plan that included brand development and marketing and promotional plan implementation strategies, major conclusions, findings, and prioritized recommendations.“Dr. Black and the SEM Works team brought innovation and vision, supported by research, to the HGTC marketing and branding initiative.  As a result of his work, the College is on a fundamentally different trajectory for growth.  SEM Works opened our eyes to the power of branding and focused our marketing efforts in a way never before realized.”Harold Hawley, Vice President of Finance

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5.8. FINANCIAL PROPOSAL

The charts provided below present an overview of SEM Works’ programs and services and associated price estimates. Prices exclude travel expenses and purchasing of student information from any required external sources. Starting date is assumed to be December, 2010, with SEM implementation December 2011, and quarterly implementation visits extended 2012–2014.

SEM PLANNING BUDGETProject Initiation and Project Management $ 15,000SEM Scope

Conference call to confirm project scope and timeline for assessment and research $0SEM Discovery

Pre-visit Situational Analysis $0 SEM Audit (4-days, two consultants) $30,000 SEM Webinar Report $ 1,000

SEM Planning SEM Planning Retreat (1-day visit, two consultants) $7,500 SEM Enrollment Goal Setting (1 two-day visit, plus 1-day visit, two consultants) $22,500 SEM Strategy Session I (3 two-day visit, two consultants) $45,000 SEM Plan $ 6,000

SEM Implementation SEM Implementation Session I (2 two-day visits, two consultants) $30,000

SEM Assess Three years of quarterly site visits by one consultant ($4,000 each plus expenses) during

implementation to review impacts/implications of the SEM Plan. Critical Path Implementation Plans will be developed throughout the implementation period.

$36,000

SEM PLANNING SUB-TOTAL $193,000FINANCIAL AID

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Financial Aid Audit (1-day, one consultant) Off-site Assessment of Optimal Aid Written Report and Related Recommendations Leveraging Matrix and Monitoring Tool Strategy Implementation (1-day, one consultant)

FINANCIAL AID SUB-TOTAL $27,500

BRAND DEVELOPMENT Brand Scope Conference call to confirm project scope and timeline for branding $0Brand Discovery

Marketing, Advertising and Promotions Audit: Off-site situational analysis, on-site strategy audit, and constituent and stakeholder interviews (3-days, one consultant)

$13,000

Brand Planning Brand positioning (2-day visit, one consultant) and development of brand platform $ 8,000 Brand Testing (2-day visit, one consultant) $ 8,000

Brand Guide DevelopmentBrand Architecture through the web $11,100

Online Brand Guidelines Manual $ 7,400 Print Style and Usage Guide (basic) $ 9,750 Brand Architecture for Print Collateral $ 6,750 Brand Program for Advertising $ 9,750 Brand Integrated Strategy (1-day visit, one consultant) $ 4,000

Brand Strategy Implementation Session (2-day visit, one consultant) $ 8,000Brand Assessment

Formative Evaluation- progress report after each strategy session, plus Critical Path Implementation Plan throughout implementation $36,000

BRAND DEVELOPMENT SUB-TOTAL $121,750

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MARKET RESEARCHEnvironmental Scan and Written Report $ 7,500Academic Program Demand/Competitor Analysis $20,000Enrollment Opportunity Analysis (Academica’s University and College Prospect Study™) $18,500UCAS (University/College Applicant Study™) Competitive Intelligence Report with Customized Financial Factors Analysis

o UCAS™ Competitive Intelligence Report with bullet point summarieso Financial Factors Report

Level 1-Customized UCAS™ Financial Factors Report Level 2-Consumer Panel Financial Model Testing

$15,500

$ 7,500$12,500

ADS 80 (Acceptance Declined Survey™) $13,250Admitted Parent Survey™ $10,750MARKET RESEARCH SUB-TOTAL $105,500

OPTIONAL RESEARCH Enrollment Reporting Review (OPTIONAL) (one-day, one consultant) $3,500, mid-JanuaryAttrition Causation Study (OPTIONAL, BUT RECOMMENDED)$20,000, fall, 2011Customized Program Feasibility Studies (OPTIONAL) Time and cost TBDGRAND TOTAL $447,750

5.9. OPTIONAL, SERVICES (RESEARCH)

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See descriptions in the Addendum: Attrition Causation Study, Customized Program Feasibility Studies, and Enrollment Reporting Review.

CONTACT INFORMATIONEastern Kentucky University’s key contacts at SEM Works are listed below. Dr. Jim Black will be your lead consultant and Pete Lindsey is your primary contact.

SEM WorksDr. Jim Black, President/CEO1175 Revolution Mill Drive, Studio 3Greensboro, NC 27405E-mail: jblack@semworks.netDirect: 336-324-8787Office: 336-844-4060Toll Free: 800-494-3710Fax: 888-626-2374www.semworks.net

Primary ContactPete Lindsey, Director of Business Development1175 Revolution Mill Drive, Studio 3Greensboro, NC 27405E-mail: plindsey@semworks.netDirect: 336-339-3571Office: 336-844-4060Toll Free: 800-494-3710Fax: 888-626-2374

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