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SEM Summit ‘09SEM Summit ‘09SEM Summit ‘09SEM Summit ‘09
Framing Our Discussions:Partnering to Harmonize Enrolment Management
Susan Gottheil, Mount Royal CollegeClayton Smith, University of Windsor
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TopicsTopics WelcomeWelcome
IntroductionsIntroductions
Setting the toneSetting the tone
A bit about SEMA bit about SEM
Importance of partneringImportance of partnering
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Setting the Tone Our unique discussion style
• The discussion leader will take 10-20 minutes or so to frame the issue
• This will be followed by a facilitated discussion of the topic
Notes will be taken, with a summary placed to our web site (www.uwindsor.ca/sem) at the conclusion of the Summit
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Setting the Tone (Cont’d) A written compilation of our thoughts will
be developed, which will create a jumping off place for further Canadian SEM discussions
Lots of great discussion, opportunities for networking: The SEM Summit Way!
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Definition of SEM
Strategic enrollment management (SEM) is a concept and process that enables the fulfillment of institutional mission and students’ educational goals.
-Bontrager, 2009
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The Purposes of SEM are Achieved by…
Establishing clear goals for the number and types of students needed to fulfill the institutional mission
Promoting students’ academic success by improving access, transition, persistence, and graduation
Promoting institutional success by enabling effective strategic and financial planning
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The Purposes of SEM are Achieved by… Creating a data-rich environment to inform
decisions and evaluate strategies
Improving process, organizational and financial efficiency and outcomes
Strengthening communications and marketing with internal and external stakeholders
Increasing collaboration among departments across the campus to support the enrolment program
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The Concept of Optimum The Concept of Optimum EnrolmentEnrolment
Physical Capacity
Undergrad/Grad
International
Program Capacity
Special Skills
AcademicProfiles
Majors
Ethnicity
InstitutionalMission
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Institutional Mission &Institutional Mission &Enrolment Goals Are Determined By:Enrolment Goals Are Determined By:
Programs Programs offeredoffered
Historical Historical status status
NicheNicheWeaknessesWeaknesses
StrengthsStrengths
Range of Range of influenceinfluence
Aspirational Aspirational statusstatus
Current Current competitive competitive
statusstatus
…with consideration to institutional differentiation!
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Traditional Enrollment Perspective
Recruitment/ Marketing
Admission
OrientationCo-curricular
Support
Academic Support
RetentionFinancial Support
Classroom Experience
The Student Success Continuum
Student’s College CareerAttain
Degree/Goal
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The SEM Perspective
Recruitment/ Marketing
Admission
OrientationCo-curricular
Support
Academic Support
RetentionFinancial Support
Classroom Experience
The Student Success Continuum
Student’s College Career AttainDegree/Goal
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Starting point for long term
success
SEM Planning Model
Typical starting point
MeetingGoals
Tactics
Strategies
DATA
Clear Mission and Goals
Enrollment InfrastructureStructure, Staffing, Skills, Systems,
Service
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The Enrolment Funnel is Different for Different StudentsStudent Type:•New Immigrants•International Students•First Generation Students•Rural Students•Francophone Students•Students with Disabilities•Dislocated Workers•Sole Support Mothers•Low-income Students•Minority Students•High-Achieving Students
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A Few Ways to Look at SEM
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Gov’t Grants& ExternalFunding
“Capacity Development Loop” “Delivery Loop”
Demand forPrograms &
Courses
+
+
StudentRetention +
Programs & Courses
Completed
+
-
ReasonsFor Not
Continuing+
+
Students Graduated, Transferred, Hired
++Gov’t Approval For
Credit Programs
=
Programs & Courses Offered
+
=
+Tuition &
Other Sources Of Revenue
+
+
CoursesEnrolled
Student Attrition
+=
Programs & Courses Developed &
Approved
+
+
+
=
CoursesTaught
+ or -
-Seto, 2008
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Enrolment Management System
InstitutionalGoals
Environmental Factors
StudentCharacteristics
Institutional Objectives
InstitutionalStrategies
Desired Outcomes
Enduring Effect
Enduring Behaviour
Member ofunderservedstudent group
Beliefs & values
Academic preparation
Motivation to learn
Educationalaspirations
Self-discipline
Adaptability
Interpersonal skills
Peer involvement
Ability to pay
Study habits
Family & peerSupport
Studentenrolmentbehaviour
Demographictrends
Competition
PublicAccountability(loan default rate,graduation,Accessibility,retention)
Studentgeographic draw
EconomicTrends
Off-campusemploymentavailability
Federal &provincial polices
QuantitativeGoals
QualitativeGoals
Diversity Goals
PersistenceGoals
CapacityGoals
Net RevenueGoals
Student headcount
Admission averageTransfer GPA
Visible minorities,Aboriginal, international
Retention rates,StudentSatisfaction,graduation rates
Classroom capacity,adequate sections,Class size
Financial aid discount rate,internationalenrolment
•Marketing•Recruitment•Admission•Financial aid/pricing•Orientation•Residence•Athletics•First Year•Experience•Advising•Supplemental instruction•Service learning•Learning communities•Academic support•Peer support•Teaching & learning approaches•Student engagement•SEM organization•Data mining
Awareness
Interest
Commitment
Enrolment
Persistence
Satisfaction
Education
Relationship
InstitutionalLoyalty
Institutional Image
Adapted from: Kuh et al , 2007; Black, 2003
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Major SEM Components
Accessibility
Accountability
Admission Policies
Financial Aid
Geographic Draw
Enrolment Marketing
Organization
Planning
Recruitment
Retention
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SEM Started in the U.S. Started in the late 1970’s at Boston College
• As a result of declining traditional student enrolments
Early focus on attracting new students (e.g., returning adults, women, minorities, low-income)
Expanded to all types of PSE institutions (e.g., public, private, 2-year, 4-year, grad)
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SEM Started in the U.S. (Cont’d) Grew to include student success
• First-Year Experience programs
• Increased levels of student engagement
Increasing emphasis on connecting with institutional financial management
Now the concern of the senior leadership team – presidents, provost, deans
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Emergence of SEM in Canada
Slower emergence of SEM in Canada
Driven by funding cuts, lack of revenue, heavier reliance on tuition, changing demographics
Many Canadian institutions have now adopted SEM in name, practice or both
• We’re attending webinars, workshops & conferences
• Some of us are working with consultants
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What SEM factors are most associated with institutions successfully reaching their enrolment goals?
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Methodology Mail survey sent to enrolment managers at 500 two- and four-year
(public and private) undergraduate institutions, with the following response rates:
• 4-year public: 53%
• 4-year private: 53%
• 2-year public: 55%
• 2-year private: 49%
Multiple regression techniques were used to determine the relationship between the 12 individual enrolment management factors (identified by Dolence) and enrolment manager perceptions of enrolment performance (recruitment/retention)
An analysis was conducted for each of the 4 institutional stratifications
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Variable Change in R Squared
Significant at the 0.05 level
Assessment 0.011 *
Comprehensiveness 0.003
Definitions/Classifications 0.029
Documentation 0.000
Evaluation 0.004 *
Key Performance Indicators 0.019
Leadership 0.007
Participation & Integration 0.417 *
Resources 0.009
Strategies 0.093 *
Systems 0.003
Timing 0.058 * 29
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Four-Year Public Institutions
SEM Summit ‘09SEM Summit ‘09SEM Summit ‘09SEM Summit ‘09
Variable Change in R Squared
Significant at the 0.05 level
Assessment 0.064
Comprehensiveness 0.011
Definitions/Classifications 0.004 *
Documentation 0.006
Evaluation 0.013
Key Performance Indicators 0.029 *
Leadership 0.005
Participation & Integration 0.312 *
Resources 0.061
Strategies 0.025
Systems 0.115 *
Timing 0.04931
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Two-Year Public Institutions
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Participation & integration is the most important factor at both 4-year and 2-year public institutions in sustaining long-term SEM success.
-Smith, 1997
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What is Participation & Integration?
Participation of senior administration, academic governance, academic administration, faculty and the persons responsible for strategy and tactic implementation
In short, both vertical and horizontal involvement in SEM
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Some Collaboration is Common
High levels of collaboration generally exist between academic and student affairs activities related to counselling, first-year experience programs, orientation and recruitment
-Kezaar, Hirsh & Burak (2002)
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However…
Many institutions mistake a series of joint events for true collaboration
To truly be competitive and to meet the rigors of accountability, institutions must go beyond activities and embrace
collaborative dialogue
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It is time for academic and student affairs professionals alike to realize that it is only through the breaking down of current barriers—real and perceived—that institutions will achieve the outcomes they seek. Through strategic collaboration, both segments…can develop and implement programs and processes that add value and benefit students
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-Newton & Smith, 2009
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Collaborative Dialogue Requires Partnerships with…
Senior Management
Deans, Associate Deans, Dept Heads
Student Affairs
Institutional Research/Analysis
Finance/Budget
Marketing/PR/Communication
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“What is needed is an adjustment in the lens with which enrollment professionals view (S)EM as a quintessentially academic enterprise.”
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-Henderson, 2005
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Guiding Principles – SEM Ethos A shared responsibility
Integrated institutional planning
A focus on service
Accountability
Research & evaluation
For the long haul
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