GACRAO Institute for Strategic Enrollment Management October 2006 ...

• 1. GACRAO Institute for Strategic Enrollment ManagementOctober 2006 Lanier Island
  • Welcome

• To

• GISEM

2. GACRAO Institute for Strategic Enrollment ManagementOctober 2006 Lanier Island

• Introduction to Strategic Enrollment Management

• Part I:

• SEM Pathways for Career Professional Development

• Presented by:

• Joe F. Head, Dean of University Admissions and Enrollment Services

• Kennesaw State

3. Concentric Functions 4. Rising in the Profession

• Developing Professional Enrollment Officers

• Direct your career to

• the next level

• Make your campus a

• Stakeholder in your career

5. Recognizing Mile Stones

• Rookies First year professionals

• Entry level counselors, evaluators & recruiters

• Transients Gone within 5 years

• Temporaries filter out in a few years, rarely rise or contribute

• Stalled /Plateau Hit career ceiling

• Office Baggage, marking time orceiling impaired, content

• Rising Stars 5+years, Contributions

• Trusted young professionals; consistent, productive partners

• Veterans10 -30+ years, Asst/Assoc/Directors

• Vested, advanced degree, chaired committees, specialty,; legendary service, rise to deans, VP levels, association offices, consult /teach.

• Deans, V. P. s, Chief Executive Enrollment Officers

• Enrollment planners, enrollment management outcomes

6. Enrollment Management Awareness

• FundamentalRoles

• Recruitment Road Runners

• Student Marketing

• Admissions/Processing

• Records/Registration

• Financial Aid

• Technology

• Orientation/Testing

• Student Advisement

• Retention

7. Find Your Niche

• Recognize Territories of Expertise

• Student Marketing

• Degree Program Certification

• Enrollment Development

• Personnel Management

• Enrollment Management Technology (EMT)

• Data Systems, Processing & Work Flow

• Counseling - Customer Service

• Records Preservation & Retrieval

• Big Picture Developer/Visionary

• Enrollment Forecasting

8. Distinguished In-Service Veterans Debra Smith, Katherine Sweeney, Tim Tarpley, Judy Nichols, Dee Minter, Carol Nobles, John McElveen, Don Buckner, Mike Deal,Rick Shannon, Mark Taylor, Fred Fresh, David Norris, Susan Blake and others. Angela Harris Susan Blake, Gini Head, Mark Taylor Walter Peacock Julie Cook Bill Hamrick Kim West 9. Distinguished Veterans 10. Rising Stars Angela Evans IngridHayes Mike Augustine,Leigh Ann Swafford,Jennifer Collins, Ana Edwards, Michelle McIntyre,Gary Bush,Susan Davies, Karen Carter,Patty Peabody, David Graves,Erik Johnson, Rebecca Griner, Sandy Davis, Nichole Kennedy, Paul Jones, Tara Askew and others. 11. Rising Stars to Super Stars 12. Increase Your Stock Value ---- Cross Train ----

• INS Regulations Expert

• Home School Expert

• SIS/Imaging Practitioner (Banner, Datatel, Jennizbar, etc)

• SIS Data Software Extraction Expert

• Office Web Master Expert

• Cross Train in a Second Area (FA, Admis, Evaluations)

• Manage a Program (Open house, Orientation, High Ability Students, Telecounseling)

• Dont plan on a 9:00 to 5:00 schedule

• Lead by doing. Set examples with servant leadership

• Learn: Excel, Access, Power Point, Crystal, etc.

• Learn to Generate Useful Data

• Become Information-power broker

13. Encourage Specialties

• SIS (Banner) Administrator

• Home School

• Joint Enrollment

• Recruitment Territories

• Adult Learners

• Telecenter/Telecounseling

• Graduate Admission

• Advertising

• Direct Mail, Email

• Honors, High Ability

• Enrollment Verification

• Cross Registration

Give Ownership To Staff

• Minorities

• Application Reports

• Internationals

• Prospect Management

• Office Web Master

• Research/Census Demography

• Transfers, Freshmen, Readmits

• Marketing Plan

• Graduation

• Scheduling

• Credit Evaluation

• Storage/Archiving

14. Make Yourself/OthersLook Good

• Share credit with others in your office

• Look for opportunities to showcase office breakthroughs: functions, technology, systems and people

• Publicly acknowledge what your boss has done to make things happen foryou, the office and the campus (Reflect ??)

• Cultivate the office mission and associated projects/themes

• (Volunteer, Research, Assume Responsibility, Check-in, Take Initiative, Gain Recognition)

15. Key Professional Activities/Organizations

• GACRAO, SACRAO, AACRAO, SACAC, NACAC, SEM, Snow Mass Institute, Noel-Levitz, College Board, Stamats

• Write or Co-author Articles

• Earn or Encourage advanced degrees

• Present at conferences (Solo or Co-present)

• Nominate others for recognitions/awards

• Gain certifications (Teacher, Technical, Counselor, Testing,)

16. Network - Network - Network

• Attend off-campus meetings, mingle

• Boundary monitoring/visits to other offices/campuses

• Collaborate with a leader (Veteran or Office)

• Volunteer for state, regional or national committees

• BOR initiatives, committee involvement, projects

• Project team spirit/collegial fellowship in the field

• Invite others to join your table, break or party

17. Build/Protect Your Reputation

• Associate with Leaders and Producers

• Deliver, Deliver on time or Early

• Share the Glory

• Lead by Doing, Delegate, Coach

• Dress for the Role

• Be Accountable/Do Your Homework

• Cite sources, Authorities, Colleagues

• Adopt a Coaching Leadership Style

• Become active in the industry network

18. Career Mobility

• Be willing to move, but not often

• Be alert to move within your campus

• Be alert to understudy within your office

• Be alert to accept role changes (Technology, Policies, Supervisors, Budget)

• Birds of a Feather (Soar With Eagles or Roost With Chickens)

19. Chart Your Directions

• Develop Career Plan & Awareness of:

• Seek Milestones, Mobility & Mentors

• Study Management Styles & Specialties

• Develop Networks (Campus & Professional)

• Seek Research, Publication and Presentation Opportunities

20. Introduction to Strategic Enrollment Management Part II: Essentials of SEM 21. Professional Discipline

• Historically There Has Been

• No

• Admissions-ology

• Or

• Registrar-ology

22. Common Ground

• Admissions Officer

• Registrar/Records Officer

• Enrollment Officer

23. Concentric Functions 24. Classic EM Definition

• EM is an organizational concept and systematic set of activities designed to enable educational institutions to exert more influence over student enrollment.

• Strategic Planning

• Outcomes/Assessment

• Hossler, Don and John Bean.The Strategic Management of College Enrollments , Jossey Bass, 1990.

25. Strategic Enrollment Management

• SEM is a comprehensive process designed to help

• an institution achieve and maintain the optimum

• recruitment, retention and graduation rates of students . . . .

• Dolence, Michael.,Strategic Enrollment Management: A Primer for Campus Administrators , AACRAO, 1993.

26. SEM Plan

• A SEM Plan is . . .

• . . . a set ofblueprintsto illustrate the processes designed to achieve institutional objectives or goals.

• . . . an instrument of public relations to booster theprofessional credibilityof enrollment management.

• . . . Participation in the institutionalimage &branding .

27. Components of SEM Plan

• Theory

• Institutional Context

• Research Demographics

• (Supportive of desired enrollment outcomes)

• Traditional Programs/Processes

• Hi-Tech 24/7 Interactive Tools

• Upward Management

28. SEM Plan Component: Theory

• Structure

• Theory provides a conceptual framework that serves to guide programs and activities

• Relationships

• SEM is a companionship with academic stakeholders

29. SEM Evolvement

• Student Recruitment-Independent outreach activities ( direct mail, field visits, advertising, etc = active/reactive in nature)

• Admissions/Recruitment-Combined front end new student recruitment, processing and decision functions

• Student Marketing-Themed and researched orchestrationof recruitment activities (scheduled master plan )

• Admissions/Registration PartneredFunctions

• Enrollment Services -Centralizedadministrative entry functions (Admissions, recruitment, registration, FA, orientation, etc)

• Enrollment Management- Partnershipbetween centralized ES with a dedicated VP and academic services (deans or VP)

30. SEM Evolvement

• How to Recruit a Graduate!

• Strategic Enrollment Management

• is a comprehensive Institutionalpartnership betweenAcademics

• and Enrollment Services to optimize total enrollment in terms of recruitment, retention and graduation outcomes.

• Student Marketing Plan

• is acalendar driven plan ,within SEM, to attract, recruit and enroll desirable numbers of qualified new students by using a pre-determined set of outreach activities to influence the prospects decision process.

31. SEM Models

• Individual Voice/ Vision

• Coordinator/ Title Only

• EM Committee/ Matrix

• Centralization of ES Dean

• Divisional Unit/ VP Level

• Central Voice with Authority & Faculty Cooperation

32. Recruitment Funnel Sequence

• SUSPECTS:

• Individuals seeking education,

• but not indicating a specific interest.

• PROSPECTS:

• Individuals fitting institutions profile

• INQUIRIES:

• Individuals, qualified and unqualified,

• who express interest

• APPLICANTS:

• Individuals petitioning for entry

• ACCEPTED APPLICANTS:

• Applicants

• meeting/exceedingrequirements

• Committed Applicants:

• Accepted Individuals

• making housing/enrollment deposit

• registration/course selection/advisement

• ENROLLED STUDENTS:

• Matriculated individuals

• paying fees!

• Alumni:

33. Recruitment Funnel Sequence

• TRADITIONAL DRIVERS:

• High School Visits

• College Fairs

• Publications

• Media

• Direct Mail/ Campaigns

• Front Desk Assistance/ PR

• Efficient Processing

• Technology

34. Recruitment Funnel Sequence HIGH-TECH ELECTRONIC DRIVERS:

• Interactive Web Pages

• Telecounseling Operations

• H S Guidance Counselors Service Center

• Broadcast Email Campaigns

• Virtual Advisor/ Freshman Admissions Predictor

• 24/7 Automated Phone Operations

35. Transitional Support Admissions - - - - Registration

• Seamless Handoff Partnerships

• Timely Admissions

• Accessible Registration (www)

• On-LineSchedules

• 24/7 Services

• Advisement/Degree Audit

• Orientation

36. SEM Plan Component: Institutional Context

• The institutional context of a SEM is demonstrated by the following:

• Mission

• Budget, Staff, Equipment, Activity Levels

• Systems History

• Decision-Making Processes

• Campus Culture (Joe Head)

• See Henderson, Stanley. Refocusing Enrollment Management:Losing Structure and Finding the Academic Context, College and University Journal, Winter, 2005, pp. 3-8.

37. SEM Plan Component

• Do yourhomeworkto know your institution, its market and its enrollment history.

• Use research toguide your direction and policies.

• Developdepartmental research toolsas well as using institutional and external research sources to support enrollment goals.

38. SEM Plan Component For Primary and Secondary Counties statistics: US Census State and County Demographics International Objectives http://quickfacts.census.gov/qfd/index.html 39. Primary/Secondary Service Area Custom graphic may be designed athttp://monarch.tamu.edu/~maps2/ga.htm 40. SEM Plan Component

• Institutional Research Should Provide:

• Core Admissions/ Registration Annual Reports

• Comparative values

• Predictive Modeling/ Forecasting

• Departmental Research Should Provide:

• Admissions and Research Reports As Needed - - Daily, Weekly, Monthly, etc

41. SEM Plan Component - Research

• Paper to Rolling Web Reports

• Weekly Application Reports

• Real Time Registration Reports

• New Student Profile Reports

• Lead Follow-up Reports

• Prospect Source Tracking

• Ad Hoc Reports

• External Agency Reports

42. SEM Plan Component

• SEM should demonstrate that departmental research abilities can prepare for response to crises or anticipated changes in institutional policy/direction .

• Research needs to provide direction for admission requirements, diversity, enrollment forecasting, retention, academic programs and graduation rates, etc (RPG).

43. RegistrarSEM

• 24/7 Registration Access

• Automated Degree Audit

• Advance Class Schedules

• Published Course Schedules

• Transfer Credit Evaluations

• Master Calendar Maintenance

44. New SEM Emerging Relationships

• Both components must interrelate.

• TraditionalHigh Touch Programs/Processes

• Hi-Tech 24/7 Interactive Tools

45. Records Management

• On-Line Degree Audit

• Enrollment Verification

• Archiving

• Course substitution

• Transcript Production

• Withdrawals

46. Fundamental Collegiate Marketing Tools 47. SEM Calendar Plan

• A SEM Calendar Plan determines the time and responsibility for outreach activities that guides the office and influences the decision-making processes of prospects.

• Chronological Activities Calendar

• Operational Task Calendar ( Task , Date, Description, Who)

• Intra-lacing to the Registration Process

• Master Academic Calendar

• Joe F. Head, "The Student Marketing Calendar: A Principle Enrollment Management Tool, SACRAO, Vol. 15, 2002, pp. 42-47

48. Operational Marketing Programs & SEM Calendar

• The Purpose of a SEM Calendar is toLayer and ScheduleOperationalMarketing Programs in Order toAdvance Conversion Processes.

• Telecenter

• Field Visits

• Advertising/Media

• Direct Mail

• Web Marketing (Transactional)

• Financial Aid

• Email Marketing

• Campus Visits

• Data Processing/Communications

• Registration Access

• Orientation

• Advisement

49. 24X7 Global and Electronic Office Tools *Denotes 24/7

• Apply-on-line *

• Application Status Check *

• Automated Telephone Status Check *

• E-Brochure-On-Demand *

• Chat Room, Telecounseling

• Data Processing

• Direct e-Mail

• Download Applications/Test Scores

• Work Flow Routing of Folders

• Email Broadcast

• High School Counselor Service Center *

• OCR Scanning of Applications

• Telephone Broadcasts

• Quick Retrieval Document Images

• Virtual Advisor *

• Web Site *

50. Rising Electronic Tools: A Side Note

• The New Revolution of tools

• Blogs and Bulletin Boards

• Instant Messaging

• Text Messaging Blasts

• Face Book

• Podcasts

• Video Streaming

• Chat

51. Professional Activities

• SEM Plans should detail professional activities

• and accomplishments (Internal vs. External).

• Community activities are also important to note.

• Continued academic relationships

• http://www.kennesaw.edu/admissions/professional.html

52. Joe F. HeadDean of University Admissions and Enrollment Services [email_address] http://www.kennesaw.edu/admissions/professional.html http://www.kennesaw.edu/admissions/gacrao/history.html (770) 423-6500 53. Thanks !