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REMODEL IN PROGRESS: Enhancing Your GEM Toolkit to Develop an
Innovative Recruitment Blueprint
Presented by:
Ashley Buckner, Student Recruitment Coordinator Lauren Carr, Director of Enrollment Management
� Started offering online degree programs in Fall 2016
Learning Objectives
� Assess your office’s strengths & weaknesses in order to move forward with your departmental goals to stay on track with current higher education trends
� Leverage existing staff to support recruitment & retention efforts
� Identify local & large-scale recruitment efforts targeting nontraditional students
� Review Strategic Enrollment Plan(SEP)/blueprint to ensure alignment with institutional goals
Nontraditional students
Delayed enrollment
Attends school part-time
Works full-time
Financially independent
Has dependents other than
spouse
Single parent
Does not have a high
school diploma
NOW: Nontraditional student = Traditional student
Adult learners = 25 years of age and older
NCES defines nontraditional students as meeting
one of seven characteristics
Reaching the Nontraditional Student
� What they want:
� Evenings or weekends
� Hybrid
� Online courses
� What they don’t want:
� Failure
� Expense
� Inability to balance school with work & family
CGC realized: needed to renovate to thrive!
Trend: Changes in Graduate Applications
FALL 2006 – FALL 2016
Source: 2016 CGS/GRE Survey of Graduate Enrollment and Degrees
5.7%Average Annual Growth,
2006 - 2016 1.2%Percent Growth,
2015 - 2016
2.5%Average Annual Growth,
2011 - 2016
Trend: Changes in Graduate Enrollment
FALL 2006 – FALL 2016
Source: 2016 CGS/GRE Survey of Graduate Enrollment and Degrees
1.1%Average Annual Growth,
2006 - 2016 0.9%Average Annual Growth,
2015 - 2016
0%Average Annual Growth,
2011 - 2016
LEAD 2012 – 2018 (Leadership Excellence and Academic Distinction):
� Strategic Initiative Four: Develop the Student Population
� Objective 4.1: Expand enrollment in The Citadel Graduate College
� Key Performance Indicator: Increase enrollment in CGC by 25%
The Citadel’s Strategic Planning & Growth Goals
The Citadel’s Strategic Planning & Growth Goals
� Target Enrollment Growth Initiatives
� Strategic Enrollment Plan
� Enhance recruitment
� Support from Leadership and Faculty
� New curriculum offerings
� Accountability
� Admissions Processes
� Recruitment
� Inception of Online Degree Programs
EVOLUTION OF OUR OFFICE’S ROLES, TITLES, & STRUCTURES
Evolution of Our Office’s Roles, Titles, & Structures
� Pre-Renovation
� 9 full-time positions
� Dean and Associate Provost
� Assistant to the Dean
� Assistant Dean for Enrollment Management & Technology
� Director of Education Programs & Summer School
� Director of Prospective Student Outreach
� Director of Admissions
� Enrollment Management Coordinator
� 2 Admissions & Records Specialists
CGC Office Structure Pre-Renovation
Evolution of Our Office’s Roles, Titles, & Structures
� Very silo’ed approach
� Strong reliance on graduate students
� No CRM (Customer Relationship Management)
� Used Google docs.
� Did not result in increased applications and growth
CGC Office Structure Pre-Renovation
Evolution of Our Office’s Roles, Titles, & Structures
� Post-Renovation
� 12 full-time positions
� Associate Provost for Planning, Assessment, & Evaluation and Dean of Enrollment Management
� 2017 National Student Satisfaction and Priorities Report, Ruffalo Noel Levitz, 2017.
� Pelletier, Stephen G. Success for the Adult Students, Public Purpose, 2010.
� Sanborne, Lewis W., editor. Strategic Enrollment Planning: a Dynamic Collaboration: How Higher Education Leaders Can Align Mission, Vision, and Values with Shifting Market Needs and Expectations. Second ed., Noel-Levitz, 2016.
� Okahana, Hironao, and Enyu Zhou. Graduate Enrollment and Degrees: 2006 to 2016. Council of Graduate Schools, September 2017.