Building a SEM Organization: The Internal Consultant Approach

1
Building a SEM Organization The Internal
Consultant Approach

• Jay W. Goff, University of Missouri-Rolla
• Jason E. Lane, University of Albany, SUNY
• Matt Goodwin, University of Missouri-Rolla
• AACRAO SEM, October 30, 2007
• Riverside Hilton, New Orleans, LA

2
OVERVIEW

• Session I
• Environmental Scan
• SEM Primer
• the In-House Consultant (IHC) Performance
  Paradigm
• Implementing the IHC Platform
• Session II
• Preparing to be an IHC SEM professional
• Creating the SEM Plan with the IHC perspective
• Walk through of Structure, Orientation, and
  Execution
• UMR/Missouri ST Case Study

3
What is UMR?

• A Top 50 Technological Research University
• 6100 students 4700 Undergrad, 1400 Graduate
• 90 majoring in Engineering, Science, Comp. Sci.
• Ave. Student ACT/SAT upper 10 in nation
• 60 of Freshmen from upper 20 of HS class
• 20 Out of State Enrollment
• 96 5 Year Average Placement Rate within 3 months
  of Grad
• Ave. Starting Salary in 2007 53,000

4
UMR 90 Engineering, Science, Computing Majors
5
Life as a National Outlier
Average enrollment is 6,457
Average enrollment is 29,391
6
Trends in Engineering
(lt5)
7
SEM at UMR Record Setting Years
2000 2001 2002 2003 2004 2005 2006 2007 change
Undergraduate Undergraduate 3698 3756 3849 4089 4120 4313 4515 4753 29
Graduate Graduate 928 1127 1391 1370 1287 1289 1343 1414 52
TOTAL 4626 4883 5240 5459 5407 5602 5858 6167 33
Enrollment By Ethnic Group Enrollment By Ethnic Group Enrollment By Ethnic Group Enrollment By Ethnic Group
American Indian/Alaskan Native American Indian/Alaskan Native American Indian/Alaskan Native American Indian/Alaskan Native 24 26 23 27 23 21 20 33 38
Asian-American Asian-American 127 128 137 151 142 158 198 198 56
Black, Non-Hispanic Black, Non-Hispanic Black, Non-Hispanic 168 197 213 230 218 237 245 271 61
Hispanic-American Hispanic-American 58 63 83 100 100 126 137 139 140
Non-Resident, International Non-Resident, International Non-Resident, International 590 723 819 749 600 565 585 619 5
Ethnicity Not Specified Ethnicity Not Specified Ethnicity Not Specified 171 179 209 253 298 253 250 242 42
White, Non-Hispanic White, Non-Hispanic White, Non-Hispanic 3,488 3,567 3,756 3,949 4,026 4,242 4,423 4,665 34
Total 4,626 4,883 5,240 5,459 5,407 5,602 5,858 6,167 33
BOLD UMR Record High BOLD UMR Record High BOLD UMR Record High
2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students 2007 International Student Representation 2.6 of undergraduates, 2.5 of distance grad students, 53.3 of campus grad students
8
UMR ENROLLMENT33 Growth since 2000Since 2004,
60 of Growth due to Retention Increase
9
NEW NAME for University of Missouri-Rolla
effective Jan. 1, 2008

• WWW.MST.EDU

10
Todays Enrollment Manager

• Successful senior enrollment managers have to
  operate simultaneously on multiple levels. They
  need to be up to date, even on the cutting edge
  of technology, marketing, recruitment, the latest
  campus practices to enhance student persistence,
  and financial aid practices.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

11
Hossler continued

• (Enrollment Managers) need to be able to guide
  and use research to inform institutional
  practices and strategies. Successful enrollment
  managers need to be good leaders, managers, and
  strategic thinkers. They have to have a thorough
  understanding of the institutions where they work
  and a realistic assessment of the competitive
  position in which it resides and the niche within
  which it can realistically aspire to compete.
  Furthermore, to be effective, enrollment managers
  must also have a sense of how public, societal,
  and competitive forces are likely to move
  enrollment-related policies and practices in the
  future.
• SOURCE THE ENROLLMENT MANAGEMENT REVIEW Volume
  23, Issue 1 Fall, 2007, Editor Don Hossler
  Associate Editors Larry Hoezee and Dan Rogalski

12
The External Environment in which Colleges and
Universities Operate is Changing Quickly

• Dramatic changes in student markets.
• Public expectations for a wide variety of high
  quality student services.
• Greater needs for an institution-wide
  understanding of how to best react to the
  emerging student trends, needs and markets. 

13
Shifting Student Populations

• The demographic shifts we are beginning to
  experience are largely the result of welcome
  advances in technology and public health that
  have extended life expectancy, improved living
  standards, and reduced population growth.
• SOURCE Jane Sneddon Little and Robert K. Triest.
  (2001) SEISMIC SHIFTS THE ECONOMIC IMPACT OF
  DEMOGRAPHIC CHANGE.

14
RESOURCES

• www.act.org
• www.collegeboard.org
• www.collegeresults.org
• www.nces.gov
• www.wiche.org
• www.ama.com
• www.educationtrust.org
• www.lumina.org
• www.greentreegazette.com
• www.postsecondary.org
• www.communicationbriefings.com
• Recruitment and Retention in Higher Education

15
NATIONAL Shift Impacts on Higher Education

• Nationally, in 2010-11 the number of high school
  graduates will begin a gradual decline.
• The proportion of minority students is increasing
  and will account for about half of school
  enrollments within the next decade.
• High school graduates in the future will include
  higher percentages from families with low
  incomes.
• Knocking at the College Door Projections of High
  School Graduates by State, Income, and
  Race/Ethnicity, 1988 to 2018 (WICHE 2003).

16
College Board, 2007
17
Undergraduate Enrollment by Attendance Status
1986-2016
College Board, 2007
Source U.S. Department of Education
18
National Picture Unprecedented Student
Population Growth Continued
19
College Board, 2007
20
SOURCE US Dept. of Education 2005
21
SOURCE WICHE, 2003, Knocking At Colleges Door.
22
Missouri will have Constant Growth in One
Demographic Market 65 Adults
SOURCE US Census Bureau
23
College Board, 2007
24
College Board, 2007
25
College Board, 2007
26
SOURCE WICHE, 2003
27
Student Success Trends
ACT, 2007
28
COLLEGE COST COMPARISON
SOURCE The College Board 2006, MAP TIME,
November 6, 2006
29
College Costs and Disposable Per Capita Income,
1996-97 to 2006-07
SourceThe College Board
30
Percent For Whom Financing was a Major Concern
1992-93 to 2006-07 (Selected Years)
College Board, 2007
Source CIRP
31
Female Enrollments Exceed 57 of All College
Students
SOURCE NCES, The Condition of Education 2006,
pg. 36
32
Change in Intended Major 1976-77 to 2006-07
College Board, 2007
Source CIRP
33
Top Twenty Graduate Degrees Searched for on
gradschools.com since 2004

• 11. Physician Assistant
• 12. Sports Administration
• 13. MBA
• 14. Fine Arts
• 15. International Relations
• 16. Art Therapy
• 17. Counseling Mental Health Therapy
• 18. Public Health
• 19. Educational School Counseling
• 20. School Psychology

1. History
2. Physical Therapy
3. Journalism Communications
4. Social Work
5. Fashion Textile Design
6. Clinical Psychology
7. Law
8. Architecture
9. Biology
10. Creative Writing

34
Other Shifts to be Aware of

• First Generation Participation Rate
• Increased Competition for International Students
• Increased numbers of students with identified
  mental Illnesses
• Changes in Work Force needs and training
  Development
• Communication/Technology patterns 90 with
  cell phones and 63 using Social Networking
  Facebook and MySpace prior to freshmen year

35
Some Trends that have not Changed The Golden
Circle for Recruitment 70 enroll within 140
miles of home 80 enroll in home state
36
Shift Conclusions

• Virtually all public and private colleges and
  institutions will see changes in their student
  bodies during the next decade. The only
  exceptions might be the top-tier, most popular
  institutions that already have many more highly
  qualified applicants than available spaces.
• College Board, 2005

37
The Impact of Demographic Changes on Higher
Education

• Some Institutions will
• Expand their enrollments.
• Enroll student bodies that are less academically
  prepared.
• See shrinking enrollments.
• Need to expand their recruitment strategies and
  redefine the target populations.
• Have racial and ethnic composition of students
  may be markedly different from current classes.
• SOURCE College Board. (2005). The Impact of
  Demographic Changes on Higher Education

38
The Entire Campus Must be Engaged in the Solution

• Changing demographics is not simply an issue for
  enrollment managersand enrollment managers
  cannot do magic to perpetuate the status quo.
• Trustees, presidents, deans, faculty, and other
  administrators need to engage in some serious
  strategic planning to project manageable goals,
  not only from the institutions perspective, but
  also from the perspective of providing access and
  opportunity to this new group of students.
• SOURCE College Board. (2005). The Impact of
  Demographic Changes on Higher Education

39
What is SEM?

• Strategic Enrollment Management (SEM) is defined
  as a comprehensive process designed to help an
  institution achieve and maintain the optimum
  recruitment, retention, and graduation rates of
  students where optimum is designed within the
  academic context of the institution. As such,
  SEM is an institution-wide process that embraces
  virtually every aspect of an institutions
  function and culture.
• Michael Dolence, AACRAO SEM 2001
• Research
• Recruitment
• Retention

40
SEM Fundamentals

• Strategic Planning
• Context of Setting Enrollment Goals
• Alignment with the Colleges/Universitys
  Vision, Mission, Values, and Goals
• Factors of Enrollment Planning
• Enhancing the Educational Experience for Students

41
SEMs Tie to Strategic Planning

• A strategic enrollment management plan
  operationalizes the institution-wide strategic
  plan.
• Massa (2001). Developing a SEM plan, The
  Strategic Enrollment Management Revolution.

42
The Strategy of SEM

• Stabilizing enrollments
• Reducing Vulnerabilities
• Aligning EM with Academic Programs
• Stabilize Finances
• Optimize Resources

• Evaluate Strategies and Tactics
• Improve Services
• Improve Quality
• Improve Access to Information

Adapted from Jim Black, 2003
43
Faculty SEM Needs

• Admissions and Student Profile Trends What are
  their learning needs and classroom expectations?
• What are issues with international recruitment
  and admissions
• Help predicting workload
• Identification of roadblocks or obstacles keeping
  students from graduating.
• Effective recruiting strategies and the facultys
  role
• Ways to partner with student affairs to improve
  retention.

44
Questions that Institutions Need to Consider

• Is our faculty prepared to teach students who
  have different academic and personal backgrounds
  from current students?
• If more at-risk students are anticipated, are
  there any changes that might help ensure college
  completion?
• Does the campus (particularly the faculty and
  administrators) resemble in any way the
  composition of future student bodies?
• Does the institution want to intentionally
  target new groups of students or will it simply
  adapt to changes as they occur?
• What are the financial resources (including
  financial aid) necessary to meet the
  institutions enrollment goals?

SOURCE College Board, 2005
45
Student Services SEM Needs

• Building the Caring Campus atmosphere depends
  on Student Services understanding of the
  students needs and the institutions performance
  goals
• The Campus Visits impact on Recruitment
• Retention implications Outside of the classroom,
  largest interaction with students
• Learning New Students Profile and College
  Expectations and Needs for Outside of Class and
  best matching the campus servicesplus dealing
  with Helicopter Parents ?
• Understanding how to serve the Needs of
  Institutions Targeted Student Markets
• Knowing new students previous co-curricular
  experiences in high school, at the community
  college, or through work.

46
Fundamental Question

• What is an effective approach to implementing
  SEM that is sustainable and likely to be embraced
  by the entire campus?

47

• Complexity of SEM the Belief that External
  Knowledge is Best

• Core planning activities
• Environmental scans
• Assessment of strategic needs
• Development of marketing plans
• Execution of Plans and Training

48
Familiar Scenario?

• a problem is identified
• a consultant hired
• a plan written, and
• THE CONSULTANT LEAVES
• The task of supporting the external consultant
  and carrying out the plan is often left to the
  very individuals who had the training and
  capacity to write the plan but were disregarded
  because of their internal position.

49
There is a time and place for colleges and
universities to seek outside help.

• FACT Many schools need a SEM road map that
  only an external agent can help construct.

50
Why Hire a Consultant?

• You are faced with a task or problem that wont
  go away
• You have a complex project that creates
  additional work for the existing employees
• You want to save time and money by temporarily
  employing someone with a special expertise that
  can help you move forward on overcoming an
  obstacle

SOURCE Barbara Kibbe Fred Setterber (1992)
Succeeding with Consultants, Packard Foundation
51
Consultants are Help Agents
52
Consultants HELP by..

• Providing and Sharing a Variety of Skills
• Supplementing Staff Expertise
• Objectivity
• Credibility
• Providing Advise on Political and Legal Issues

SOURCE Barbara Kibbe Fred Setterber (1992)
Succeeding with Consultants, Packard Foundation
53
Todays Consultants embrace Change Management and
Rarely take on just one Task

• Diagnosis Assessment
• Problem Solving
• Research and Analysis
• Strategic Planning
• Organizational Process
• System Development

• Training
• Mediation
• Facilitation
• Systems Development
• Search for Potential Employees

SOURCE Barbara Kibbe Fred Setterber (1992)
Succeeding with Consultants, Packard Foundation
54
The professional SEM consulting field has become
highly valued

• Over 200 consultants with focuses in 50 different
  categories
• Over 130 firms were noted for their abilities to
  assist universities with implementing SEM
• Change Management - Marketing
• Diversity - Financial Aid
• Distance Education - Student Market Research
• Strategic Planning - Communications

55
The POWER of Metaphor

• SEM professionals could be more effective if the
  campus community views them in a consultant or
  helping role, rather than just another
  administrator running a support unit.
• Positioning SEM professional as an In-House
  Consultant signals
• campus leaders are serious about meeting the
  institutions enrollment goals
• A willingness to take steps necessary to support
  a SEM-based organization.

56
IHC a SEM performance concept
The in-house consultant model (IHC) is a means
to more clearly position the chief enrollment
officer, and SEM units, as a campus wide support
team focused on helping most offices achieve and
sustain core institutional strategic
initiatives.  The IHC metaphor would address the
mind- and skill-sets required by enrollment
management professionals to help their
institutions operate in a more efficient and
proactive manner.

57
Desired Skill-sets by Colleges and Universities
Enrollment Management Leaders

• Be responsible for the development and
  implementation of integrated strategies to
  achieve diverse student enrollment goals
• Develop and implement the strategic enrollment
  management plan.
• (SOURCE A.Tuchtenhagen, 2007, UWRF)

58
Comparing RolesConsultant vs. SEM Leaders

• Consultants
• A track record of presenting workable solutions
  to clients
• Ability to diagnose problems
• Ability to lead teams and generate consensus
• The ability to implement solutions (systems,
  training, budget distribution, etc.)
• Facilitate consensus and commitment to the plan
  of action
• Strong interpersonal and public communication
  skills

• SEM Leaders
• Solid foundations in job experience, education
  and a record of enrollment successes
• Strong organizational and analytical skills
• Ability to collaborate with faculty and staff
• Provide a team-work philosophy
• High energy and passion for student success and
  higher education
• Strong communication, budgeting and personnel
  development skills

ADAPTED FROM Barbara Kibbe Fred Setterber
(1992) Succeeding with Consultants, Packard
Foundation
59
The fundamentals of SEM are aligned with
Successful Consulting Practices, they focus on

• the use of research
• cross-unit collaboration to drive student
  recruitment and retention activities
• Use of analytics and tactical skills to engage
  the entire campus community in knowledge and
  activities that spur student success and optimize
  institutional resources.

60
The Learning Organization

• A learning organization is a place where people
  are continually discovering how they create their
  reality.

Source Senge (1990). The Fifth Discipline The
Art and Practice of the Learning Organization.
Doubleday Publishing.
61
Administrator to In-House Consultant can be a
natural transition

• Institute of Management Consultancys 2002 model
  for professional managerial consultants
• Consultants must be individuals who
• regularly manage complexity and responsibility,
• seek personal growth,
• use analytical and pro-active thinking,
• have strong interpersonal interactions, and
• have delivery effectiveness.

62
Systems Thinking

• A discipline for seeing wholes
• Identifying structures that underlie complex
  situations
• Seeing interrelationships rather than linear
  cause and effect chains.
• Seeing processes of change rather than snapshots

Source Senge (1990)
63
(No Transcript)
64
The IHC concept is not new, but seldom publicly
embraced by executive leaders

• Michael Hovlands (2006) Experts Close to Home
  How to work Like a Consultant on Your Own Campus
  
• many traditional consulting tactics can be
  systematically applied by SEM professionals.
• Jim Blacks SEM framework papers (2003) and SEM
  business practices workshops (2002) promotes
• using diagnostic tools,
• establishing staff technical competencies
  training systems
• using key performance indicators (KPIs) for
  cross-campus data sharing
• outcomes assessment.

65
Embracing Consulting Expectations

• Similarities between external consultants and
  current expectations of SEM professionals is only
  one step in embracing the IHC approach.
• Both structure and orientation are important
• Philosophical orientation (e.g., administrative,
  student focused, academic, or market-centered)
  can impact how the SEM units operate
• Due to the manner in which universities actually
  work, neither structure nor orientation fully
  optimizes the SEM units impact on the overall
  function of the university if the POSITIONING of
  SEM processes and its leaders are not commonly
  appreciated and valued.

66
Phases of Consulting Process

• Engaging in initial contact and defining the work
• Formulating a contract and establishing a helping
  relationship
• Gather all decision makers and discuss the plan,
  their roles and what they can contribute
• Identifying problems through diagnostic analysis
• Set goals and planning for action with all
  decision makers
• Taking action and cycling feedback
• Completing the project

ADAPTED FROM Gordon L. Lippitt, Ronald Lippitt
(1994).The Consulting Process in Action, 2nd
Edition
67
Internal or External is a matter of
Perspective

• The university is a collection of organizations
  and subsystems, rather than a singular
  organization
• The SEM professional can bring an external
  perspective to other units within the
  institution.
• Interdependent units possesses expertise that can
  be shared among the units. However, such sharing
  can be difficult.
• The ability of one unit to influence the rest is
  structurally limited without collaboration
  (Birnbaum, 1988).
• Management of student enrollments is one of the
  few functions that easily cut across units at any
  college or university.

68
Can Internal Consultants be Effective?

• Setting and establishing linkages, shared goals,
  improved communication, and synergy across all
  institutional units. Unit objectives need to be
  tied directly to enterprise-wide goals, rather
  than functioning as stand-alone systems.
• Using an analytical, empirical, data-driven
  approach to problem solving and decision-making.
  Intuition is important but not sufficient. The
  culture of evidence is a cornerstone of
  effective enrollment management.
• Providing critical leadership. Enrollment
  management almost always means changes in
  structure, reporting lines, communication, goals,
  etc. The challenges and risks of change should
  never be underestimated. Effective enrollment
  leaders are willing to accept the risks where
  they see the need for change.

Skannel and Kurz, 2007
69
Characteristics of Successful Internal
Consultants (Lawrence Lorsch, 1967)

• Ability to bridge goals and build trust between
  different departments.
• Respect earned through demonstration of an expert
  knowledge base.
• Understanding and communicating institutional
  vision.
• A high profile throughout the organization.
• Active individuals who are familiar to the
  organization, have an intimate knowledge of the
  organization, and are trusted by the organization
  and its members possess great capacity for
  initiating and sustaining change.

70
Long-Term Benefits of IHC Model

• .
• Cost savings
• Greater organizational unity and engagement on
  core business practices.
• Increased likelihood for sustainable change due
  to a stronger understanding of the culture that
  exists on campus.
• Establish better internal linkages and trust
  needed to create a stronger and more coordinated
  strategic plan through regular communication and
  requests for unit input.

71
The IHC Platform Providing change management
solutions for implementing SEM

1. Establish a Vision
2. Align Systems
3. Create and Execute Plans
4. Integrate the Vision
5. Review the Process

72

• Step 1 Establish a Vision
• SEM needs to be viewed as a system of
  responsibilities that transcend divisional
  boundaries, or other administrative silos.
• Adopt a SEM-oriented, thematic goal
• The goal(s) should reflect meeting the schools
  capacity to serve and a descriptive vision of the
  type of students it desires to educate.
• Increasing,
• stabilizing, or
• diversifying the student enrollment
• improving the reputation of the institution or
• becoming the college of choice for students in
  the region or state

73
Creative Tension
74
Organizational Conflict
75
Mental Models

• Why Best Ideas Fail
• Conflict with deeply held internal images of how
  the world works
• Mental models determine how we take action
• Mental models are so powerful - because they
  affect what we see

Source Senge (1990)
76
The Importance of Shared Vision

• A shared vision is a vision that many people are
  truly committed to and it reflects their own
  personal vision
• Helps establish overarching goals
• Provides a rudder to keep the learning process on
  course when stresses develop

77
Step 2 Align Systems

• A clear organizational structure with a champion
  for all core SEM functions (i.e., research,
  recruitment and retention)
• Regular meetings of the service directors and
  unit leaders who have the most regular
  interaction with students.
• CREATE A SEM TEAM
• Regular meetings should include the managers of
  units responsible for all primary student and
  campus services
• The SEM team should be encouraged to share unit
  issues and events, but more importantly, discuss
  campus initiatives that potentially impact
  students and their ability to stay and succeed at
  the institution.

78
SEM Team Members

• Faculty for each division
• Admissions
• Registrar
• Financial Aid
• Campus Housing
• Student Activities
• Counseling Center
• Orientation
• Teacher Training Director
• Faculty Senate Leaders

• Execs Academic, Student Enrollment Affairs
• Advising
• Info Tech
• Institutional Research
• Minority Programs
• International Affairs
• Cashier/Billing
• Pre-College Programs
• Reporting Services

79
Linear to System Thinking
Soviet Arms
Threat to Americans
Need to Build US Arms
US Arms
Threat to Soviets
Need to Build USSR Arms
Source Senge (1990)
80
(No Transcript)
81
Building a Comprehensive Approach

• SEM as a life-cycle process
• David Kalsbeek, DePaul University, SEM IX

82
Small Changes can have Huge Impacts

• Small changes amplify causing accelerated growth
  or decline.

Source Senge (1990)
83
Alignment Diagrams
84
Step 3 Create Execute Plans

• Objectives should focus on
• Establishing the institutions student service
  volume and capacity to serve
• Clearly defining admissions goals, desired
  student profiles and retention benchmarks
• Research and planning exercises can be performed
  with most campus support units
• Create benchmarks and desired, measurable
  outcomes.

85

• If you dont know where youre going,
• any path will take you there.
• Sioux proverb

86
Step 4 Integrate the Vision

• Successful implementation of the IHC model
  depends on the ability and training of the people
  employed to execute it.
• New hires have a solid understanding of SEM,
• The objectives, deliverables and reporting
  activities must be emphasized
• Job descriptions
• Performance goals
• Annual training plans

87
Step 5 Review the Process

• Create a collegiate community where SEM
  initiatives, market changes and performance
  levels are discussed regularly.
• A key reports
• Strategic plan goals
• Key performance indicators
• Growth by program
• Student profile and diversity profiles
• Student retention and graduation rates
• Preferred discount rates
• Objectives need to be determined by and embraced
  the president and executive team
• Data and data interpretation must be widely
  shared

NOTE For a thorough explanation and definitions
of SEM KPIs see Dolence, Rowley and Lujan, 1997.
88
Conclusion

• IHC model is an ideal for strategic levels of
  performance and professionalism.
• IHC an ideal performance model for SEM
  professionals, not an argument against using
  external consultants.
• Promoting the idea of internal, experienced SEM
  practitioners developing institution-wide
  partnerships and plans to better ensure the
  university lives up to its promises to students,
  families, faculty, and alumni.

89
Unite the Isolated

• IHC builds an organizational culture that
• better motivates staff and faculty collaboration,
  
• demonstrates a dedication to intelligent planning
  and strategy execution,
• promotes a stronger passion for academic and
  student success through shared governance
• embraces the regular use of solid analytical and
  data-driven skill-sets.

90
BREAK TIME
91
QUESTIONS?Building a SEM Organization The
Internal Consultant ApproachRESOURCE
PAGEenrollment.umr.eduenrollment.mst.edu

• Jay W. Goff, Missouri University of Science
  Technology, Rolla
• goffjw_at_mst.edu, 573-341-4378
• Jason E. Lane, University of Albany, SUNY
• jlane_at_albany.edu, 518-442-5095
• Matt Goodwin, Missouri University of Science
  Technology, Rolla
• goodwin_at_mst.edu, 573-341-4329
• AACRAO SEM, October 30, 2007
• Riverside Hilton, New Orleans, LA

92
SESSION II

• Walk through of SEM Structure, Orientation, and
  the IHC Positioning
• Preparing to be an IHC SEM professional
• Creating the SEM Plan with the IHC perspective
• CASE STUDY Results of UMR/Missouri STs use of
  the IHC Model

93

• Preparing to be an SEM In-House Consultant
  Professional

94
Hovlands Consultant Joke 1

• A consultant is an ordinary person 50 miles from
  home with a briefcase.

95
Hovlands Consultant Joke 2

• A tomcat who was fixed because he'd been
  bothering so many neighbors at night still
  continued to go out ...
• calling himself a consultant.

96
Hovlands Consultant Joke 3

• A consultant is someone who
• comes in,
• borrows your watch,
• and tells you what time it is,

keeps the watch, and charges you an exorbitant
fee.
97
And Hovlands Personal Favorite

• Please don't tell my mother I'm a consultant. She
  thinks I play guitar in a strip joint.

98
The IHC Orientation to SEM

• Institutions embracing SEM must start with
• Structure
• Philosophical Orientation
• IHC Positioning cannot happen until the first two
  are established.

99
Review In-House Consulting SEM Model

• IHC approach provides
• a rhetorical strategy of providing help to all
  constituents
• a values-based training philosophy,
• an institutional expectation for collaboration
• a push for a heightened sense of professionalism.
  
• continuity the consultant does not leave!

100
EMBRACE the Phases of Consulting Process

• Engaging in initial contact and defining the work
• Formulating a contract and establishing a helping
  relationship
• Gather all decision makers and discuss the plan,
  their roles and what they can contribute
• Identifying problems through diagnostic analysis
• Set goals and planning for action with all
  decision makers
• Taking action and cycling feedback
• Completing the project

ADAPTED FROM Gordon L. Lippitt, Ronald Lippitt
(1994).The Consulting Process in Action, 2nd
Edition
101
IHC Model in a Nutshell

• The In-House Consultant is expected to
• Stay abreast of current trends market
  activities
• Actively engage and inform the campus
• Regularly take the plan off the shelf and..
• Put the plan into action.

102
What does an IHC Read?

• In addition to AACRAO pubs SEM updates..
• Chronicle of Higher Education
• Greentree Gazette
• University Business
• Inside Higher Ed (like Chronicle, but free)
• ACT News You Can Use (www.act.org)
• Google News Search University Enrollment
• Postsecondary Education OPPORTUNITY
• State Economic Demographic Reviews (OSEDA)
• Anything by Michael Dolence, Tom Mortenson, Bob
  Bontager, David Kalsbiek, Bob Sevier, Richard
  Whitesides, Bob Johnson, Stan Henderson, and Jim
  Black
• Much, much more

103
How Research Is Used InStrategic Enrollment
Management

1. To improve retention
2. To build relationships with high schools and
   community colleges
3. To target admissions efforts and predict
   enrollments
4. To recommend changes to admissions policy
5. To examine issues of how best to accommodate
   growth
6. To improve the educational experience of students
7. To identify needs of unique student groups
8. To project and plan for student enrollment
   behavior
9. To determine financial aid policies
10. To assess student outcomes

104
What Reports Do IHCs Produce?

• Weekly Funnel Reports
• Key Performance Indicators (KPIs)
• Annual Environmental Scans SWOT updates
• New Student Profiles Prior to Start of Classes
• Student Profile after Census Date

105
Core IHC Retention Assessments

1. New Student Survey (prior to start of classes)
2. Withdrawal Survey (prior to cancelling classes)
3. Phone/Email Survey of Non-Returning Students (2-4
   weeks prior to start of semester)
4. Student Satisfaction Survey (all returning
   students)
5. Graduating Student Survey (prior to commencement
   or within the first six months after graduating)

106
Pricing
Institutional Research
Strategic Planning
Admission Recruitment
Academic Policies
Housing
Alumni and Development
Teachin Learning
Mental Health Services
Campus Life
Social Support Programs
Assessment of Student Learning
Student Success
Academic Support Programs
Career Planning
Institutional Policies
External Engagement
Marketing
Institutional Effectiveness
Recors and Registration
Financial Aid
Budgeting
Academic Programs
SOURCE Bob Wilkinson
107
Traditional Core SEM Concepts

• Establishing Clear Enrollment Goals and
  Determining Capacity to Serve
• Promoting Student Success
• Determining, Achieving and Maintaining Optimum
  Enrollment
• Enabling the Delivery of Effective Academic
  Programs
• Generating Tuition
• Enabling Financial Planning
• Increasing Organizational Efficiency
• Improving Service Levels

108
What is included in a SEM Plan?

1. Strategic Framework Mission, Values, Vision
2. Overview of Strategic Plan Goals Institutional
   Capacity
3. Environmental Scan Market Trends Competition
   Analysis
4. Evaluation and Assessment of Position in Market
5. Enrollment Goals, Objectives, Assessment
   Criteria
6. Marketing and Communication Plan
7. Recruitment Plan
8. Retention Plan
9. Student Aid and Scholarship Funding
10. Staff Development and Training
11. Student/Customer Service Philosophy
12. Process Improvements and Technology System
    Enhancements
13. Internal Communication and Data Sharing Plan
14. Campus wide Coordination of Enrollment Activities

109
IHCs Use and SHARE Data

• Become a data expert
• Translate the data into a form and with messages
  attached that engage the interests of faculty and
  administrators
• Train your staff to use data and expect them to
  use it
• Share data and invite others to help you
  interpret it

Michael Hovland, 2006
110
IHCs are an Internal Resource
An enrollment consultant is aresource for
faculty and academic administrators. 

• Promote campuswide recruitment and retention for
• Colleges
• Departments
• Activity areas

Michael Hovland, 2006
111
IHC as a Change Agent
A consultant is a catalyst for internal change

• Help your institution become what youre trying
  to promote
• Promote a sense of urgency by listening for and
  responding to recruitment and retention hot
  buttons

Michael Hovland, 2006
112
(No Transcript)
113
Rolla, MissouriThe Middle of Everywhere
114
What is UMR?

• A Top 50 Technological Research University
• 6100 students 4700 Undergrad, 1400 Graduate
• 90 majoring in Engineering, Science, Comp. Sci.
• Ave. Student ACT/SAT upper 10 in nation
• 60 of Freshmen from upper 20 of HS class
• 20 Out of State Enrollment
• 96 5 Year Average Placement Rate within 3 months
  of Grad
• Ave. Starting Salary in 2007 53,000

115
UMR 90 Engineering, Science, Computing Majors
116
Life as a National Outlier
Average enrollment is 6,457
Average enrollment is 29,391
117
Missouri ST Historical EnrollmentBy Gender
118
Enrollment Goals

• TOTAL CAMPUS ENROLLMENT 6550
• 900 Freshmen
• 325 Transfer Students
• 4800 Undergraduates
• 1750 Graduate Students
• 5825 students on the Rolla Campus
• 725 students in extended learning/internet
• Freshmen to Sophomore Retention Rate 90
• 6 Year Graduation Rate 70
• Achieve Enrollment Goals by 2010-11

119
Undergraduate Student Profile Goals

• Average ACT 27 (upper 7-8 in nation)
• 60 Male, 40 Female
• 10 Minority Student Population
• 75 In-state, 25 Out-of-state

120
Enrollment Concerns 2000-2001 BEFORE the IHC SEM
Model

• 52 Graduation Rate
• 82 Retention Rate
• 23 Female Enrollment
• 8 Minority Student Enrollment
• 8 Year Decline New Students (-700 students)
• Industry Asking for MORE Graduates

121
Enrollment Status 2006-2007

• 64 Graduation Rate
• 87 Retention Rate
• 23 Female Enrollment (341)
• 10 Minority Student Enrollment (264)
• Record New Student Classes Student Success
• 6 Year Increase (1,541 students)
• Industry STILL Asking for MORE Graduates

122
Strategic Enrollment Management Plan 2007-2011

• Increase Success of Students
• Retention Rates
• Graduation Rates
• Increase College Going Rate Access
• Access Affordability
• Pipeline of College Ready Students
• Strategic Partnerships
• Outreach/Education
• Scholarships
• Expanding Current Markets Capturing New Markets
• Out-of-state students
• Transfer Students
• Female Students
• Underrepresented Minority Students
• International Students
• Graduate Students
• Nontraditional Students

123
Overview

• History of SEM at UMR (Missouri ST)
• Getting SEM Started on a FastTrack
• Organizational Structure Planning Processes
  Matter
• Creating a Campus Culture Shift
• Improving Communication A Brand Focused
  Approach
• Generating Sharing Useable SEM Data
• Measure Twice, Cut Once
• Wrap Up/Lessons Learned

124
Life as an Outlier
125
BENCHMARKING A UNIVERSITY
126
Easy Benchmarking

• Determine Competitors Comparators
• www.collegeresults.com
• College Board Institutional Comparison
• US News
• Shanghi Jiaotong

127
EM Plan Starts with anAssessment of Strategic
Plan

• Enrollment Management UMR Marketing Planning
• UMR Strategic Plan
• Agreement on Assessment Indicators
• Each indicator must be addressed with the
  Enrollment Management Plan

128
Getting Started

• Presidents/Chancellors Full Buy-in
• SEM Leadership - a Cabinet Level Position
• Formation of a campus-wide Strategic Enrollment
  Management Plan
• Creation of Enrollment Development Team (EDT)

129
Organizational Structure Planning Processes
Matter

• Top Leadership MUST Believe in SEM and be willing
  to make structural changes that may be
  uncomfortable

130
BackgroundA Decade of SEM Transitions

• 1993 1997 EM Talk, Little Walk
• Since We Built It, They Will Come (Back)
• 1997 2001 Try EM, With Little Organizational
  Change
• Yes We Need To Do It, But IT is NOT My Job
• 2001 2007 Embracing SEM, on a Fast Track Pace
• Finding Ways to Say YES, with Consistency

131
1993 1997 EM Talk, Little WalkSince We
Built It, They Will Come (and Come Back)

• Org. Chart Review
• 2-3 annual decreases in New Student Enrollment,
  retention below projections but steady both low
  campus concerns
• Net Revenue Arguments Made By Admissions Office
• Direct Mail Strongly Embraced
• Retention Committee Started

132
1989/97 EM-FocusedUniversity of Missouri Rolla
Organizational Chart
Chancellor
Reporting and Budget Planning Services

• Vice ChancellorAcademic Affairs
• Academic Assessment
• Admissions
• Computing Information Systems
• Library Learning Resources
• Registrar

• Vice ChancellorStudent Affairs
• Residential Life
• Student Financial Assistance

• Vice ChancellorUniversity Advancement
• News
• Publications

133
1997 2001 Try EM, With Little Organizational
ChangeYes We Need To Do It, But IT is NOT My
Job

• Org. Chart Review Little Change
• Scholarship and Discounting Policies Embraced,
  Academic Profile and Retention Rates Improve
• Heavy Direct Mail Emphasis Revisited, annual 3-4
  decreases in new student enrollment
• Recruitment Focus for Committees EM concept
  agreed upon, but not supported in Org. Structure
• EM becomes a high level concern for the Campus

134
1997-2001 EM-FocusedUniversity of Missouri
Rolla Organizational Chart
Chancellor
Reporting and Budget Planning Services

• Vice ChancellorAcademic Affairs
• Admissions/Student Financial Assistance
• Computing Information Systems
• Registrar
• Video Communication Center

• Vice ChancellorStudent Affairs
• Academic Assessment Student Research
• Center for Personal Professional Development

• Vice ChancellorUniversity Advancement
• Office of Public Relations
• Publications Office

135
2001 2006 Embracing SEM, on a Fast Track
PaceFinding Ways to Say YES, with Consistency

• Org. Chart Review Significant Changes
• New Chancellor, New Administration
• Creation of new cabinet positions
• Dean of Enrollment Management
• Vice-Provost of Academic Programs
• New Enrollment Management - Loud Proud Plan.
  A series of two-year action plans coving
  Recruitment, Student Services and Policy Changes,
  a New Communication Campaign, Scholarships,
  Marketing Studies, Student Assessment and Data
  Distribution.
• IMPACT 48 increase in New Student Enrollment
• 33 increase of Overall Enrollment
• 87 Retention Rate, First to Second Year
• 64 Graduation Rate
• Desired Academic Profile Maintained

136
Restructuring SEM division to include areas of
Student Services

• Pre-Enrollment Management
• Organizational Chart
• Post-Enrollment Management
• Organizational Chart

137
Current EM-FocusedUniversity of Missouri Rolla
Organizational Chart
Chancellor
Provost

• Vice ChancellorUniversity Advancement
• University Relations
• Public Relations
• Publications Office
• UA Web Services
• Video Productions

• DeanEnrollmentManagement
• Admissions
• New Student Programs
• Registrar
• Student Financial Assistance
• Visitor Center
• Student Diversity Programs
• Womens Leadership Institute
• Pre-College Programs

• Vice ProvostUndergraduate andGraduate Studies
• Advising
• Center for Education Research Teaching
  Innovation (CERTI)

DirectorInstitutional Researchand Assessment
138
2007-2008 Organization
139
UMR ENROLLMENT33 Growth since 2000Since 2004,
60 of Growth due to Retention Increase
140
Progression of Chancellors Cabinet
Current structure
Previous structure

• Chancellors Cabinet
• Meets monthly, up to 12 Times per year
• Provost
• Vice Chancellor, Administrative Services
• Vice Chancellor, Student Affairs
• Vice Chancellor, University Advancement
• Affirmative Action Representative

• Chancellors Cabinet
• Met bi-weekly
• Vice Chancellor, Academic Affairs
• Vice Chancellor, Administrative Services
• Vice Chancellor, Student Affairs
• Vice Chancellor, University Advancement
• Dean, Arts Science
• Dean, Engineering
• Dean, Mines and Metallurgy
• Affirmative Action Representative
• Budget Planning/Institutional Research
  Representative

• Provosts Cabinet Academic Division
• Meets bi-weekly, up to 20 Times per year
• Vice Provost, Research
• Vice Provost, UMR Global
• Vice Provost, Undergraduate and Graduate Studies
• Vice Provost, Graduate Studies
• Vice Provost, Academic Affairs
• Dean, Extended Learning
• Dean, Enrollment Management
• Director, Institutional Research and Assessment
• Chief Information Officer

• Chancellors Executive Committee
• Meet Once per Semester, 3 Times per year
• Members of Chancellors Cabinet
• Members of Provosts Cabinet

141
Formation of the Strategic Enrollment Development
Team

• Committee Charge
• Creation and Building of support for a new Dean
  of Enrollment Management
• 5 Year Enrollment Management Plan draft
• Committee Representation
• Committee Support/Clout

142
Phasing out of previous EM team

• VERY IMPORTANT
• When a committee is established to achieve a
  specific goal and does so, DISBAND the committee!
  Too frequently these committees are left in
  place and given additional assignments with no
  specific goals. Congratulate the team and allow
  the members to resume their other
  responsibilities.

143
Creation of Cross Divisional Enrollment Directors
Meetings

• All University Divisions at the table - meetings
  under the direction of the Dean of Enrollment
  Management

144
Enrollment Development TeamEDT

• Faculty for each division
• Admissions
• Registrar
• Financial Aid
• Campus Housing
• Student Activities
• Counseling Center
• Orientation
• Teacher Training Director
• Faculty Senate Leaders

• Execs Academic, Student Enrollment Affairs
• Advising
• Info Tech
• Institutional Research
• Minority Programs
• International Affairs
• Cashier/Billing
• Pre-College Programs
• Reporting Services

145
Everyone is SEM

• Small Actions make LARGE NUMBERS
• If everyone recruited or retained 1 student, we
  would need to close admissions.

146
Generating Sharing Useable SEM Data

• Created a Weekly Enrollment Funnel Report and
  Daily Online Funnel Reports
• ACTs EIS AIM data systems
• Standardized Semester Enrollment Reports with
  Previous Year Comparison Data
• New Student Surveys Created Initiated

147
UMR - Enrollment Management Services UMR - Enrollment Management Services UMR - Enrollment Management Services Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 Fall 2006
WEEKLY ENROLLMENT REPORT WEEKLY ENROLLMENT REPORT WEEKLY ENROLLMENT REPORT (PS Conv) (PS) (PS) (PS) (PS) (PS)
3/8/2001 3/8/2002 3/8/2003 3/8/2004 3/8/2005 3/8/2006
FRESHMEN Prospects Beg. Fr. Prospects 42816 65138 42321 24073 15756
    HS Jr. Prospects 10704 10296 8294 6752 5035 4234
  Inquiries Beg. Fr. Inquiries 9071 13104 10767 9494 10207 10543
    HS Jr. Inquiries 704 5678 4685 4272 4417 4155
  Applications   1597 1769 1697 1733 1824 2002
    Pending 201 170 95 97 114 159
    Withdrawn Apps 2 2 13 0 0 4
  Admitted   1348 1555 1540 1589 1670 1777
    Cancelled Admits 14 27 15 26 22 34
    Denied 46 42 49 47 40 62
  Enrolled   0 0 0 0 135 235
TRANSFERS Inquiries   482 490 494 706 608 845
  Applications   200 241 244 219 226 255
    Pending 100 86 65 64 77 109
    Withdrawn Apps 0 0 0 1 0 5
  Admitted   98 151 175 148 146 139
    Cancelled Admits 0 0 0 1 0 0
    Denied 2 4 4 6 3 2
  Enrolled   0 0 0 0 0 52
GRADUATES Inquiries   3787 2841 2060 1032 1080 1527
  Applications   1553 2611 2076 1005 959 1330
    Pending 772 1185 899 430 361 579
    Withdrawn Apps 0 4 4 2 1 3
  Admitted   605 1041 796 368 390 458
    Cancelled Admits 0 0 0 0 0 0
    Denied 176 381 377 205 207 290
  Enrolled   0 0 0 0 0 0
ORIENTATION Freshmen Total Reservations 0 261 428 505 635 632
  Transfer Total Reservations 0 0 0 35 26 62
HOUSING AGREEMENTS HOUSING AGREEMENTS Upperclassmen 0 0 0 0 0 0
  Beginning Freshmen 0 N/A N/A 478 637 557
  New Transfers 0 0 0 0 0 0
    TOTAL 0 0 0 0 0 0
4TH WEEK CENSUS 4TH WEEK CENSUS Beginning Freshmen 715 815 897 877 914  
  New Transfers 231 261 281 288 312  
  Graduates 395 423 348 402 355  
    TOTAL 1,341 1,499 1,526 1,567 1,581  
Unofficial Internal Planning Data - not intended for public release. Unofficial Internal Planning Data - not intended for public release. Unofficial Internal Planning Data - not intended for public release. Unofficial Internal Planning Data - not intended for public release.

PS Conv - PeopleSoft conversion data PS Conv - PeopleSoft conversion data PS Conv - PeopleSoft conversion data
PS - data from PeopleSoft system PS - data from PeopleSoft system
Currently working on EOS data loads Currently working on EOS data loads Currently working on EOS data loads

148
Building Campus coalitions through the use of data

• Helping a Campus Define Enrollment Priorities
• Support for new programs
• a School of Business/business programs
• Architectural engineering
• Biochemical engineering
• Teacher Education
• Technical Communication
• Assist with Prioritizing New Facilities
• Residence Halls
• Student Center
• Recreation Center
• Academic Buildings

149
Reevaluating the Data Management Systems

• New Systems
• the real need for work-arounds and shadow systems

150
Tweaking and Implementing the Enrollment
Management Plan

• Creation of Enrollment Representative Teams
• Phasing out of previous SEM team
• Restructuring SEM division to include areas of
  Student Services
• Updating and Modifying the SEM strategic plan
• Creating a Research and Assessment position
  dedicated to enrollment and retention research
• Using marketing research to implement specific
  messages to target audiences
• Reworking the web
• Redesigning the visual look and image of UMR
  (Loud and Proud campaign)
• Reevaluating the data management systems

151
Improving Communication A Brand Focused Approach

• Using a Systems Approach to Improve Communication
  and Service
• Branding Owning the words that make UMRs
  Promise
• New Visual Identity and Consistency in Message

152
Implementing Six Sigma in Academia Speed-up the
Processing and Make the Commitment Easy

• Improved Data Entry Accuracy Speed
• Achieved goal of 48 hour First Review of Apps
• Undergraduate Apps Completed 17 Faster than in
  2000
• Graduate Apps Completed 24 Faster than in 2000
• No Missing Files for 18 months
• All-in-one admit packets

153
Redesigning the Image

• Marketing? Brand? What?
• Silver and Gold/No central look, logo designed
  by alumni committee, no coordinated visual
  message
• STAMATS know when to get outside help
• Loud and Proud campaign

154
Using marketing research to implement specific
messages to target audiences

• Focus on PEOPLE, not machines
• Tech is FUN
• Outcomes/Success
• Campus Tradition Joe Miner mascot

155
RECRUITMENT STRATEGIES
156
Our PURPLE COW
National Human Powered Vehicle
Solar Car Racing Team
Heavy Lift Airplane
157
Making College Choices

• National College Choice Factors
• Academic Reputation
• Major of Choice
• Campus Life, Location, Size
• Outcomes Professional Success
• Value and Affordability
• Most Effective Recruitment Techniques
• A Campus visit/Camp
• Consistent, Timely, Personalized Communication

158
Our Message

• BRAND PROMISE
• Missouris Premier Technological Research
  University
• SLOGAN/TAG LINE
• The NAME, The DEGREE, The DIFFERENCE
• LOGO
• The UMR Patch (see upper left-hand corner)
• COLOR EMPHASIS
• Green Gold

159
Call to ACTION

• VISIT CAMPUS
• APPLY FOR ADMISSION
• VISIT CAMPUS
• VISIT CAMPUS
• VISIT CAMPUS

160
Reworking the Web
161
SAMPLE CAMPUS SEM UPDATE
162
Enrollment ManagementCampus Update
Chancellors Council October 3, 2007
163
Strategic Plan Update
164
Enrollment UpdateFall 2007

• 33 increase over Fall 2000
• 1051 Freshmen
• Third Largest Class in UMR History
• 27.4 Ave ACT (upper 10 in nation)
• Housing near 100 capacity
• 87 Record retention rate for UM System
• Historic low in cancellations for non-payment
  (46)
• Undergraduate Discount Rate Back Below 29!!

165
Enrollment Management Missionapproved June 2001

• The Division of Enrollment Management coordinates
  student enrollment services for the University,
  working collaboratively with the academic units,
  student affairs and administrative units to
  identify and implement processes to meet, and
  strive to exceed student/customer expectations
  and University goals.
• Research
• Recruitment
• Retention

166
Enrollment Management Division

• Registrar
• Student Financial Assistance
• Admissions and Visitor Center
• New Student Programs (Orientation IDs)
• Student Diversity Programs
• Womens Leadership Institute
• Center for Pre-College Programs

167
SEM CommitteeEnrollment Development Team EDT

• Admissions
• Registrar
• Financial Aid
• Campus Housing
• Student Activities
• Counseling Center
• Orientation
• Teacher Training Director

• Info Tech
• Institutional Research
• Womens Programs
• Minority Programs
• International Affairs
• Cashier/Billing
• Pre-College Programs
• Reporting Services

168
Core Enrollment Management Performance
Expectations