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Strategic enrollment management
Strategic enrollment management (SEM) is a comprehensive process to help institutions achieve and maintain optimal recruitment, retention, and graduation rates. It involves three steps: strategic enrollment intelligence (SEI) which uses data analysis to understand the institution's position; strategic enrollment planning (SEP) where goals and tactics are developed; and SEM which is the ongoing process of managing enrollment outcomes through monitoring data. The document provides details on collecting and analyzing both internal and external data on students, competitors, and the institution to inform the SEM process.
Strategic enrollment management
- 2. Strategic Enrollment Management “acomprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention and graduation rates of students, where optimum is defined in the academic context of the institution” (Dolence, 1993)
- 3. SEI SEP SEM STEP1 SEI - Strategic Enrollment Intelligence STEP 2 SEP - Strategic Enrollment Planning The Result SEM - Strategic Enrollment Management
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- 5. “The use ofactionable intelligence to inform enrolment strategies and practices and thus, position an institution strategically to achieve optimal enrolment results” Jim Black, Strategic Enrolment Intelligence, Academia Group
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- 7. Create adata-informed campus culture Understand where you are and where you need to be Collect and “USE” data to drive institutional behaviour, strategy and decision making Strive to always have the right people, saying the right things, to the right people, at the right time
- 8. Data „informed‟ Institutionsask themselves: 1. Does our data allow us to understand our context and draw implications about how we need to change in order to fulfill our mission and vision for the future? 2. Does our current state align with the future needs, demands, and trends of the market? 3. Does our future vision align with our capacity? 4. Can our institutional needs sustain itself and our future visions?
- 9. THE BIG THREE EXTERNAL StudentsCompetition INTERNAL Institution
- 10. Data „informed‟ institutionsask themselves: 1. What do students demand? 2. What does the competition offer? 3. What does the institution do well? 4. Where do we fail? SEI must conclude with a SWOT that incorporates all the external and internal information collected about students, competition and the institution.
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- 12. Basic Information– demographics & academics Ethnographic – understanding student culture Psychographic – values, beliefs and behaviours
- 13. Demographic Trends Projected demand for programs Price Sensitivity Number of inquires by program of interest Lost inquires and applicants Search behaviour preferences Delivery format preferences Enrollments – current and historical trends Completion Rates Institutional Awareness Institutional Perception Decision Factors Motivators and Barriers to enrolling Underlying causation of Attrition Etc.. Strategic Insights – Critical Data Institutions will have varying degrees of access to this information. Items in bold are critical and must be mined from within the institution‟s information systems. TIP: Don‟t get caught up in Analysis Paralysis. Collect and report the data you have access to and then move the process along.
- 14. Comprehensive Competitor Analysisshould include: Enrollment trends Marketing messages Communication strategies Academic program offerings Institutional Image TIP: Sometimes institutions post their annual strategic plans online. Browse their websites and take note of their mission, vision and values.
- 15. An institution canbest affect change when informed by data that addresses: Student Satisfaction and Engagement Institutional Capacity – current and ability to scale Faculty/Staff alignment with student expectations Alumni Satisfaction/outcomes Student attrition Collect this data through surveys and evaluations.
- 16. Identify challenges, strengths,risk and opportunities. CHALLENGES (WEAKNESSES) INSTITUTIONAL (STRENGTHS) INSTITUTIONAL RISKS (THREAT) IMPROVEMENTS (OPPORTUNITIES) INTERNAL EXTERNAL
- 17. Align the culture,data and KPIs with the institutional mission, vision, values and goals. What is the desired outcome? Manage – stay the same Grow or Build – increase capacity Shrink – reduce or eliminate Start – create new things Now you are ready for the planning step of SEM.
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- 19. SEI Reports Create Strategy Set Goals Execute Tactics Monitor KPIs SEI Reports Create Strategic Alignment Set Goals Execute Tactics Monitor KPIs
- 20. Institutional Mission, Vision, Values, Strategy, Goals Enrollment Planning •Marketing •Admissions •Recruitment Academic Planning •Academic Quality •ProgramOfferings Student Success •Retention •Engagement •Alumni Relations Capacity Planning •Facilities & IT •Operations •Administration
- 21. Every departmenthas a role in SEP Every department creates a strategic plan that aligns with the institutional plan Every departmental strategic plan includes goals with defined tactics that contribute to achieving the desired enrollment outcomes
- 22. Start with theinstitutional vision, determine the priorities for accomplishing it and identify the appropriate KPIs and PIs to build a working strategic plan. Enrollment – measuring the admissions funnel Retention – withdrawal rates and reasons Engagement – show rates and satisfaction Completion – graduation and outcomes Fiscal Health – revenue, direct costs, EBITDA
- 23. The gathering andcollecting of data combined with thoughtful analysis sets the stage for enrollment planning that is strategic in nature and aligns with the desired outcomes of the institution. The result = Strategic Enrollment Management SEI SEP SEM
- 24. When the institutionhas achieved a state of alignment enrollment outcomes can be managed. Determine the KPIs that will best measure the desired outcomes Create reports to measure the KPIs Assign Accountability Monitor the results and make swift changes when needed
- 25. Gather Intelligence– DATA Determine Desired Outcomes Create Strategic Alignment Monitor Results Manage the Desired Outcomes
- 26. Read twobooks 1. Strategic Enrollment Planning: A Dynamic Collaboration, Edited by Jim Hundrieser, PhD 2. Strategic Enrolment Intelligence, Canada‟s First Book on Strategic Enrollment Management, Edited by Jim Black Noel-Levitz https://www.noellevitz.com ◦ Annual Reports, Blogs, White papers SEM Works http://www.semworks.net ◦ Books and White papers