Enrollment Management A Tale of Two Community Colleges

Enrollment Management: A Tale of Two Community Colleges Sedgwick Harris – Vice President of Student Services Kishwaukee College

Introduction § This session will share two enrollment management models. These two Illinois Community Colleges have very different services populations as one is Rural and the other is semi-urban. The major similarity between the two institutions was that this was their first ever attempt to develop a Enrollment Management Plan. The approaches are different but, very likeminded in the overall development of their blueprints. Based on the feedback received their individual plans have shown some

SEM is Not… §More students for the sake of more students. §Just about recruitment of new students. §Just a student services function. §A single person’s, department’s or division’s job.

What is SEM? § “Enrollment management is a comprehensive and coordinated process that enables a college to identify enrollment goals that are aligned with its multiple missions, its strategic plan, its environment, and its resources, and to reach those goals through the effective integration of administrative processes, student services, curriculum planning, and market analysis. ” - Christine Kerlin 2008

Enrollment Management @ Lincoln Land Community College Springfield, IL

The Task §Charge from Shared Governance Task Force § Facilitate college-wide plan for strategic enrollment management for the purpose of optimizing student enrollment and retention in all LLCC programs. § Deliverables - May 2012 § A strategic plan (1 -5 years) ready for implementation by the College that includes a mission, vision and college-wide goals for enrollment, recruitment and retention. § A proposal for college-wide advisory of the plan at the college.

Taskforce Members § Lesley Frederick – Vice President, Student Services § Lynn Whalen – Executive Director, Public Relations & Marketing § Judy Jozaitis – Vice President, Workforce Development & Community Education § Wendy Howerter – Dean, District Learning Resources § Tyra Taylor – Associate Vice President, Enrollment Services § Mac Warren – Assistant Director, Recruitment & Response § Iva Bergeron – Assistant to the President, Planning and Institutional Improvement § Chris Barry – Director of Retention & Student Success

Theoretical Framework

Enrollment Management @ LLCC Pre-Enrollment Retention/Goal Attainment Capacity Building Enrollment Management

Purpose of EM at LLCC §Rather than having a separate mission and vision for the Enrollment Management Plan, the EM Plan will support the mission and vision of the college. §The LLCC Enrollment Management Plan ties directly into the college goals, especially Student Access and Success and Operational Efficiency.

The Plan Post-Secondary Transition § Improve transition through the initial enrollment funnel (e. g. applicant to enrolled) § Create process map for recruitment through initial enrollment (where does placement testing preparation and career development/exploration fit? ) § Identify where students are falling through the cracks § Establish mechanisms to increase number of students who successfully complete entry/enrollment process § Improve/increase transition of GED/ESL/WF students and alumni into other college programs § Review current transition rates § Establish baseline data for transition

The Plan - continued Persistence/Progression § Improve retention/success/persistence of students taking nontraditional format classes (e. g. online, o/e, hybrid, etc. ). § Establish baseline retention, persistence, and academic performance measures § Develop an improved process for identifying, tracking, and supporting developmental education students in the Academic Progress process § Review retention/success/persistence of students receiving financial aid, especially students of color. § Determine baseline data regarding retention/success/persistence of students receiving financial aid § Identify action steps to improve retention/success/persistence of students receiving financial aid § Improve process for re-recruiting non-admitted selective admission program students. § Create process map to determine current process § Redefine re-recruitment process

The Plan - continued Introduction to College § Improve the process for student major/degree selection § Create a process map for current processes § Redefine major selection process § Reduce number of students being dropped for nonpayment § Determine baseline data regarding drop for nonpayment students § Identify action steps to reduce number of students dropped for non-payment § Optimize space utilization to maximize course and program offerings

The Plan - continued Institutional Support § Improve data systems and reporting § Maximize use of Colleague § Improve access to and use of data to inform and support decision making regarding items listed above § Review space utilization across LLCC District § Determine baseline space utilization § Optimize space utilization to maximize course and program offerings § Develop a process to determine enrollment projections. § Review existing processes impacting credit hour and headcount estimates

Where Do We Go Next? § The EM Taskforce will continue to serve as a taskforce for the next 1 -2 years to pilot the process for implementing this plan. Once the pilot process has been completed, recommendations for “institutionalizing” the EM process will be provided. § Enrollment Management Plan will be shared college-wide § Information regarding the EM Plan will be available for sharing at college-wide functions such as Convocation, Institutional Improvement Day, Professional Development Day, and other

Enrollment Management @ Kaskaskia College Centralia, IL

What is an Enrollment Plan? §Unambiguous goals §Strategies §Action Plans §New student enrollments

What is the Purpose? §Gain control over enrollments §Set goals §Improve marketing §Create recruitment strategies §Minimize failure

Excellent Ways to Fail 1. Do an equally good job at everything. 2. Do an excellent job at the wrong things.

Benefits of an Enrollment Plan § Assesses current marketing and recruitment strategies § Recognizes strengths, weaknesses, opportunities, and threats (SWOT) § Supports institutional goals and priorities § Unifies staff effort § Utilizes resources effectively § Demonstrates need for additional resources § Assigns responsibility and accountability § Provides a roadmap for future

Annual Recruitment Planning vs. Strategic Enrollment Planning

Annual Recruitment Plan

Strategic Enrollment Plan

Enrollment Planning Process

Steps of Enrollment Planning § Preparation § Situation analysis and assessment § Goal identification § Action and support plan development § Plan evaluation and modification

Step 1: Preparation § Form an enrollment working group § Confirm support from the top § Secure institutional by-in § Review historical funnels § Collect data, and more data!

Step 2: Situation Analysis § Driving Forces (Strengths and Opportunities) § Restraining Forces (Weaknesses and Threats) § Competition § Enrollment History § New Student Enrollment History § Demographic Trends § Market Research

Step 3: Setting Goals § Determine market segments § Keep goals simple and concise § Do not set goals unrealistically high § Use historical data and external environment § Internal budget goal vs. external recruitment goal

Step 4: Action Plans § Each strategy must be supported by one or more specific activity. § Activities taken in total comprise the action plan. § New activities require additional resources.

Step 5: Evaluation and Modifications § By event and activity § Track everything! § Adjust during the year § Plan for upcoming year § Share accomplishments!

Enrollment Management Forecast Model Kaskaskia Community College

Projections vs. Goals • Projections are anticipated results based on past performance. • Goals are aspirations for improvement. • The model that was developed will be projecting future enrollments in both credit hours and heads by term.

How the model was developed • We looked at headcount and credit hour enrollments by term for the past 5 fiscal years. § We determined: § A. The average number of NEW students added in that term. § B. For Fall and Spring, the average persistence rate from the prior Spring or Fall term respectively and, for Summer, the average persistence rate from the prior Summer. § C. The average credit hour load per student in each term.

The variables • Our model thus considers three variables: § 1. Recruitment § This is captured in A – the average number of new students by term. § 2. Persistence § This is captured in B – the average persistence rate by term. § 3. Student load § This is captured in C – the average student load by term.

The Formula • Our headcount projections were calculated by the following formula: § Headcount enrollment from prior term * B + A = Headcount projection for term § Headcount projection for term * C § A = The average number of NEW students added in that term. § B = For Fall and Spring, the average persistence rate from the prior Spring or Fall term respectively and, for Summer, the average persistence rate from the prior Summer. § C = The average credit hour load per student in each term.

From Projections to Goals • This model is assisting us in identify areas of focus for meeting our enrollment goals. • Once and enrollment goal is established, we can determine what changes to persistence and recruitment are necessary to meet those goals.

From Projections to Goals • For example, if we were to set a goal of reaching the credit hour enrollment of summer 2010, fall 2009, and spring 2010 (our largest enrollment of each) in FY 14, we can see that any of the following would allow us to meet those goals: § Persistence Only Recruitment Only Combo Summer 5% increase 130 head increase 2. 5% and 65 heads Fall 3% increase 200 head increase 1. 5% and 100 heads Spring 5% increase 300 head increase 2. 5% and 150 heads

A simple ratio • Quite simply, our goal is a four-letter word: GROW! • There is a simple ratio that expresses what we need to monitor to make sure that we grow our enrollments: Students gained each year Students lost each year • If this ratio is greater than one, we will grow. • If this ratio is less than one, we will decline.

Our Task • We must figure out how to keep the number of new students greater than the number of students lost through attrition and completion from year to year. • How do we do this?

Enrollment Management Team Accomplishments § Improved communication with current students not yet registered for the following semester § Improved follow up with “stop – out” students § Improved registration tracking process § Improved printed class finder format § Initiated Financial Aid Checkup events § Improved tracking and analysis of class drops and withdrawals § Improved communication between departments

Red, Yellow, GREEN

Enrollment Tracking Report

Contact information and Special Thanks Sedgwick Harris Vice President of Student Services Kishwaukee College Sedgwick. harris@kishwaukeecollege. edu Lesley Frederick Vice President of Student Services Lincoln Land Community College Dr. Denise Derrick Director of Student Success Kaskaskia College Lincoln Land CC Enrollment Management Team Kaskaskia College Enrollment Management Committee Kishwaukee College Enrollment Management Team