Transfer Students as an Integral Part of SEM Planning Tom Green and Michele Sandlin AACRAO Technology – Transfer Conference July 2017

Session overview A brief overview of SEM Core Concepts Transfer student approaches to SEM: Similarities to other undergraduates Unique differences Some examples of transfer goals, strategies and tactics Transfer partnerships Questions and discussion

What is Strategic Enrollment Management (SEM)? Strategic enrollment management is a concept and process that enables the fulfillment of institutional mission and students’ educational goals. Bontrager

The Purposes of SEM are Achieved by… Establishing clear goals for the number and types of students needed to fulfill the institutional mission Promoting students’ academic success by improving access, transition, persistence, and graduation Promoting institutional success by enabling effective strategic and financial planning Creating a data-rich environment to inform decisions and evaluate strategies Bontrager

The Purposes of SEM are Achieved by… Improving process, organizational and financial efficiency and outcomes Strengthening communications and marketing with internal and external stakeholders Increasing collaboration among departments across the campus to support the enrollment program Bontrager

SEM Planning Framework Tactics Strategies Enrollment Infrastructure Strategic Enrollment Goals Data Collection and Analysis Key Enrollment Indicators Institutional Strategic Plan Sustainable Enrollment Outcomes Bontrager/Green

Transfer SEM: similarities Financing higher education is a major concern Discounting/merit aid can be used to incentivize enrollment of high-achieving transfers Need-based aid can be effective in helping students start and complete a degree program Require onboarding to be successful: This is often ignored in transfer retention planning Highly concerned with outcomes of students in similar programs at your institution

Transfer SEM: differences The use of earned credit has widespread impact on enrollment decisions: Speed to degree Cost to obtain a degree Access to courses in the intended major Others? Degree quality can have many facets that oppose each other: Desirable for most students as it relates to the use and prestige of the degree May be subsumed by the need to get a degree quickly May scare off some students who are balancing life, work and community commitments Engage the audience in the discussion of differences – what do they see?

Key questions about your transfer students Do you know and can you articulate: Who are the transfer and transfer-bound students on your campus? What supports are available to these students? What academic programs have the highest concentrations of transfer students? What institutions are your primary transfer senders or receivers? How do your institutions policies impact these students? Source: John N. Gardner Institute for Excellence in Undergraduate Education, Foundations of Excellence Action Plan Process

Key questions about your transfer students Do you know and can you articulate: Who advocates for transfer or transfer-bound students on your campus? What do your faculty and staff know about transfer and transfer students on your campus? Where do students go for information about transfer? Source: John N. Gardner Institute for Excellence in Undergraduate Education, Foundations of Excellence Action Plan Process

Sample SEM Goals Increase the number of entering undergraduate transfer students from 300 in fall 2016 to 500 by fall 2021. Increase the number of entering undergraduate transfer students from our top 10 partner community colleges from 150 in 2016- 2017 to 300 by 2021-2022. Raise the one-year retention rate of entering undergraduate transfers from 78% for the fall 2015 entering cohort to 84% for the fall 2020 entering cohort. Improve the continuation rate of entering undergraduate spring (winter) transfers from 80% from spring 2016-fall 2016 to 85% by spring 2021-fall 2021.

Sample SEM strategies Implement a marketing campaign targeting transfer students coming from the top 10 partner community colleges. Develop a merit scholarship program that targets transfer students who have 3.5 + transfer GPA’s. Analyze and optimize transfer need-based aid to support entering and continuing transfer students. Develop a new orientation program for mature learners that includes any first-time and transfer undergraduates. Develop and implement a transfer advising training program for faculty.

Sample SEM tactics Make two visits per term at the top 10 partner community colleges. Implement training on unofficial transfer credit evaluations for all admissions staff who recruit at community colleges. Publish transfer credit equivalencies on the transfer admissions web page. Include ability to perform “what if” scenarios Send a transfer equivalency report with the letter of admission. Implement a satisfaction survey for transfer orientation sessions; use the results to improve content and format.

Transfer partnerships More than articulation agreements Must be easily accessible online Initiated by agreements between chief executives of each institution Led by academic affairs Focus on communication and discussion between departmental faculty at each institution Staffed by admissions Often start with colleges and programs that are the best fit between institutions.

Transfer partnership outcomes Streamlined pathways that start at the two-year institution and end at the four-year institution in the shortest possible time and with the least possible credits. Reverse transfer as a positive outcome for the two-year institution with increased flexibility for students in choosing the best time to transfer. NSC Session on streamlining reverse transfer, #6885 Joint advising: Joint adviser training on pathways and courses that meet degree requirements as well as pre-requisites Can benefit two-year institution’s advising loads Can be performed by trained admissions staff

Transfer partnership outcomes Joint marketing: Greater reach to prospective transfers by four-year institution Often beyond the budget of two-year institutions Focused on the clearest, fastest path to a baccalaureate degree Tailored to the individual institution’s students Co-branded Increased enrollment at both institutions: Pipeline gets bigger Referrals to two-year institution for preparation or when costs are prohibitive at the four-year More flexibility in general education course offerings/schedules

Transfer centers Focused on visibility, access and enrollment Could be at either or both institutions Embedded four-year staff at two-year institutions Embedded staff from either/both at military bases and/or employers Marketing agreements: Website Program/curriculum pathway plans/sheets Branding

Questions and Discussion

Thank you and please complete your evaluations! Tom Green, Ph.D. Associate Executive Director Consulting and SEM Tom.Green@aacrao.org Michele Sandlin, M.S. Managing Consultant AACRAO Consulting SandlinM@aacrao.org