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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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?

9. 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

10. 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

11. 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 to 300 by
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.

12. 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 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.

13. 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.

14. 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.

15. 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

16. 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

17. 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

18. Questions and Discussion

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