1. The SEM Planning Process for Humboldt State University
December 11, 2017
Tom Green, Ph.D.
Lisa Harris, Ph.D.

2. Agenda for today Opening remarks and long-range enrollment targets
The Strategic Enrollment Management (SEM) planning process
We are Here – data and information on HSU
BREAK
Small group activity
Reflecting on the data and information
Broad discussion of enrollment mix and goals

3. Broad Enrollment Targets/Parameters
Humboldt State needs a stable, predictable enrollment
Enrollment stability should drive the budgeting process
Enrollment number must be data-driven and based on capacity
Are we meeting students “where they are”?
Importance of retention and recruitment
The CSU System has an enrollment target for HSU:
7603 California resident FTES
HSU is below the CSU enrollment target
Annualized, meaning fall and spring terms together
CSU Graduation Initiative 2025
Four-year UG change is moving from 14% to 30%
Six-year UG change is moving from 46% to 56%

4. 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

5. SEM Organizational Framework
Executive Team
Institutional strategic plan, approval and champions of strategic enrollment goals and initiatives
SEM Steering Committee
Long-term enrollment goals, securing the approval of strategies through appropriate institutional channels, communication with Executive Team
Recruitment Council
Develop 3-4 strategic goals for new student recruitment; review and approve sub-committee action plans; recommend to SEM Steering Committee
Retention Council
Develop 3-4 strategic goals for retention and graduation; review and approve sub-committee action plans; recommend to SEM Steering Committee
3-4 Sub-Committees
Action plans, time lines and metrics for each strategic goal
3-4 Sub-Committees
Action plans, time lines and metrics for each strategic goal
Data Team
Environment scanning, student enrollment behavior research, enrollment models, provide data to councils as needed
Green/Bontrager

6. Additional requests, clarifying questions Mid-course adjustments
SEM Process Framework
New or revised goals
Data gathering and assessment:
Internal culture/ environment, student enrollment
behaviors and scan of external environment
Process steps
Performed by
Smaller group of staff and faculty
adept at economics and data use
Use data results to establish
focused goals each for recruitment, retention,
service, etc., and enrollment projection models
Goals recommended by SEM Recruitment
and Retention Councils; models developed
by Data Team
Approve strategic goals and enrollment projection models
Executive Team
SEM Steering Committee
Develop action steps, accountability, and metrics
SEM councils and sub-committees
Implement action steps
Appropriate staff and
faculty departments
Monitor progress,
Report results to campus and executive leadership
Chief Enrollment Officer
Additional requests, clarifying questions
to goals
Changes
Mid-course adjustments
Align institutional strategic plan with
broad enrollment targets and desired mix of students
Executive Team
Green/Bontrager

7. Consultant and University roles
AACRAO Consulting
Coach the institution and SEM teams through the process
Offer advice and feedback on institution plans, drafts, presentations, etc.
Provide guidance on best/leading practices that may apply to HSU’s specific needs and goals
Help keep the project on track
Humboldt State
Take ownership of the process and the plan
Ensure representation on SEM Teams
Ensure appropriate venues/mechanisms for campus input

8. Team roles Steering Recruitment and Retention teams
Articulate SEM planning with institutional mission, vision, budget and strategic plan(s)
Keep the planning process on schedule
Foster communication among all teams
Recruitment and Retention teams
Develop goals – strategies – tactics
Recommend at each level/stage to the Steering Committee for review and approval
Revise as needed before moving to the next level/stage of the planning process
Develop sub-committees if needed to develop strategies and tactics

9. Team roles
Data team
Develop necessary background data and information to form a clear, concise and accurate picture of Humboldt State’s enrollment history, current environment and future opportunities and challenges in meeting SEM targets
Provide ongoing information to planning teams, as needed, to clarify information or environmental conditions for enrollment
Develop enrollment models and resulting scenarios that test possible enrollment goals
Review suggested measurements and data sources to ensure that they exist and that reporting structures are in place to evaluate the plan’s results over time

10. Data Collection and Preparation, September – October 2017
Create the HSU Data Team
Gather external environmental scan information
Review internal enrollment behavior data and analyses
Set macro enrollment targets
Determine SEM team composition

11. Kick-off and Goal Setting: December 2017 – January 2018
Data team presents background information on internal and external environments for enrollment.
SEM teams are charged.
Set goals:
About three focused goals for recruitment/marketing
About three focused goals for retention/success/completion

12. Strategies and Tactics: February – March 2018
Develop strategies that support the recruitment and retention goals:
Major investments and initiatives required to “move the needle” on enrollment.
Following the approval of strategies, developed tactical work plans that support the strategies:
Assign accountability for oversight and completion.
Set a timeline for milestones and completion.
Determine the metrics that will be used to gauge the success of the work plan.
Develop reports and reporting structure.

13. Presentation of SEM Plan – April 2018
SEM teams present goals, strategies to the HSU community
Brief version of the plan is made available to faculty and staff:
Because it is a competitive “playbook” for enrollment, it is uncommon for most institutions to place a detailed plan online or in a place where it may be shared with others.
Pivot/transition to implementation and monitoring.

14. Three levels of SEM plan details
Goals
The large targets set for enrollment
Specific to a segment of the enrollment mix
Strategies
The major ways in which the institution will focus its energy and resources to achieve long-term results
Tactics
The details of who, what, when and how the work will be done
Assures that each aspect of the plan has accountability

15. Break Time

16. Group work
Reflect upon the data and information that was shared with you
Identify two or three areas that were remarkable and why
What is the right mix of students for Humboldt State?
First-time/freshmen
Lower-division transfers
Upper-division transfers
Graduate
International
Others?
Are there any enrollment goals that you can identify at this time?

17. SEM Team Slides
Tuesday, December 11, 2017

18. Logistical topics Co-chairs for each team Check-in with Lisa Harris
AACRAO recommends a faculty member and an administrator/staff member serve as co-chairs for each team
Check-in with Lisa Harris
Start with a conference call with co-chairs every two weeks
Can reduce frequency if progress toward milestones is ahead of schedule
Communication
Internal with each team
Notes and task list from each meeting
Within HSU
Town Hall meetings, website and notices on progress

19. Team roles Steering Recruitment and Retention teams
Articulate SEM planning with institutional mission, vision, budget and strategic plan(s)
Keep the planning process on schedule
Foster communication among all teams
Recruitment and Retention teams
Develop goals – strategies – tactics
Recommend at each level/stage to the Steering Committee for review and approval
Revise as needed before moving to the next level/stage of the planning process
Develop sub-committees if needed to develop strategies and tactics

20. Team roles
Data team
Develop necessary background data and information to form a clear, concise and accurate picture of Humboldt State’s enrollment history, current environment and future opportunities and challenges in meeting SEM targets
Provide ongoing information to planning teams, as needed, to clarify information or environmental conditions for enrollment
Develop enrollment models and resulting scenarios that test possible enrollment goals
Review suggested measurements and data sources to ensure that they exist and that reporting structures are in place to evaluate the plan’s results over time

21. Three levels of SEM plan details
Goals
The large targets set for enrollment
Specific to a segment of the enrollment mix
Strategies
The major ways in which the institution will focus its energy and resources to achieve long-term results
Tactics
The details of who, what, when and how the work will be done
Assures that each aspect of the plan has accountability

22. SEM Goals Focused to 2-3 each for recruitment and retention
Identify the enrollment cohort/segment
State the current/starting point for the enrollment segment
State the desired end state for the enrollment segment
Define the time frame in which the gap between current and future states will be closed/met

23. Goal examples
Increase the number of new first-time freshmen from 1000 in fall to 1200 in fall 2022.
Increase the enrollment of students enrolled in on-campus graduate programs from 1000 in fall 2012 to 1300 in fall 2017.
Increase the retention rate of new transfer students from 71% in fall 2017 (for those who entered in fall 2016) to 76% in fall (for those who entered in fall 2021).
Increase the six-year graduation rate of first-time freshmen from 46% in 2017 (for the fall 2011 cohort) to 49% in 2022 (for the fall cohort).

24. Strategies
The major ways in which the University will organize its time and resources to achieve enrollment goals.
These support the enrollment goal by adding more specific detail to the plan.
Example: Develop a marketing campaign in the Wabash Valley region targeted to potential graduate students in education, business, public affairs and nursing.
Example: Intensify recruiting efforts to underrepresented populations and growing populations.
Example: Focus of academic advising shifted from course selection and approval to developmental advising.

25. Tactics The “devil is in the details” of planning. Must include:
The person responsible for the execution of the work.
This does not mean that this person works alone but rather that she/he is the one to assure that the work is progressing, as planned.
A definition of what will be done.
Expected outcomes.
A time line of when the work will be done:
This likely includes several steps along the way.
How progress and outcomes will be reported.
To whom progress and outcomes will be reported.
Where the data for the measurement resides.
Resources required (new or redirected).

26. Frequently asked questions
How often should the teams meet?
How should we communicate with each other and with the steering committee?
What is the role of sub-committees and how have other universities used them?
What will be done with the plan when it is finished?
Will we have a role in the plan’s implementation and monitoring, after the plan is written?

27. Data Collection and Preparation, September – October 2017
Create the HSU Data Team
Gather external environmental scan information
Review internal enrollment behavior data and analyses
Set macro enrollment targets
Determine SEM team composition

28. Kick-off and Goal Setting: December 2017 – January 2018
Data team presents background information on internal and external environments for enrollment.
SEM teams are charged.
Set goals:
About three focused goals for recruitment/marketing
About three focused goals for retention/success/completion

29. Strategies and Tactics: February – March 2018
Develop strategies that support the recruitment and retention goals:
Major investments and initiatives required to “move the needle” on enrollment.
Following the approval of strategies, developed tactical work plans that support the strategies:
Assign accountability for oversight and completion.
Set a timeline for milestones and completion.
Determine the metrics that will be used to gauge the success of the work plan.
Develop reports and reporting structure.

30. Presentation of SEM Plan – April 2018
SEM teams present goals, strategies to the HSU community
Brief version of the plan is made available to faculty and staff:
Because it is a competitive “playbook” for enrollment, it is uncommon for most institutions to place a detailed plan online or in a place where it may be shared with others.
Pivot/transition to implementation and monitoring.

31. Associate Executive Director
Thank you!
Tom Green, Ph.D.
Associate Executive Director
Consulting and SEM
Lisa Harris
AACRAO Consultant
consulting.aacrao.org