SEM to SAEM: Achieving Optimal Growth and Academic Quality

SEM to SAEM: Achieving Optimal Growth and Academic Quality Central State University 16 th Annual Strategic Enrollment Management Conference AACRAO Phoenix, Arizona November 14, 2006

Presenters Colette Burnette, Vice President for Information Technology and Chief Information Officer, Central State University Dwayne Daniel, President of University Senate, CSU Terrence Glass, Interim Provost and Vice President for Academic Affairs, CSU Gregory Stewart, Vice President for Enrollment Management and Student Affairs, CSU Carlos Vargas, Provost and Vice President for Academic Affairs, Kutztown University

Background Central State University: A Small Historically Black Public University in Southwest Ohio Fall 2006 enrollment: 1,768 119 years of service Mission and Vision

Background History of funding challenges Crisis of mid-1990s Growth and stability since 1998 Rebuilding of enrollment, faculty, staff Regeneration of facilities infrastructure

SEM Initiative: From Idea to Action Despite recovery, enrollment still below levels needed for efficiency of scale. Simultaneous challenges: To build enrollment further and to strengthen academic quality. SEM to SAEM: Strategic Academic and Enrollment Management

From Idea to Action Leadership of Provost National SEM conferences Campus discussions involving academic and administrative stakeholders Development of White Paper and Two Goals Enroll 3,000 students by 2010 Strengthen the academic quality of the institution Goals complementary, not in conflict Presentations to President s s Cabinet, University Senate, Board of Trustees, and smaller groups of faculty, staff and administrators

From Idea to Action Development of a structure Steering Committee Function Teams Academic Program Enhancement and Growth Recruitment, Enrollment and Marketing Retention Assessment Administrative Support Appointment of consultant: Stan Henderson

From Idea to Action Joint effort of Academic Affairs and Enrollment Management Co-chairs of Steering Committee and Function Teams SAEM Plan Identification of goals, strategies, assessment, and accountability Work in progress - periodic new editions with updates, revisions, assessment data, etc. Reflects evolution of a new and unprecedented (for CSU) planning process Internal and external audiences

Faculty Participation Initial faculty perceptions Faculty efforts in past strategic planning SAEM: The same or different? Establishing credibility Senate participation Role of Senate president and committees Dialogue with Senate Executive Committee SAEM in collective bargaining contract Faculty participation in CSU team at SEM XV (Chicago, 2005) Addressing faculty questions and issues with transparency

Role of Enrollment Management Arrival of new vice president with SEM knowledge and background Development of more specific enrollment goals, strategies and assessments Use of SAEM Plan as the guide to the who, why, what and when of growth Incorporation of new kinds of data

Assessment Assessment Function Team Strengthen assessment of teaching and learning Assess progress of the SAEM initiative itself Key performance indicators (KPIs( KPIs) Goal #1: Enroll 3,000 students by 2010 Yearly targets for new freshmen, transfer students, returning students Gradually increasing retention targets Targets for CSU West (satellite campus in Dayton) Development of new high-demand degree programs

Assessment Key performance indicators (KPIs) Goal #2: Strengthen academic quality of the institution Academic balance in preparation levels of entering classes (high school GPA, ACT, SAT, college prep courses, etc.) Size and quality of the faculty Student success (graduation rates, job placement, graduate and professional school placement, teacher licensure, etc.) Faculty and student presentations at local and national conferences

Assessment Key performance indicators (KPIs) Goal #2: Strengthen academic quality of the institution Expansion of Honors Program Effectiveness of developmental program Expansion of Learning Communities Increase in number of program accreditations Other?

Assessment Sample KPI data Retention rate: currently 49%; goal is 70% Returning rate: currently 64%; goal is 80% Academic profile of entering class: 5% increase in number of enrolled students with GPA of 3.0 and above (Fall 2006) Full-time faculty: 54% increase from 1998 to 2006 (68 to 105) Per cent of graduating class enrolled in graduate school: 7% in 2005 vs. 13% in 2006

Broader Implications Central State University s s role in Ohio higher education community African American participation in Ohio s s public universities Decrease state-wide; increase at CSU Cost of college in Ohio 29% of family income in Ohio vs. national average of 24% Links with planning in a decentralized state system Role in Speed-to-Scale initiative of the Ohio Board of Regents

Lessons from Year 1 Training must go deep into the organization and be recurring Tool to empower people on the ground as well as hold them accountable Need to take full advantage of technology (e.g., for timely intervention) Need to show consistent, measurable results to maintain momentum and credibility

Questions and Discussion