Change and Transformation Developing and Implementing Successful Change

Efforts: The Role of Strategic Enrollment Management

Doris M. Ingersoll, Ph.D., Senior Consultant Advisor,

EmasPro

Ronald J. Ingersoll, Ph.D., Senior Consultant Advisor,

EmasPro

Kathryn McFarland., Vice President for Enrollment and Online

Programs, Saint Leo University, Saint Leo, Florida.

Paul Dosal, Ph.D., Vice Provost for Student Success,

University of South Florida, Tampa, Florida.

Kevin Pollock, Ph.D., President, St. Clair County Community

College, Port Huron, Michigan.

In the Future

• We will need to address transformation or complicated

change processes on a regular basis.

• More Changes

• New Agendas

• Enrollment and Student Success as a Core Issue

• A Different Role For SEM

CHANGE IN EDUCATIONAL

DIRECTIONS AND SYSTEMS

Model 1

C

H

A

N

G

E

R

A

T

E 1974 2020 2010 2000 1990 1980

CHANGE IN EDUCATIONAL

DIRECTIONS AND SYSTEMS

Model 2

C

H

A

N

G

E

R

A

T

E 1974 2020 2010 2000 1990 1980

The Internet

New Learning Modules

Khan Academy

Distance Education

Hybrid Courses

BYOD/Smartphone Integration

MOOC (Massive Open Online

Courses)

Service Based Learning

Growth of Home Schooling

Flipped Classroom

Project Based Learning

ITunes U

TED

IPOD

MITx/EdX (Harvard/MIT)

Cell Phones

Social Media Integration

Laptop Programs

MIT Open Courseware

Apple Textbook Initiative

Teach for America

Charter Schools

Gender Specific Classes

Race to the Top

Common Core Adoption

Media treatment

For-Profit Sector

Change in Federal Budget

Support

Changes in State Budget

Support

Student Success

Focus

Accreditation

Accountability

Coursera

Udacity

Expectations

Economy

Media

External Forces

Internal Forces

Technology use

Libraries: on the shelf to online

Teaching: Lectures to activities

Staff: More complication with fewer people

New Cultures

Faculty: Full Time/Adjuncts

Use of Data

More Programs

Shorter Length

Core/ specialties

Culture

Budget

AACRAO – SEM XXII November 5, 2012

Orlando, FL

Kathryn McFarland

Vice President

Enrollment and Online Programs

Saint Leo University

Saint Leo, Florida

One Transformational Change

• In February of 2011, Saint Leo University brought all

enrollment and marketing services for its undergraduate

and graduate online programs in-house.

The project required • Locating and

building out 10,000 sq. ft. of office space

• Installing telephony and data support systems

• Investing in a new Student Relationship Management system

Most importantly . . .

•Hiring and training:

• academic advisors

• enrollment counselors

• quality assurance specialists

• marketing specialists

• managers

Institutional Culture

• What is the power structure?

• Is the school open or closed to new ideas?

• How is information shared and used?

• How do people communicate?

Source: Strategic Enrollment Management: Transforming Higher Education

(2012)

Saint Leo University’s Culture

• Strong Leadership

• History of

innovation

• Culture of execution

• Focus on data

• Traditional methods

of communication

Critical to Success

•Presence of a Change Driver

•Data to Support the Change

•Project Plan

•Stakeholder Commitment

The Source of Change

• Drivers of Change

• New

• Threats

• Leadership

• Opportunities

• One or two small changes may drive great change

Using Data to Define the Problem

• Possible “problem” areas:

• Declining inquiries

• Declining yield rates

• Increasing marketing expense

• Declining first-year retention rates

• Declining graduation rates

Plan Development

• Build a project team • Technology

• Human Resources

• Academics

• Institutional Research

• Support Services

• Facilities

• Legal

• Set Accountability • Start date, end date, owner for each step

Insourcing Plan • Insourcing Team

• 10 Members

• Insourcing Project

Plan

• 19 Pages

• 37 Steps

• 149 Milestones

Stakeholder Commitment

• Leadership Buy-in

• Build a solid case

• Share identified opportunity/problem early in the process

• Peer Buy-in

• Benefits

• Resources needed

• Staff Buy-in

• What will change?

• What are the opportunities

Challenges

• Resources

• Technology, Facilities,

Human Resources

• Other Important Priorities

• Distance

• Risks

• Transition time

• New processes

• The unknown

Insourcing – Keys to Success

• Institutional Culture

• Support of President

• Support of Peers

• Support of Staff

Paul Dosal, PhD

Vice Provost for Student Success

Office of the Provost and Executive Vice

President of Academic Affairs

AACRAO SEM Conference

November 4 – 7, 2012

University of South Florida

• Enrollment

• Research Profile

• History

University of South Florida

USF Strategic

Plan

Student Success

AAU Aspirations

University of South Florida

Student Success

Task Force

2009-2010

University of South Florida

Fundamental

Reforms

University of South Florida

Communication strategy designed to change institutional

culture

Internal constituency

External constituency

Infographic

Information from

The College Student

Experiences Questionnaire

Assessment Summer 2012

Future Communication Strategy

CHANGE AT THE

COMMUNITY COLLEGE St. Clair County Community College

Port Huron, Michigan

Kevin Pollock, Ph.D., President

Community College Issues:

• Accountability questions

• Data Driven Agenda

• Facilitating Change

• Keeping the Focus on

Students

How do you connect:

• Response to outside “drivers” (federal, state, community);

• Internal “drivers” (staff, students, faculty);

• Institutional change and its challenges;

• Accountability issues;

• Our role in retention and student success;

St. Clair County Community College

• Achieving the Dream

• Focus on Developmental

Education

• Keeping the students in

the forefront

• Utilizing data without using

a hammer

• A Collegial Approach

• National Organization of Community College

Memberships with a focus on increasing student success,

especially students of color and low-income students

• Joining provided us with a process for defining and

reporting data related to student success and supports

the implementation of activities aimed at narrowing the

learning gaps of our students

Achieving the Dream

• Submitted application: March, 2010

• Attended National Kickoff Event: June, 2010

• Planning year: 2010/2011

• Implementation proposal submitted: May, 2011

• Implementation of Interventions began: Fall 2011

SC4 and Achieving the Dream

We began:

• Courageous

Conversations

• Working with Faculty

• Learning to work with data

• Making ATD a CAMPUS

project

• An honest review of what

we do and why we do it

St. Clair County Community College September 14, 2012

FALL SEMESTER CAMPUS UPDATE

Achieving the Dream

• Applied to become a Leader College • Additional Focus for 2012/13: Equity • Coaches visiting twice a year to monitor and provide support • Interventions Continue

• New student orientation • Developmental reading/English support for students • Math Center • Math Study Skills course • Mentoring program

Roles

• What roles could

change?

• What affect does this

have on staff?

• What did we do about

it?

Getting People on Board

• Why would we want to change? • Financial situation

• Reorganization

• Expansion

• New opportunities

• New challenges

• Better service to students?

• We are being forced to do it.

What are the advantages for change?

• For students

• For the college

• For the staff

• How can you cut

through the red tape?

St. Clair County Community College September 9, 2011

FALL SEMESTER CAMPUS UPDATE

Progress is a nice word. But change is its motivator. And change has its enemies.

~Robert Kennedy

• “…It does not take genius.

• It takes diligence.

• It takes moral clarity.

• It takes ingenuity.

• And above all, it takes a willingness to try.”

• Atul Gawande, Better: A Surgeon’s Note on Performance

“Better is Possible…”

Change is good…

You go first!

A Simple Motto:

• “Do the right thing

for the right

reason and when

in doubt, lean

toward the

student”

The Role for SEM: Leaders

• Provide Data

• Leadership

• Facilitation

• Management

• Participant

• Address Culture

• Conflict Management

• Foster Collaboration

New Skills and Knowledge

Process

Students

Cost

Staff Development

Education

Attitude

Positive

Energetic

Opportunity Oriented

Progressive

Learner

Engaged

Open Question Period---