STRATEGIC ENROLLMENT MANAGEMENT LONG-TERM PLAN

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1 STRATEGIC ENROLLMENT MANAGEMENT LONG-TERM PLAN Long-term strategic enrollment planning is performed infrequently and focuses on fundamental decisions and actions that shape the long-range nature and direction of CSUH. The purpose of the long-term plan is less detailed, broader in scope and purpose than the annual plan. This plan should be driven by CSUH s strategic plan but in absence of such a document, the plan uses the results of the last WASC Accreditation Review recommendations and the modified recommendations of the University Goals II Committee. This plan incorporates longer-term strategies to achieve the long-term enrollment goals of Cal State Hayward. Typically, this plan relies heavily on market research, more complex decision-making process, attention to organizational change strategies and a longer lead time with more patience for success ACADEMIC YEAR September 29, 2004 Goals Influence the decision to apply and enroll among specifically identified and targeted groups through marketing communication and relationship management. Strategy Implement a state-of-the-art recruitment program to identify and influence decision to inquire, apply, and enroll. Outcomes Increase Applications and Yield Strategy Hire a consultant to analyze and collect additional data if necessary Conduct a campus-wide survey of CSUH s enrollment-related strategies and practices Evaluate key performance indicators to identify goals and measure successes Outcomes An assessment of the Strategic Enrollment Management Plan Existing data analyzed Gather additional data if needed 1

2 STRATEGIC ENROLLMENT MANAGEMENT ANNUAL PLAN Annual strategic enrollment planning is concerned with the here and now. The primary focus of this planning is to correct deficiencies in tactical enrollment fundamentals to achieve short-term enrollment success. This planning is concerned with doing things right, as opposed to longerterm strategies that are concerned with doing things the right way. The SEM Implementation Group in advance of each academic year creates annual action plans. The following action plan articulates the comprehensive efforts to be undertaken in by the six SEM workgroups: Research, Integrated Marketing, Enrollment Services, Retention and Student Experience, Contra Costa Initiative, and Community College Partnership. The items presented in this document are new initiatives, rather than maintenance items that regularly fall within the scope of our work and are sustained year-to-year. These items either directly or indirectly affect new student recruitment, current student retention, and/or enhanced affinity for the institution by students and alumni ACADEMIC YEAR September 29, 2004 RESEARCH COMPONENT Conduct an on-site analysis and consultation to help CSUH strengthen student recruitment and retention. The target population for this effort will be students who historically have been least recruited and retained. INTEGRATED MARKETING COMPONENT TBD Pending approval of Integrated Marketing and Brand Advancement Component Proposal CONTRA COSTA CAMPUS INITIATIVE Complete process of adding a letter from the CCC dean to the communications flow of prospective students who come from identified zip codes and/or who request CCC information. Review applicant, accepted applicant, and enrolled data by institution to aid in setting goals by institution and plan recruitment travel. Host on-site breakfast program for transfer counselors from County community colleges. Host a CCC-based Discover & Explore event for prospective students. Complete telephone calls to prospective students who were admitted from Contra Costa County. 2

3 COMMUNITY COLLEGE PARTNERSHIP COMPONENT Conduct 6 faculty to faculty meetings with selected community colleges (2 per quarter) Conduct 3 CSUH Days on high feeder community colleges in coordination with faculty to faculty meetings and Enrollment Services recruitment (1 per quarter) Hold 2 discipline specific meetings and/or consultations in coordination with the relevant colleges/departments. Conduct a meeting with Solano/Napa Community College representatives (at the Concord Campus) Involvement of Leadership from the Contra Costa Community College District in Strategic Planning for the Concord Campus Implement a MOU Agreement for Joint Transfer Advisor with Peralta Community College District MOU Agreement for Joint Transfer Advisor with the Contra Costa County Community College District Participation in the CSU Common Core (45/15) Project including examination of our lower division requirements Pilot E-TAG Project with Foothill DeAnza Community College District Examine our current transfer student service level Online Orientation for Transfer Students Explore PACE Liberal Studies Program with Cañada College in Redwood City Explore PACE Business Program with Diablo Valley College s San Ramon Campus Continue development of a Fast Track (Blended) Teacher Preparation Program with the Contra Costa Community College District on Our Concord Campus Explore Offering Courses and a Certificate for CSUH Students Who Want to Become Community College Faculty Inform Community College Faculty and Staff of Opportunities to Attend CSUH Center for Faculty Development Workshops Develop a formal 2+2 program between the Hayward and Concord campuses to market to Contra Costa Country prospective students 3

4 ENROLLMENT SERVICES COMPONENT Correct over-write problem in EMAS caused by updates from SAIL to preserve important contact and activity data for prospects Develop more fillable PDF forms for posting on the website to aid students in completing forms and to streamline imaging Set annual goals for international student recruitment to recognize and plan for international student population in enrollment management Focus greater attention on emerging markets (Central Valley, Southern California, and Peninsula ) whose students are largely unfamiliar with Cal State Hayward Continue to review organizational structure & work-flow of ES functional areas to ensure that efficiency and effectiveness can be maximized, and that structure and flow are aligned with departmental student service goals. Develop ways to enhance communication between ES and athletic coaches to maximize the impact of improved coordination and a team approach to recruitment Develop and implement etag with Foothill-DeAnza Community College District to automate and enhance the effectiveness of the current paper-based TAG program Enhance quality and impact of campus tour experience through training and improved talking points in recognition of the importance of on-campus experiences by prospective students and their families Investigate using graduate students as counseling interns for outreach to gain qualified, knowledgeable, and low-cost intern assistance in ES Form a Student Advisory Committee for Enrollment Services as an additional way to learn about student expectations and gain student input on ES services Enhance efforts and incentives to get prospective students on campus in recognition that on-campus experiences are the top motivator to apply and/or commit to a university Investigate implementing mandatory orientation for transfer students to expand the benefits of required advising to all undergraduates Migrate incoming admissions forms and transcripts to STARRSU Singularity Workflow in order to improve the assignment and tracking of work to and within ES teams Investigate either on-campus or on-site breakfast program for counselors from highachieving secondary market high schools Investigate putting a resident window on Blackboard regarding financial aid Revisit OCR process for transcripts Create a Prospective Students Center to enhance the quality of on-campus visits, improve the reception of guests, provide dedicated space for group presentations, and provide dedicated space for viewing of a new CSUH promotional video 4

5 Auto-report receipt of transcripts to SAIL as they are indexed in the IIC to reduce data entry work by ES staff Enable filing for graduation within MyInfo to improve service to students, cut-down on paperwork and data entry, reduce manual scanning of forms, and streamline ES operations Enable faculty to post grades online Redesign financial aid award letters and other forms to blend to the graphic direction of other Enrollment Services communications. Enable an automated Statement of Educational Purpose (SEP) within MyInfo using NellieMae software Deliver financial aid awards for continuing students via Horizon Send accepted applicant reports to community colleges and high schools Develop a formal 2+2 program between the Hayward and Concord campuses to market to Contra Costa Country prospective students Work to increase number of community colleges using Electronic Data Interchange (EDI) to send electronic transcripts, reducing the need to manually image documents Provide online self-service on-demand degree audits to vastly enhance students knowledge of completed and outstanding degree requirements and reduce reliance on ES manual degree checks Design strategy for improving recruitment of least enrolled students RETENTION AND STUDENT EXPERIENCE Implement an Early Alert Program to inform FTF of their academic progress approximately at the mid-point of the quarter. Use Predictive Modeling services to improve FTF retention Begin developing retention initiatives for students least retained 5