strategic enrollment management 2017-2020

STRATEGIC ENROLLMENT MANAGEMENT 2017-2020 • Pg. 1LSC-CyFair • LSC-Kingwood • LSC-Montgomery • LSC-North Harris • LSC-Tomball • LSC-University Park

STRATEGIC ENROLLMENT MANAGEMENT 2017-2020

A detailed Strategic Enrollment Management Plan with college-wide input. Management of enrollment works best when it is comprehensive and fully integrated into the fabric of the college. The SEM Report represents input from all campuses and departments of Lone Star College. It contains goals that support the implementation of strategies, processes and systems that directly improve the recruitment, retention, persistence and completion of students in credit, non-credit, workforce development and training programs as well as measures to assess progress.

Pg. 2 • STRATEGIC ENROLLMENT MANAGEMENT 2017-2020

Lone Star College Strategic Enrollment Management Council 2017

STRATEGIC ENROLLMENT MANAGEMENT 2017-2020 • Pg. 3


TABLE OF CONTENTS

Chancellor’s Message. . . . . . . . . . . . . . . . . . . . . . . . . 5 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 • Lone Star College • Affordable Access • Commitment to Student Success • Proven Financial Management • Mission, Principles, Goals and Culture

Strategic Enrollment Management (SEM), Defined . . . . 10

Strategic Enrollment Management Council . . . . . . . . . 12

SEM Council Membership and Subcommittees. . . . 12-15 • Charge • Vision • Mission Key Approach, Accountability, and Faculty . . . . . . 15-17

Why SEM? The Rationale for Strategic Enrollment Management . . . . . . . . . . . . . . . . . . . . . . 18 • The Need for SEM — Optimizing Enrollment

SEM Process Overview . . . . . . . . . . . . . . . . . . . . . . . 19

Stage 1: Current State. . . . . . . . . . . . . . . . . . . . . . . . 19 • Institutional Scan. . . . . . . . . . . . . . . . . . . . . . . 20 • Typical Student . . . . . . . . . . . . . . . . . . . . . . . . 21 • SEM SWOT Analysis. . . . . . . . . . . . . . . . . . . . 21

Stage 2: Research . . . . . . . . . . . . . . . . . . . . . . . . . . 22 • Enrollment Trends • Student Success Trends • Occupational Scan • SEM Best Practices • Environmental Scan

Stage 3: Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Stage 4: Planning. . . . . . . . . . . . . . . . . . . . . . . . . . . 27 SEM Plans, LSC’s Strategic Plan, and Annual Cycle of Effectiveness . . . . . . . . . . . . . . . . . . 28 Subcommittee Charge . . . . . . . . . . . . . . . . . . . . . . . 28 Short-Term Fall Boost Strategies . . . . . . . . . . . . . . 29-32 • Metrics Strategic Enrollment Management Goals. . . . . . . . 33-35

SEM Council Strategy Recommendations • Workforce Education and Corporate Partnerships . . . . . . . . . . . . . . . . . . 36 • International, Honors and Engagement Programs. . . . . . . . . . . . . . . . . . . 38 • LSC-Online. . . . . . . . . . . . . . . . . . . . . . . . . . . 40 • Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 • Recruitment, Admissions, Advising . . . . . . . . . . 44 • Financial Aid . . . . . . . . . . . . . . . . . . . . . . . . . 48 • Student Financials . . . . . . . . . . . . . . . . . . . . . . 51 • Enrollment . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 • Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 • High Risk, Underrepresented, Underserved . . . . 57 • Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 • Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 • Rally, Implement, Monitor, Assess • Collective impact on key performance indicators (KPIs) • Dashboards • SEM Website

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64 • Committee Membership • High-impact Long-term Strategies . . . . . . . . . . . 66 • Current Demographics by Campus . . . . . . . . . . 71 • ACE Sample Form. . . . . . . . . . . . . . . . . . . . . . 73


Chancellor’s MessageStrategic Enrollment Management

The Importance

Stephen C. Head, Ph.D. Chancellor

Lone Star College (LSC) is proud to provide comprehensive educational opportunities and programs to enrich lives and transform communities. Through effective strategic enrollment management practices, we will continue to expand access to students enrolling in college and support the achievement of the goals they have set.

Whether those goals include the completion of a certificate, degree, training or development, Lone Star College is committed to student success and helping our graduates enter the workforce better prepared.

I commend the Strategic Enrollment Management Council for its hard work and for the extensive research and planning conducted for this critical project. I believe the council’s efforts will serve as a catalyst to improve our practices in recruiting, admitting, retaining and graduating Lone Star College students.

LSC is a globally recognized college having achieved exceptional levels of success in student learning, student completion, gainful employment, equity and affordability. I look forward to the emerging SEM framework being integrated into LSC’s Annual Cycle of Effectiveness and positively affecting these outcomes over time.

Lone Star College is committed to student success, and our work with strategic enrollment management will support us in the fulfillment of our mission and vision of providing comprehensive educational opportunities and programs to enrich lives and achieve exceptional levels of success.

We cannot solve our problems with the same thinking we used when we created them.

Albert Einstein


Executive SummaryStrategic Enrollment Management

The Council

Alicia B. Harvey-Smith, Ph.D. Executive Vice Chancellor Chair, Strategic Enrollment Management Council

“With SEM and this entire process…it’s clear that Strategic Enrollment Management Planning is complex and integrated. We will need a panoramic perspective and a system-wide view to develop and manage a systemic set of activities designed to attract, recruit, enroll, retain, and graduate students – focusing on not just matriculation, but also successful completion.”

Dr. Darrin Rankin LSC–Kingwood Vice President Student Success

The quote above provides the exact purpose for Lone Star College’s Strategic Enrollment Management Council established February 2017 and empowered by the Chancellor to explore current enrollment patterns, practices and processes from an institution wide perspective across six campuses, eight satellite centers and two university centers.

It was an honor to work with such a talented team of faculty, staff and administrators in the development of the SEM report; I thank them for their time and commitment to this important effort in support of Lone Star College, its current and future students and their success.

In response to increasing competition, student diversity and the desire to improve retention, persistence, completion and student success, it is imperative that colleges direct attention to shaping the student experience. This experience must be intentionally shaped in ways that yield improved outcomes in converting applicants to registrants, reducing the numbers of students stopping out from one semester to the next, and creating processes and procedures that support payment, redesign programs and make services that are more responsive.

The Strategic Enrollment Management plan is a living document expected to be responsive to changes in environmental factors, such as funding, demographic shifts, external influences or unanticipated enrollment fluctuations. The plan will be integrated into Lone Star College’s Annual Cycle of Effectiveness (ACE) to measure its progress toward SEM goals and will take into account both external and internal factors that may impact its success.


Introduction

Lone Star College

Nationally recognized, globally connected, and locally focused Lone Star College is the largest institution of higher education in the Houston, Texas area and one of the fastest-growing community colleges in the nation. Not only great in size, LSC is a key driver and growing contributor to the local and regional economy with an annual economic impact of nearly$3.1 billion.

Students rely on Lone Star College for associate degrees, certifications for work in high-demand industries, and credits that enable them to transfer anywhere. In fact, LSC provides more than 180 programs of study close to home to over 99,000 students!

Affordable Access

LSC understands the balance between work, family and completing an education — that’s why it offers the most affordable, high-quality higher education option in the region, close to home, at a fraction of the cost of a four-year university.

Attending LSC is more affordable than other state institutions. Attending LSC saves students, and their families, thousands of dollars per semester.

Commitment to Student Success

A national leader in conferring degrees and dedicated to student success and credential completion, Lone Star College is:

• Recognized nationally as a Top 10 associate degree producer

• Leading the Texas Reverse Transfer Initiative, in collaboration with the University of Texas, a key strategy in the state’s goal of increasing higher education degree attainment

• Leading the Texas Completes effort statewide to dramatically increase college completion rates

Proven Financial Management

LSC is fiscally responsible and maintains an AAA bond rating from Standard & Poor’s Rating Services – enabling LSC to borrow money at lower interest rates. LSC's credit rating increased eight times in the last 10 years. In addition:

• LSC maintains administrative operating expenses under 12%, which is one of the lowest in Texas. (Source: Texas Association of Community Colleges)

• The LSC tax rate is lower than it was 15 years ago. The Board of Trustees lowered the tax rate 6 of the last 10 years. (11.74 cents/thousand (2000) vs. 11.6 cents/ thousand (2015)).


• LSC has received a Certificate of Excellence in Financial Reporting recognition each year since 2004.

• LSC maintains a tax freeze for residents age 65+ and/or disabled which means the actual dollar amount owed will never increase, even if the property value increases.

Mission, Principles, Goals and Culture

The Mission, Guiding Principles and Strategic Goals of the institution drive the need for an enrollment management plan and its goals. For Lone Star College, this means…

Mission

Lone Star College provides comprehensive educational opportunities and programs to enrich lives.

Guiding Principles

• Access and Equity: Lone Star College is committed to access and equity for all, regardless of socio-economic background, preparation for college or workforce, or disability.

• Student Learning and Success: Lone Star College is committed to transformational changes with the purpose of maximizing student learning and success.

• Dignity and Respect: Everyone — students, employees and the community — should be treated with dignity and respect.

• Community Value: Lone Star College recognizes the respect the college holds in the community and values that reputation.

• Responsibility: Lone Star College has an important fiduciary responsibility to taxpayers and all citizens.

Academic & Workforce Program Quality

Provide high quality academic and workforce programs that enhance students’ learning experiences and prepare them for the 21st century workforce.

Student Success

Promote student success by ensuring excellence in teaching, learning and student-centered support services.

Financial Responsibility & Accountability

Ensure sound financial practices that are accountable to stakeholders and fairly allocate budget and resources.

Lone Star College Strategic Goals


Culture

Nurture a culture that values and respects all Lone Star College members and encourages collaboration.

Partnerships

Build strong partnerships with local ISDs and civic, charitable, higher education, industry and business organizations to promote student and community success.

Lone Star College subscribes to the following core Cultural Beliefs that guided the work of the Strategic Enrollment Management Council and supported deliberations of strategy development, implementation, communication and evaluation.

Cultural Beliefs

The LSC 20|20 task force, a team of 115 faculty and staff representatives from across Lone Star College, developed six Cultural Beliefs to help clarify and focus Strategic Goals and Actions.

1. Students Matter • I engage and support students to achieve their goals.

2. Inspire Excellence • I celebrate successes and value the contributions of all employees.

3. Act Intentionally • I create goals and make decisions based on meaningful data.

4. Better Together • I share knowledge and encourage collaboration to reach common goals.

5. No Fear! • I am empowered to effect positive change.

6. Trust! • I practice transparent communication, encourage dialogue and cultivate trust.

For more on Lone Star College’s Mission, Guiding Principles and Strategic Goals please view the 2015-2020 Strategic Plan on our website.


The “WHO” The “WHAT” The “HOW”• Do you have the leadership ‘Capacity’ ‘Commitment’ to a SEM Culture, and ‘Will to Act’?

ACTION:• Build a SEM leadership team with the right people who have the right skills and who occupy the right seats

• Is there a culture of collaboration for fostering a SEM ethos and high performance in SEM?

ACTION:• Foster strategic thinking, action and learning through a SEM visioning and change management process

• Are the capacity conditions in place to strategically manage change?

ACTION:• Invest in creating the conditions for success of your greatest asset - YOUR PEOPLE

1 2 3

Strategic Enrollment Management (SEM) Defined

“A comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention and graduation rates of students, where optimum is defined in the academic context of the institution.”

Dolence, Strategic Enrollment Management: A Primer for Campus Administrators

Institutions may well face intensifying enrollment challenges unless significant cultural change occurs that fosters a learner-centered culture and shared responsibility for enrollment outcomes as college-wide imperatives. At Lone Star College, we are committed to comprehensive and sound strategic enrollment management practices and to the standards below:

• Inspire a college-wide focus on the student experience — a high-performing enrollment organization cultivates student relationships from the initial point of contact throughout the student life cycle.

• Actively engage the academic community in SEM planning, decision-making and change — a common focus on student learning (broadly defined) helps to anchor an enrollment management effort to improve all aspects of the student experience within and outside the classroom. The active engagement of faculty in SEM planning is imperative.

• Visibly lead the charge — there is visible support, active engagement and collaboration of institutional leaders at all levels in the process.

Before moving through an extensive planning process, Lone Star College answered the following questions, in order to lay the foundation for its future success in this area. It was essential for us to determine our leadership capacity to enact needed change, to foster a culture of collaboration and to establish the conditions needed to manage that change.

Diagram 1


The Lone Star College SEM Council is moving to the next level of customer service. Not only are we finding ways to recruit more customers (students), we are finding ways to give students a good experience with Lone Star College and to guide them to completion. That is good for everyone.

Elizabeth B. Thompson, LSC Executive Director, Resource Development and Administration

Prospect InquiryInquiry

MarketingRaising Awareness

& Interest

RecruitmentCultivating

Relationships

Relevant Programs& ServicesBuilding

Commitment

RetentionFostering

Engagement

Alumni RelationsPromoting

Loyalty

InquiryGeneration

InquiryCultivation

AdmitConversion

Retention,Service,Loyalty

Transition,Loyalty

InquiryFulfillment

ApplicationCompletion

Transition Retention,Service,Loyalty

Loyalty,Giving,

Re-enrollment

Application EnrolledAdmit 1st Year 2nd Year AlumniGraduate

FutureStudents

CurrentStudents

FormerStudents

Lone Star College is committed to supporting the educational needs of the region and employs a strategic long-term view of recruitment, admissions, retention and completion as depicted in diagram 2 below. This comprehensive continuum will track students from the inquiry stage through cultivation, enrollment, and retention and culminate in completion, graduation and alumni giving.

Also critical to our effectiveness in Strategic Enrollment Management will be a clearly articulated marketing plan that effectively raises awareness and interest and which fuels the cultivation of relationships through an efficiently executed recruitment process. As we build brand loyalty and commitment, we foster engagement to enhance retention and encourage productive alumni relations.

Diagram 2


Enrollment and

Retention

AVC Academic Affairs -

Subcommittee Chair

Financial Aid and Student

Financials

AVC Accounting - Subcommittee

Chair

High Risk, Under-

Represented, Underserved

AVC Student Success -

Subcommittee Chair

Scheduling, Technology and Data

VC College Services -

Subcommittee Chair

College and Campus

Marketing Strategies

VC External Affairs and ED Digital Services -

Subcommittee Co-Chairs

Internal and External Best

Practices Research

ED Strategic Planning &

Assessment - Subcommittee

Chair

Recruitment, Admissions,

and Advising

AVC Office of Completion -

Subcommittee Chair

The Strategic Enrollment Management Council

The Strategic Enrollment Management Council is comprised of a diverse and talented team of faculty, staff and administrators from the campuses, centers and system office. Supporting the work of the SEM Council are seven subcommittees focused on the areas of: High Risk, Underrepresented, Underserved; College/Campus Marketing Strategies; Recruitment, Admissions, Advising; Enrollment/Retention; Financial Aid & Student Financials; Scheduling, Technology & Data; and Internal/External Best Practices Research.

Diagram 3

The Strategic Enrollment Management Council Charge

The SEM Council was charged with developing a fully comprehensive and integrated strategic enrollment management model that included the recommendation of goals and strategies for college-wide processes, systems, and assessment measures supporting recruitment, retention, persistence and completion of LSC students in credit, non-credit, workforce development and training programs, as well as recommend measures for assessing progress. Diagram 4 details the SEM process, taken by the Council.

Stephen C. Head, Ph.D. Chancellor

SEM Council and Subcommittees

Alicia Harvey-Smith, Ph.D. Executive Vice Chancellor, SEMC Chair


Diagram 4

Investment of Time and Commitment to Change

Lone Star College invested time and a commitment to focusing on creating solid enrollment management strategies for improvements in this area.

SEM Council members met throughout the Spring 2017 semester and achieved a series of impressive outcomes supporting the assessment, development and implementation of sound strategies and practices in strategic enrollment management.

SEM Council 2017 Meeting Schedule

SEMC Strategies Meeting February 13 from 10:00 am - 11:00 am First SEMC Meeting February 16 from 2:00 pm - 4:00 pm First SEMC Chair Meeting February 17 from 1:30 pm - 2:00 pm SEMC Meeting February 28 from 2:00 pm - 4:00 pm SEMC Meeting March 9 from 2:00 pm - 5:30 pm SEMC Meeting March 23 from 2:00 pm - 4:00 pm SEMC Chair Meeting March 23 from 4:00 pm - 5:00 pm SEMC Meeting April 4 from 2:00 pm - 4:00 pm SEMC Chair Meeting April 4 from 4:00 pm - 5:00 pm SEMC Meeting April 11 from 2:00 pm - 4:00 pm SEMC Workshop April 13 from 10:00 am - 4:00 pm SEMC Chancellor Briefing May 1 from 9:00 am - 11:00 am SEMC Reception May 23 from 1:00 pm - 3:00 pm

SEM Council Outcomes

The SEM Council successfully completed 15 core outcomes over the course of its meetings. In addition to the regularly scheduled meetings, additional meetings with the subcommittees, subcommittee chairs, LSC campuses and system office teams were held to conduct and review research, review analysis and determine outcomes.

Establish current state of affairs

• SWOT • Campus • Institution • Data and analysis • Technology • Marketing • Compliance processes

Create a vision of future state based on

• Current state • Resources • Effective practices • Culture • SWOT • Researched Best Practices

Research potential future state

• Best practices • Barriers to enrollment and retention processes

Plan future state - include execution phase

• Rally, build, maintain momentum • Communication • Training • Infrastructure • Implement • Objectives • Action steps • Ownership • Monitor • Assess • Metrics • Cycle

Current State Research PlanVision


1. Conducted SWOT(s) to identify Strengths, Weaknesses, Opportunities and Threats in current outreach, recruitment, and enrollment and retention efforts and to identify potential solutions.

2. Identified best practices in enrollment and retention at LSC campuses that can be replicated across the college.

3. Examined IT infrastructure and resources available to support and enhance enrollment and retention efforts.

4. Identified unique challenges for at-risk populations and using proven best practices recommending interventions and supports.

5. Identified, based on current research which, systems and processes might benefit by improved standardization and coordination, to yield greater impact on LSC student success, retention and completion across campuses.

6. Identified college-wide processes that will support and improve effective compliance with requirements of both the Department of Education and the Southern Association of Colleges and Schools.

7. Identified and reinforced college and campus marketing strategies to support improvements in awareness, engagement and enrollment.

8. Proposed a college communication and engagement process that the integration of SEMC strategies into practice. Proposed the utilization of the standardized council structures to ensure broad and efficient communication and engagement on campuses.

9. Proposed strategies to eliminate barriers to LSC's enrollment and retention processes to ensure student systems (e.g. recruiting, admissions, financial aid, advising, registration, billing and payments, scheduling and student support operations) are efficient and student-centered.

10. Recommended proven academic and social integration strategies and systems that support retention in and out of the classroom and throughout the student life cycle.

11. Recommended tools to capture student feedback related to strategies, initiatives, and the overall student experience.

12. Produced reports and dashboards that help the committee easily digest complex data and inform data-driven decision-making.

13. Implemented an assessment cycle for the strategic enrollment management plan that monitors implementation of tasks, reviews the assessment of activities for continuous improvement and utilizes analyses for planning future enrollment cycles.

14. Developed and implemented marketing strategies and technology enhancements that support the SEM implementation.

15. Researched, developed and implemented SEM framework with the goals of championing the development and alignment of campus plans, reinforcing enrollment and retention and leveraging the data, analysis, strategies, and lessons learned from the Pathways Project.


SEM Council Vision: To support Lone Star College’s top priorities of Student Success, Academic and Workforce Quality, Financial Responsibility and Accountability, Culture and Partnerships through a commitment to strategic enrollment management.

SEM Council Mission: To develop a comprehensive and college-wide strategic enrollment management framework and plan, champion the development and alignment of campus based plans supporting the continued growth and success of Lone Star College and its students.

Key Approach:

Engage the community to address enrollment growth, challenges, barriers and opportunities on behalf of the Lone Star College System.

SEM’s Top 4 Objectives:

1. Process efficiency

2. Enrollment growth

3. Improved retention

4. Heightened completion

Management:

Utilize the established Annual Cycle of Effectiveness, designed to support strategic planning, initiative deployment and assessment of the Strategic Enrollment Management Process.

Mission Vision

Values

We are a nation of causes. And our work is for a good one.

Seth J. Batiste, Professor of Developmental Writing and ESOL Instructor

LSC-North Harris


Diagram 5

To support and sustain SEM, the SEM Plan, monitoring of its activities, and its assessment will be imbedded within Lone Star College’s Annual Cycle of Effectiveness (ACE) framework. The ACE framework establishes that all LSC units engage in a process that involves developing plans for improvement, implementing the plans, and finally, monitoring and assessing the outcomes and effectiveness of the implemented plans. In short, the framework prescribes plans be identified, implemented, and then evaluated (Planning, Implementing, and Evaluating). For SEM, this specifically entails the following:

Planning: Identifying Goals, Objectives, and Targets, Identify Action Steps, Ownership of Activities, Timelines, and Outcome Measures (KPIs)

Implementing: Implement Action Steps Monitoring progress of activities

Evaluating: Assess the impact of Activities on Outcome Measures

Understanding the comprehensive nature of Strategic Enrollment Management, the System Office and college campuses commit to owning parts of this robust process.

The System Office role extends from providing support in both prospect and applicant yield to identifying enrollment opportunities. The System Office will support the development of SEM related dashboards to allow campuses to monitor and evaluate their overall effectiveness. System level support will also include performing various data analytics, undertaking comprehensive outreach to Pell Recipients, Marketing and aligning SEM with LSC’s Annual Cycle of Assessment.

Lone Star College campuses are accountable for Section Management (percentage full, etc.), development of comprehensive enrollment and retention efforts, development, implementation and evaluation of campus recruitment strategies, ISD relationships, development of conversion strategies, adherence to Annual Cycle of Effectiveness and establishing a SEM plan that aligns with the LSC SEM Framework. For additional information on the role of System Office and College Campuses, as well as, SEM Council Action Items, please see Diagram 6.

IdentifySEM GoalsObjectives

andTargets

Closingthe LoopOutcomes,

Impact,Assessment

andRecommendations

DetermineStrategies

Owner,Action Steps,Milestones,Timeline,

Method ofAssessment,

KPIs, Leading Indicators

ImplementStrategiesActivities

Annual Cycle of Effectiveness

SEM Accountabilities

Mid-YearAssessment

StrategyActivity

MilestoneCheck-in

SEM COUNCIL

• Environmental Scan and Current Situation Analysis• Identification of Key Metrics, Leading Indicators & Milestones• Review Data Analysis• Community Awareness, Outreach/Communication• Technology Infrastructure• Determine College-Wide Enrollment Goal• Define Strategies and Interventions to Address Critical Success Factors• Conduct Needs Assessment (Ex. Professional Development Determination, Budget Analysis/Training, etc.)• College-Wide Communication and Engagement Plan• Assess Effectiveness of System SEM Plan

Subcommittee Strategy Teams

High Risk, Underrepresented,Underserved

Enrollment,Retention

Scheduling,Technology & Data

Financial Aid & Student Financials


College/CampusMarketing Strategies

Recruitment, Admissions,Advising

Internal/ExternalBest Practices Research

System Office

• Provide Prospect and Applicant Yields• Provide Disaggregated Data Reports and Dashboards• Conduct Data Analysis on: Zip Code Report, New/Continuing/Returning Student Report, ISD Reports, Enrollment Funnel Reports, Section Management Reports, etc. • Financial Aid Outreach• Develop Marketing Strategies/Goals• Set Target Projections• Establish, Maintain, and Foster Local Relationships with ISD/Workforce Partnerships• Align Annual Cycle of Effectiveness

Campuses

• Section Management (% full, etc.)• Facilitate Enrollment Efforts for Continuing Students• Manage Local Recruitment Strategies• Establish, Maintain, and Foster Local Relationships with ISD/Workforce Partnerships• Convert Admits to Enrollees• Adjust Resource Allocation Based on Strategy ROI and SEM Priorities (Budget and Personnel)• Ensure adherence to the Annual Cycle of Effectiveness• Establish Campus SEM Plans aligned with LSC College Framework


IdentifySEM GoalsObjectives

andTargets

Closingthe LoopOutcomes,

Impact,Assessment

andRecommendations

DetermineStrategies

Owner,Action Steps,Milestones,Timeline,

Method ofAssessment,

KPIs, Leading Indicators

ImplementStrategiesActivities

Annual Cycle of Effectiveness

SEM Accountabilities

Mid-YearAssessment

StrategyActivity

MilestoneCheck-in

SEM COUNCIL

• Environmental Scan and Current Situation Analysis• Identification of Key Metrics, Leading Indicators & Milestones• Review Data Analysis• Community Awareness, Outreach/Communication• Technology Infrastructure• Determine College-Wide Enrollment Goal• Define Strategies and Interventions to Address Critical Success Factors• Conduct Needs Assessment (Ex. Professional Development Determination, Budget Analysis/Training, etc.)• College-Wide Communication and Engagement Plan• Assess Effectiveness of System SEM Plan


High Risk, Underrepresented,Underserved

Enrollment,Retention

Scheduling,Technology & Data

Financial Aid & Student Financials


College/CampusMarketing Strategies

Recruitment, Admissions,Advising

Internal/ExternalBest Practices Research

System Office

• Provide Prospect and Applicant Yields• Provide Disaggregated Data Reports and Dashboards• Conduct Data Analysis on: Zip Code Report, New/Continuing/Returning Student Report, ISD Reports, Enrollment Funnel Reports, Section Management Reports, etc. • Financial Aid Outreach• Develop Marketing Strategies/Goals• Set Target Projections• Establish, Maintain, and Foster Local Relationships with ISD/Workforce Partnerships• Align Annual Cycle of Effectiveness

Campuses

• Section Management (% full, etc.)• Facilitate Enrollment Efforts for Continuing Students• Manage Local Recruitment Strategies• Establish, Maintain, and Foster Local Relationships with ISD/Workforce Partnerships• Convert Admits to Enrollees• Adjust Resource Allocation Based on Strategy ROI and SEM Priorities (Budget and Personnel)• Ensure adherence to the Annual Cycle of Effectiveness• Establish Campus SEM Plans aligned with LSC College Framework

Diagram 6

Faculty in SEM

Faculty can aid in student retention, persistence and completion in several ways: Build relationships: • Faculty as advisor o Ask students if they have registered during their classes o Meet with students one-on-one o Volunteer to help advisors during heavy registration events, like “Avoid the Stampede” • Faculty as counselor o Help students cultivate grit through coaching them on how to tackle life challenges • Faculty creating communities of learning o Blend the social into the academic through experiential learning, service learning, and instruction centered on student engagement Leverage technology: • Civitas provides early alert to facilitate micro interventions • AIR data provides success and completion data to create self-awareness of courses that can use supplemental support Enhance processes: • Involve faculty in cross-functional job shadowing in order to improve communication and knowledge sharing between advising, admissions, financial aid and instruction


Why SEM? The Rationale for SEM

The Need for SEM – The Optimum Enrollment Model

SEM is a “comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention and graduation rates of students, where optimum is defined in the academic context of the institution.”

Dolence, Strategic Enrollment Management: A Primer for Campus Administrators

Lone Star College’s “academic context” is found in its Mission, Guiding Principles and Stra-tegic Goals. Given these components, “optimum” enrollment and recruitment for Lone Star is found by a state of equilibrium, or balance, among the Community’s Educational Needs, Student Success, and LSC’s Financial Stewardship and Capacity.

The last consideration in the Optimum Enrollment Model is the Environment, or the current and anticipated competitive, political, and socio-economic trends.

CommunityNeeds

StudentSuccess

CapacityFinancial

Stewardship

The Optimum Enrollment ModelEnvironment


There is tremendous value in sharing best practices amongst each other but more importantly, creating a comprehensive SEM plan that all employees can engage with is fundamental to reaching the goals of the college.

Oscar Ramos, Dean, LSC-Atascocita Center

SEM Process Overview

Process Overview

Lone Star College’s Strategic Enrollment Management process is divided into stages of activity progressing from assessing the current state, identifying and planning the future state, executing an action plan to reach for the future state, assessing the future state for goal attainment, and finally, continuing the process for continued quality improvement, and assessing the “Vision/Planning – Action – Future State” cycle.

Diagram 7

Stage 1: Current State

Lone Star College’s current state was assessed via a review of institutional data (institutional scan), a campus SWOT, subcommittee SWOT and SEM Council SWOT activity.

ResearchBuild Urgency

Rally, Build,Maintain Momentum

ResearchBuild UrgencyVision

Plan

Implement Monitor

Assess

Current State Future State

Planning

ContinuousQuality Improvement

Execution

April 30 Fall 2017 Fall 2019


Institutional Scan, Table 1

Lone Star College Headcount, Enrollment, and Student SuccessFall 2017

Category LSC-CyFair LSC-Kingwood LSC-Montgomery LSC-North Harris LSC-Tomball LSC-University Park College-wide

Headcount-Fall 2017 22,125 12,950 15,914 15,845 9,306 13,273 89,413

FTIC-Fall 2017 3,413 1,548 1,974 2,302 1,010 1,427 11,674

Geography-Top Zip Code-Fall 2017 77449 77346 77386 77373 77375 77379 77449

Continuing Ed. Enrollment 3,925 3,599 6,441 3,257 4,006 4,688 25,916

Distant Learning Only -Fall 2017 14% 59% 22% 25% 34% 23% 28%

Gender-Fall 2017

Female 12,583 8,109 9,507 9,599 5,865 7,632 53,295

Male 9,538 4,841 6,407 6,222 3,440 5,639 36,087

International-Fall 2017 987 346 427 705 217 547 3,229

Racial/Ethnic-Fall 2017

White 5,536 4,897 7,511 2,485 4,083 3,561 27,983

Black 3,081 1,956 1,692 4,178 1,229 1,878 14,014

Hispanic 9,784 4,581 4,823 7,293 2,830 5,298 34,609

Asian 2,436 557 738 894 546 1,558 6,729

American-Indian 42 29 43 21 26 17 178

Multiple 768 397 551 450 292 462 2,920

Student Success

Transfers to a 4-Year College -2016 25.60% 22.60% 24.70% 17% 24.50% Not Available 22.70%

Graduate-AY16 2,234 1,434 1,556 2,617 661 574 9,106

Source: AIR Official Day Fall 2017 Reports, Student Success Dashboards, AIR Data Request (CE Enrollments)

The briefest look at Table 1 shows Lone Star College to be an extremely large and diverse college. Lone Star is composed of six large campuses ranging in size from a little more than 9,000 students at LSC-Tomball to 22,000 students at LSC-CyFair. College wide, Hispanic students make up the largest racial/ethnic group with 34,609 students (39%), followed by White students 27,983 (31%), Black students 14,014 (16%), and Asian students 6,729 (8%). Notably, campuses vary greatly in their demographic composition. The White student group shows the greatest variation among the campuses ranging from 2,485 (15%) at LSC-North Harris to 7,511 (47%) at LSC-Montgomery. By contrast, the Hispanic group shows the least variation ranging from 7,293 (46%) at LSC-North Harris to 4,823 (30%) at LSC-Montgomery and 2,830 (30%) at LSC-Tomball. Variations also exist in the number of continuing educations students, international students and students taking their courses online. Finally, variations occur in Student Success measures such as Transfer Rate (from 17% at LSC-North Harris to 26% at LSC-CyFair) and number of graduates (from 574 at LSC-University Park [the newest campus] to 2,617 at LSC-North Harris [the oldest campus]).


For fall 2017, the typical student at Lone Star College is Hispanic, female, under the age of 25, and enrolled part-time.

Diagram 8

SWOT

LSC Process

Each LSC campus conducted a comprehensive campus SWOT analysis, led by campus representatives serving on the Strategic Enrollment Management Council. Each campus presented its SWOT to the council on February 28, 2017.

Following the campus presentations, the full SEM Council divided into seven groups to conduct a college-wide SWOT of LSC. Each group put forth one strength, one weakness, one opportunity and one threat and then each member voted. The results are in Diagram 9 next page.

30 25 and Over

70 Under 25 (Traditional Age)

Age

Gender 40 Male 60 Female

Race

Commencement

Face-to-Face Only 41

Distance Learning Only 28

Face-to-Face & Distance Learning 31

Learning Environment

Academic 85

Workforce 15

Contact Hours32 Full-time

68 Part-time

Enrollment

LONE STARCOLLEGE

as

100COLLEGE

STUDENTS39 Hispanic

31 White

16 Black

8 Asian

6 Other

Associate Degrees Awarded 74

Certificates Awarded 26

Receive Pell Grants 31

Do not receive Pell Grants 69

Financial Aid


Diagram 9

Stage 2: Research

The research stage of the SEM Process was driven by a review of high-level Institutional trend data and occupational scans, SEM best practices for each functional area (e.g., marketing and recruitment) and an environmental scan.

Institutional Scan - Enrollment Trends Table 2

STRENGTHS

23 - Value for the money 12 - Size (Accessibility, Reputation, Influence) 12 - Faculty/People at LSC 5 - Quality of programs offered 3 - Availability of student support resources

OPPORTUNITIES

18 - Seamless, cross-functional student experience: application to graduation 16 - Better use of data for scheduling 11 - Partnerships (ISDs, companies, etc.) 2 - Bachelor degree 3 - Student perspective 1 - Dual credit

WEAKNESSES

24 - Communication (internal/disjointed), complex, silos 22 - Technology (resources we have and don't use; students find technology difficult to navigate) 3 - Online as evidenced by success rates 2 - Lack of follow-up with students after departure (exit interview) 2 - Ratio of FT to PT faculty 2 - Lack of advisors & personalized experience

THREATS

31 - Communication: website is not through student lens — too complex 8 - Legislature 3 - Internal competition among campuses 3 - Lack of communication and relationships with high school counselors (for HSs that don't see a community college as the right college destination) 2 - Decreased external funding 1 - Active marketing, challenge of "For Profit" schools

LSC SWOT

Fall Official Day Headcount and Enrollment Trends: Fall 2013 - 2017

Metric

Year Change Over Time

2013 20172013-2017

# %

Total Credit Fall Headcount 77,621 89,413 11,792 15.2%

Female 47,140 53,295 6,155 13.1%

Male 30,456 36,087 5,631 18.5%

Unknown 25 31 6 24.0%

Hispanic 25,053 34,609 9,556 38.1%

White 27,819 27,983 164 0.6%

Black 13,971 14,014 43 0.3%

Dual Credit 7,857 14,159 6,302 80.2%

International 2,337 3,229 892 38.2%

Total Credit Fall Enrollments 179,314 199,807 20,493 11.4%

Face-to-Face 138,801 124,901 -13,900 -10.0%

Online 33,216 57,148 23,932 72.0%

Hybrid 7,297 17,758 10,461 143.4%

Continuing Education Headcount 10,952 7,611 -3,341 -30.5%

Continuing Education Enrollment 25,747 25,916 169 0.7%


As Table 2 shows, over the past 5 years the Lone Star College credit student population has grown by more than 15%. However, that increase was driven by growth in one student sub-population—namely, Hispanic students (+38%). By contrast, the number of both white and black students showed little change. The number of dual credit students nearly doubled (+80%) to 14,159 from 7,857, and the number of international students increased by nearly 900 students to 3,229 (+38%). Finally, while face-to-face enrollments declined slightly, (-10%), online and hybrid enrollments have increased rapidly 72% and 143%, respectively.

Table 3 compares outcome results from 2014 to 2016. Overall, the table shows mixed results. While persistence is up 2.4% to 55.4% for fall-to-fall, the transfer rate is down nearly 5% to 22.8%. For the graduation rates, the three-year graduation rate for full-time (FT) students is up 1.2%, three-year part-time (PT) and six-year graduation rates are down ever so slightly.

Outcome Trends - Table 3

FTIC Persistence, Transfer and Graduation Trends: Fall 2014-2016

MetricCohort Year Change

2014 2016 2013-2015

FTIC Persistence Fall - Spring 76.8% 77.3% 0.5%

FTIC Persistence Fall - Fall 53.0% 55.4% 2.4%

MetricColl. Reporting Yr.

Change2014 2016

Transfer Rate* 27.5% 22.8% -4.7%

Graduation Rate 3-Yr. (FT)** 10.7% 11.9% 1.2%

Graduation Rate 3-Yr. (PT)** 6.5% 6.0% -0.5%

Graduation Rate 6-Yr. (FT)** 34.1% 33.7% -0.4%

Graduation Rate 6-Yr. (PT)** 24.7% 24.3% -0.4%

Source AIR Student Success Dashboards * Transfer = 6 Year Cohort ** Two-year college three- and six-year Graduation Rates: The percentage of first-time, credential-seeking undergraduates who graduate within three or six academic years for two groups: those students who enrolled in their first fall as full-time (FT) students (taking 12 or more semester credit hours [SCH]) and those who enrolled part-time (taking fewer than 12 SCH). Both degrees and certificates are included. Rates through FY 2016 (for fall 2012 and 2006 cohorts, respectively). Data/Definition Source: THECB Almanac.


Source: Burning Glass, Houston – The Woodlands – Sugarland MSA, Sep. 01, 2015 - Aug. 31, 2016, Less than a Bachelor’s degree inferred, 257,086 jobs posted

Best Practices: SEM Plan and Process

Ruffalo, Noel Levitz provides a helpful list of SEM best practices that can be used as a checklist of needed SEM activities and are being used to support enrollment growth at Lone Star College.

✔ Set realistic goals. ✔ Identify resources to meet enrollment objectives. ✔ Develop annual marketing/recruitment plan and three to 5-year SEM/Strategic Plan. ✔ Do as much for retention as recruitment. ✔ Build an intentional recruitment database. ✔ Track marketing/recruitment activities. ✔ Qualify/grade prospective students. ✔ Implement a strategic communication flow. ✔ Award financial aid so students get what they need and expect to enroll.

Occupational Scan Houston MSA Top Occupations – Diagram 10


Connection:

Begin by identifying and understanding the view of the student, his or her needs, and catering to those needs. Nurture a relationship with the students and their parents, and get them connected to the college and its support services.

Classroom:

Focus on engagement, deep learning and setting high expectations.

Support:

Support students by guiding them along a clear pathway to completion while providing support services and intentionally advising them along the way.

Completion:

Finally, bring students to graduation by fostering a comprehensive culture of completion.

It is important to keep in mind that 83% of Lone Star College’s students come from within the district, and 91% of graduates stay in the area after graduating. This data means that individuals from our local community who are trained by Lone Star College today as Nurses, EMTs, Welders, etc. will serve our community tomorrow. Analyzing these data and reviewing best practices also suggests that LSC should treat potential and current students with the highest level of service and support.

Best Practices: Overview

Diagram 11

• Provide Prescriptive Standardized Degree Maps/Guided Pathways

• Provide academic support - (e.g., study skills, tutoring, labs)

• Provide comprehensive Intrusive/Intentional Advising

• Integrate academic advising and career counseling

• Use an early alert system

• Make mandatory advising touch points throughout a student's life cycle

• Meet students where they are - physiclly, culturally, socially, academically

• Promote a culture of Completion/Graduation

• Set high expectations

• Pathways to Completion

• Remind why college matters - it's bigger than a degree/certificate

• Develop a feeling of a "college within a college" environment through cohorts, learning communities, etc.

• See the process through the student's eyes

• Identify community and students' needs and cater to those needs

• Nurture a relationship with each prospect all the way through to enrollment

• Get students connected - connect to culture, mentor, club, other students

• Provide guidance at each stage to the next stage

• Get parents involved

• Make it as easy as possible for them

• Promote student engagement

• Provide faculty advising

• Promote a culture of high expectations in a nurturing atmosphere

• Remind students why college matters

• Foster deep learning - train problem solving and provide experiential learning

• Provide encouragement through adversity - build resilience

CompletionClassroom

SupportConnection


Environmental Scan

A review of the major trends that could potentially affect higher education was performed as part of the best practices research. This environmental scan revealed the following:

• The Rise of Millennials: More than ever before, students are informed consumers who want almost instant access to information. The expectation for immediate material includes favoring virtual, self-directed experiences and wanting to know where they are in the admissions process.

• Growth of Adult Learners: The student population is shifting more towards adult learners. Between the years of 2011 and 2022, the 18-24 year old age group is expected to grow by 9%, whereas the 25-34 year old age group is expected to grow 20% and the 35 and above group will grow by 23%.

• Movement toward Competency Based Education (CBE): Students want credit for prior work and states are looking for ways to save money: CBE offers a solution for both.

• Increases in Applications and Consumer Investigation: During the years of 2001 and 2014, the number of high school graduates increased by 11% and the number of enrollments in four-year public institutions increased by 27%, but applications increased by 108% and the number of acceptances increased by 84%.

In short, with the increase in easily accessed information and in potential students’ penchant for using that information, more and more students are shopping around for their education. Respective data for community colleges are not available because the majority of them are “open door” institutions and not required to report the number of applications and acceptances.

• Decreases in Enrollment: According to the National Student Clearinghouse (Spring, 2014), overall enrollment in higher education continues to decline in the United States, falling 0.8% from 2013 levels on top of a 2.3% year over year decrease from 2012. Closer to home, the Texas Higher Education Coordinating Board (THECB) reports a decline of 4% in community college enrollments between 2011 and 2015.

• In Sum-The Future: With each of the aforementioned trends come corresponding shifts in expectations and needs. Specifically, the future holds rising expectations for information and communication about programs and services, shifts in program needs and demand for flexibility in satisfying program requirements, greater consumer scrutiny and a general decline in demand.

Stage 3: Vision

While current national trends may paint a gloomy picture, strategic enrollment management is a significant force in supporting the sustainability of higher education institutions.

With competing, growing financial restraints and dwindling financial aid, institutions must balance the need to attract and admit students as well as support the retention and completion of students.


Because of this complex mission, institutions have become very focused on improving enrollment management strategies to maximize the resources of the institution. SEM is becoming the growing science of higher education and perhaps the most important factor in balancing the various forces on the institution to support entry and completion of students.

The overarching vision of an effective SEM plan can be summed up with the following statements that also underscore the important core concepts that must support all institutional SEM activities and are critical to LSC’s SEM work:

• All SEM activities are mission driven.

• SEM develops an institutional culture of student success.

• SEM is synonymous with student success and is integrated into the college’s strategic plan.

• SEM involves internal and external constituents.

• Everything is assessed and measured to support data-driven decisions.

• Appropriate academic programs are maintained to prepare students for careers of the future while sustaining mission-appropriate offerings.

• Creative thinking and looking outside of higher education for best practices is necessary.

• Focus on the appropriate utilization of technology to enhance service to students is encouraged.

• Colleges must develop a planning model that is inclusive and viable enough to become a breathing, life-sustaining, evolving process.

• This planning process begins with ownership and responsibility grounded in the academic mission of the college.

Stage 4: Planning

Strategic enrollment management planning models and theories have numerous components in common: mission, vision, strengths, weaknesses, opportunities, threats, goals and objectives. Each model also has an evaluation loop that connects its end point in the model to the starting point, thereby indicating a cyclical process.

SEM models are typically sequential and linear in nature, and each step is a prerequisite to the next. The Lone Star College SEM planning process is tied to its Annual Cycle of Effectiveness and its strategic plan, allows for evaluation/feedback loops throughout, and encourages changes and adjustments as the plan evolves.

The planning model presented here was guided by several tenets that make it innovative and unique. First, commitments to a planning process and a resulting plan will be gained through collective impact, and ownership through broad-based involvement, internal and external environments are integrated for maximum results with Lone Star College campuses working in partnership with the LSC System Office.


At Lone Star College, we view planning as an exercise in thinking creatively about our future state by first exploring our current state. Being committed to continuous quality improvement, LSC’s SEM plan is to be considered a living document that evolves and changes as the college evolves and changes and as such, although a three year plan that is assessed annually, it has no foreseeable endpoint. Planning is a living process that needs constant monitoring and adjustment.

SEM Plans, LSC’s Strategic Plan, and Annual Cycle of Effectiveness

By design, SEM planning is embedded within Lone Star College’s Strategic Plan and Annual Cycle of Effectiveness Process. In this manner, SEM plans support the overarching goals of the institution and are documented, monitored, assessed and sustained. Committees entered their plans into Lone Star College’s Annual Cycle of Effectiveness (ACE) Form, which gath-ers information regarding plan objectives, actions steps, ownership, timelines and method of assessment. This information supports accountability and effectiveness assessment. The ACE form can be found in the Appendix. Abbreviated form results are provided within the upcoming Long-Term Strategies section.

Subcommittee Charge

The charge given to the sub-groups was threefold:

• Examine current practices and processes across Lone Star College to identify barriers and strategies for enrolling and retaining student groups.

• Examine current enrollment and retention data across Lone Star College, and make recommendations for improvements (if applicable).

• Examine external models to identify short-term and long-term strategies and goals to improve enrollment and retention.

Planning Material

The SEM process provided the SEM subcommittees with supporting material that included the college-wide SEM Committee SWOT analysis, the campus SEM best practices, campuses’ proposed SEM plans and the best practices results. It is important to note that the campuses played a pivotal part in creating the SEM Plans so the result was not a top-down dictate from LSC System Office but rather, a collaborative effort between all stakeholders both at the system and campus levels.

Short-Term Strategies

Given that that the SEM Committee convened just prior to the opening of fall class registration (April 6), it was necessary to identify and implement “quick wins” that could be put into place to affect fall enrollment. To this end, the SEM Committee identified the following short-term strategies.


Boost Strategies

System Office Admissions to Registration Conversion Strategies

New Students• Campus connection events occurring between each of the campuses and their respective ISDs.• Fast Pass email sent to admits with 0-1 admissions checklist items (6,588 Fall admits - 49% yield; 5,691 Spring admits - 51% yield).• Calling campaign targeting students with 0-1 checklist items (1,746 calls made to Spring admits – 11.6% yield).

Returning Students

• Stop Out Calling Campaign to 9,000 students completed June 12; Follow-up calls in July• Recruit Back events occurred at all campuses June 19-22.• Registration kick-off campaigns occurred at all campuses Spring and Fall 2017.• Mobile “on the spot” advising on all 6 campuses completed June 19-22.• Calling campaign targeting students enrolled in Fall who had not enrolled in Spring (2,873 calls - 42.3% yield).

System Office Marketing & Outreach Boost Strategies

New Students

• Increased target marketing through direct mail, flyers, newspaper, and radio ads running through August• May, June, July Enrollment postcards mailed to 44,000 households• Facebook campaign regarding dual credit occurred in May reaching 20,000 people, 983 pageviews, 1,527 engagements; Will have a second Facebook campaign in August

Campus Specific Boost StrategiesStrategy Outreach Effort Audience Campus

Email/Text/Personal or Robo-Call

Add 1 More Class Email CampaignLSC-CyFair,

LSC-University Park

Purchased ACT list—emailed students based academic area LSC-Montgomery

Applied Not Enrolled or Fast Pass Not Enrolled (targeted messaging by admit type and/or remaining checklist item) Personal Phone Outreach, Email, or Text

All campuses

Letter Letters to Graduating SeniorsLSC-Kingwood, LSC-Tomball,

LSC-University Park

Campus/ Community

SignageFall Re-Enrollment Campaign

LSC-Montgomery, LSC-University Park

Event

1 stop registration day/Super Saturday/College Bound All campuses

Workforce Program Presentations to ISDs LSC-Kingwood

Transfer Information Sessions LSC-North Harris

Outreach to students not meeting graduation requirements to ensure course selection for Fall leads to completion LSC-Montgomery

Community Outreach (library, local stores, churches, etc.)LSC-North Harris, LSC-Tomball,

LSC-University Park

Advisors in high traffic areas to encourage re-enrollmentLSC-Kingwood, Montgomery, LSC-North Harris, LSC-Tomball

Summer Recruit Back – mobile registration in each classroom building LSC-Montgomery

Free Digital (Social Media)

Add 1 More Class LSC-CyFair, LSC-University Park

Registration Messaging, Program PromotionLSC-CyFair, LSC-Montgomery,

LSC-North Harris

Paid Digital Banner Ads based on Search Engine/Google Adwords, Banner/Portal, FB/Instagram, SnapChat filter and targeted zip codes

LSC-CyFair, LSC-Montgomery, LSC-North Harris, LSC-Tomball

Personal Touch

Civitas Nudges - Targeted messaging for FTIC, African American students, Early Alert, Hispanic Students, Males for Male Summit

LSC-North Harris

Outreach to EDUC 1300 & Workforce students enrolled Spring, but Not Enrolled Fall LSC-Montgomery

Spring re-enrollment campaign with facultyLSC-CyFair, LSC-Montgomery,

LSC-Tomball, LSC-University Park


Enrollment Strategies for Unpaid Students

System Office Strategies to Encourage Payment and/or Financial AidDepartment Outreach Effort/Audience

Recruitment/ Outreach

Paying for college information provided: ◆ in the first communication sent to new prospects ◆ to all prospects who request “Paying for College” on Tell Me More

Admissions

Paying for college information provided in the following communications: ◆ Acceptance (included in checklist) ◆ Class Start (includes link information on how to check your account balance, pay your bill, or setup a payment plan)Tuition & Fees and Financial Aid websites linked from lonestar.edu/admissions; Register & Pay for Classes is included in Admissions Checklist

Student Financials

• Payment page updated to provide payment options including VA benefits and FA• Student Center pagelet updated within myLonestar to provide students with a payment option calculator (weekly, monthly, etc.)• Payment Due Date Reminder Email Sent at the following intervals: ◆ One Month and one week before due date ◆ The Monday, Tuesday, Wednesday, Thursday before due date and due date (usually Friday)• Robo Call Wednesday before due date

Financial Aid

• FA postcards mailed 6/1 & 7/1. FA Robo calls began 7/11; 90 students assisted through FA workshops• Calling campaign targeting non-paid students• FA Awarded Mondays/Wednesdays/Fridays to complete FA applicants• Bi-weekly reminder to complete FA application sent to all incomplete applicants• 1st week of FA/SP DMS message/LSC Homepage/Portal Message “Apply for FAFSA – It’s not too late to apply”• Robocalls (6/15, 7/11, 8/11) “Reminder: Missing Information” to those selected for verification• Oct-Dec LSC Homepage/Portal Message ”FAFSA Completion”• Oct-Nov “Apply for Financial Aid” DMS message/LSC Homepage/Portal Message to new enrollees• Robocalls (12/1, 1/6) to students who have not completed the FA process• Jan-March Scholarship Deadline Reminder via DMS message to all students• Jan & Feb Email/Facebook/Twitter/Instagram campaign for “Apply for FA”• 3/2 Facebook/Twitter/Instagram Scholarship Deadline Reminder to all students• March-April DMS message/LSC Homepage/Portal Message Apply for Summer FA to new enrollees• Financial Aid Workshops offered at every campus

Campus Specific Strategies to move students who have applied for FA to Awarded FACampus Outreach Effort/Audience

LSC-CyFair• Students notified of status at NSO; FA there to help them work through verification/outstanding items• Call students on Reject Report to complete verification; Provide in house verification• Scheduled time daily from 3-6pm to assist students with FAFSA

LSC-Kingwood • Award outside scholarships daily, process EMCID scholarships daily based on enrollment• Present at all NSOs; notify students of outstanding documents/procedures to complete FA process

LSC-Montgomery

• Email students on the Section Drop Report to complete a FAFSA• Communications to registered students without FA and enrolled students still in the FA process• Manually award on campus if student has no checklist or verification holds, moving them to anticipated aid.• Advise students with holds about payment plan options

LSC-North Harris • Phone outreach to enrolled not paid to either counsel them on FA or provide payment information• Manually award students who appear to be complete and have nothing preventing them from being awarded

LSC-Tomball

• Christmas in July event to identify FA status of enrolled students; getting their FA ready/awarded before Fall• Participate in NSO• Work purge reports to prevent students from being purged• Utilize campus TPEG to award eligible students• Encourage student not eligible for aid to make a payment plan and assist them with process• DND used on students in verification who will qualify for FA; in-house verification if far enough in process

LSC-University Park • Award manually on campus if student has no checklist or verification holds; moving student to anticipated aid.• Advise students who still have holds on their account about payment plan options.

All campuses • Payment Reminder/Unpaid Balance Email/Text/Robo-Call• Financial Aid Awarded Not Enrolled Email/Text/Robo-Call


MARKETING• Number of Prospects • Capture Rate (zip code) • Lead Conversion Rate (Prospect to Application) • Attitude (Awareness, Interest, Advocacy, etc.) • ROI • Additional • Page Views • Click Through Rate (CTR) • # published material by channel

SEM Key MetricsKey Enrollment Indicators • Headcount/Enrollment/Contact Hours • Persistence Rate • Graduation Rate

Additional Key Indicators • Student Engagement • Attitudes/Beliefs/Satisfaction • Room Utilization • Transfer Rate

FINANCIAL AID• Number/percent of students that applied for financial aid • Number/percent of students awarded Pell • Number/percent of students awarded any type of financial aid • Number/percent of students awarded Grants/Scholarships

ADMISSIONS• Conversion Rate • Number of students enrolled

ADVISING• Caseload (number of Advisees per advisor) • Student Rating Satisfaction/ Helpful/Available • Avg. time to degree • Avg. attempted credits to degree

RECRUITMENT• Conversion Rate (HS, zip code) • Attitude (Awareness, Interest, etc.) • Additional o Number Event Attendees o Number Prospects

SCHEDULING• Number/percent of Sections Below Identified Enrollment Threshold • Average Class Size • Students Rating of Section Availability

RETENTION• Persistence Rate

STUDENT FINANCIALS• Average Cost per Student (FTE) • Average Revenue per Student • Number/percent of students Purged for non-payment • Number/percent of students Purged for non-payment that did not re-enroll

• Additional • Net Cost Enrollment Analysis • Break-even Analysis

SEM Key Metrics by Area

• Race/Ethnicity

• Gender

• Age

• Traditional/Non-Trad.

• Pell/Non Pell

• Dev. Ed./College Ready

• First Generation

• Veteran

• Disabilities

• Honors

• Academic Standing

• At Risk

• FTIC

• FTID

• Dual Credit

• Credit/Non Credit

• New/Continuing/ Returning

• Transfer In

• Status (FT/PT)

• Credential Seeking/ Non-Cred. Seeking

Filters and Sub-Populations


Review of Plans by Strategic Planning and Assessment Office

The Strategic Planning and Assessment Office reviewed drafts of the long-term plans. The criteria used to review the plans were the following:

Objective Statement

✔ Action-oriented

✔ Identifies an objective that is well-defined and measurable

✔ Identifies an objective that is to a certain degree controllable by the task owner

✔ Identifies targeted population

Method of Assessment

✔Include outputs and outcomes when possible

The plans were returned to the committees for final sign-off and inclusion in the final SEM report.

As professionals in higher education, we often discuss enrollment management and other components impacting student success; but to see a combined effort put forth in which instructional and co-curricular support come together to create a pathway to student success is truly amazing. I believe the Strategic Enrollment Management emphasis at a community college hasn’t always been a campus wide initiative but after the charge that has been set forth by the SEM Council and all the work and dedication that has gone into the subcommittees a new growth mindset will develop with student and institutional success at the forefront.

Nicole Keenan, Director of Admissions & Outreach, LSC-Kingwood


STRATEGIC ENROLLMENT MANAGEMENT GOALSFall 2017-Fall 2020

Enrollment Growth – Headcount will increase by 5% by 2020

Objective Accountability

A comprehensive marketing plan with a detailed target market and competitive analysis, media plan and communication workflows, creative promotional strategies for conversion and student acquisition strategies with key performance indicators will be implemented by July 2018.

AVC MarketingPublic Information TeamAdmissions/Advising

The Office of Completion and the campus Vice Presidents of Student Success will develop college-wide strategy to develop and align recruitment plans for all campuses to support sustained enrollment gains while increasing conversion rates (applicants to enrolled students) by 3% by 2020 through the utilization of the applied but not enrolled list.

AVC Office of CompletionExecutive Director of MarketingVice Presidents of Student SuccessVice Presidents of Instruction

The number of students applying for, and being awarded, Financial Aid and scholarships will each increase of 3% annually begin-ning in Fall 2018.

Executive Director Financial AidCampus Financial Aid Directors

Increase enrollments for targeted populations of 3% a year for International and Veteran Students.AVC InternationalExecutive Director VeteransVice Presidents of Student Success

Expand evening, weekend and online enrollment by 5% by 2020.AVC OnlineAVC Academic AffairsVice Presidents of Instruction

Increase enrollment of Workforce Credit and Non-credit students by 10% from baseline by 2020.

AVC WorkforceExecutive Director of Marketing Executive Director University CentersVice Presidents of Student SuccessVice Presidents of Instruction

Expand and promote flexible payment options by Fall 2017.Develop on-demand student training video series to support enrollment and registration processes by May 2018.

Student FinancialsExecutive Director of MarketingExecutive Director Financial AidVice Presidents of Student SuccessVice Presidents of Administrative Services



Improved Retention - FTIC Fall to Spring and Fall to Fall Persistence will be increased 3% from Fall 2017 Cohort Baseline by Fall 2020 Cohort.


System office and campus personnel will establish college-wide protocol to implement strategies to re-enroll current students prior to end of each fall and spring semester.

AVC Office of CompletionAVC Academic AffairsVice Presidents of Student SuccessVice Presidents of InstructionVice Presidents of Administrative Services

Assure 100% compliance with mandatory orientation, EDUC 1300 and advising plans for all FTIC students each semester.AVC Office of CompletionVice President of Student SuccessVice Presidents of Instruction

Implement college-wide Pathways advising model with key milestones and benchmarks while providing guidance to students related to areas of study and the implications of taking courses off path by Fall 2019.

AVC Office of CompletionVice President of Student SuccessVice Presidents of Instruction

To have 25% of the faculty/sections with mid-term grades in the iStar by Fall 2019.

AVC Academic AffairsAVC Office of CompletionExecutive Director Financial AidOffice of Technology ServicesVice Presidents of Instruction


Heightened Completion – To award 8,953 degrees and certificates awarded by 2020 to align with the TX 60x30 LSC goal of 13,200 by 2030.


Increase the number of certificates and degrees offered 100% offered online by 3% annually beginning Fall 2018.AVC OnlineVice Presidents of Instruction

Increase graduation rate by 5% by 2022 by fully implementing Pathways model to decrease time to degree and certificate completion.

AVC Office of CompletionVice President of Student SuccessVice Presidents of Instruction

Implement a comprehensive FYE Model expanding beyond the EDUC 1300 course components of My Planner, Advisor Meetings, and Registration by Fall 2019.

AVC Office of CompletionVice Presidents of Student SuccessVice Presidents of InstructionVice Presidents of Administrative Services

Increase Early College High School graduation rate by 3% over current baseline by 2020.AVC Academic AffairsVice Presidents of Instruction



Process Efficiency


Institutionalize usage of Early Alert System in Spring 2017 and increase the number of participating faculty referring students by Spring 2019 by 25% over baseline.

AVC Office of CompletionVice Presidents of InstructionVice Presidents of Student Success

Scale Use of the “SMART File” to decrease by 20% the number of sections below the identified campus enrollment threshold by Fall 2018.

AVC AIRVice Presidents of Instruction

Conduct an enrollment summit as a core component of SEM annually. Executive Vice Chancellor

Develop class demand forecasting by 2020. AVC Enterprise Applications

Identify SEM metrics and create dashboards utilizing the SEM score card as a foundation by Fall 2018.AVC AIRVice Presidents of Student Success

Reduce percentage of students purged due to nonpayment by 2% by Fall 2018.Executive Director Financial AidStudent FinancialsVice Presidents of Administrative Services

Develop an annual assessment plan for DND oversight and evaluation by Fall 2018. Executive Director Financial AidStudent FinancialsVice Presidents of Administrative Services


Workforce Education and Corporate Partnerships

Background and Rationale for Strategies

The Office of Workforce Education and Corporate Partnerships (OWECP) set as its primary goal, the connection of students to employers. With over 10,533 credit workforce students and 2,587 non-credit workforce students registered in spring 2017, the Workforce division has more students than our smallest campus and comes close to the numbers at Kingwood and University Park.

Sixteen percent of total contact hours for the system was made up of workforce content in spring 2017 with 4 out of 6 campuses seeing an increase in workforce students.

At the end of the 2015/16 academic year, 9,102 credit students graduated, of those 3,735 were credit workforce. Another 2,347 certificates were completed in the same year. Workforce students contribute greatly to the college's tuition dollars and completion rates.

Goals

The goal of the OWECP department is to increase Workforce Education Course Manual (WECM) enrollment ten percent across Lone Star College and increase credit certificate enrollment/participation (level 1 and level 2), by ten %.

Long-term goals for Workforce include a five percent increase in AAS program and non-credit workforce fast-track certificate completion, increase of twenty % in student job placement, and continued support of the Corporate College, which serves as a key connection to major employers in the greater Houston area. The strategies below will be the accountability of the Vice Chancellor, Associate Vice Chancellor and Lead Directors to track and monitor their progress and outcomes and incorporate into the Annual Cycle of Effectiveness.

What a great opportunity to participate in a true partnership between representatives from all locations in the college. I believe the commitment that we could dream big and not concern ourselves with perceived obstacles set us up for some visionary work. I am anxious to see the proposals come to fruition.

Zack Coapland, Vice President Student Success

LSC-University Park


Our Strategic Enrollment Management Council has discussed – in detail – a wide scope of activities with a broad representation of job function. As a result, we had no walls and no silos. Ideas, challenges, and considerations could be viewed from all perspectives, and true solutions were proposed. Therefore, our product is something we all believe will make a difference.

Mike Krall, LSC AVC Academic Affairs

Strategies

1. Financial aid chat/email will be included in initial advising to support retention. Ninety percent of our credit certificate and AAS degrees have Workforce Innovation and Opportunity Act (WIOA) funding or a scholarship to help with financial items. A chat/email resource would need to provide information on all types of financial aid (Pell, loans, WIOA, Texas Workforce Commission (TWC) grant funds for fast-track programs, Texas Public Educational Grant (TPEG), scholarships, etc.). Financial literacy guidance should be included to help students make educational choices based on their full financial situation.

2. Continue our 10-step program development, modification and evaluation process to ensure we have the right degrees and certificates in our academic offerings. A SEM aspect can be included in both the strategic action plans developed within program reviews and annual report card discussions at cluster meetings.

3. Embrace the Community and Faith-Based Organization Council and design a plan to offer community based wrap-around services to our student utilizing the larger team.

4. Market credit programs to the parents of children in Discovery College and to the grandchildren/children of ALL students.

5. Market/advise GED graduates. Workforce advisors can be given information about GED graduations to allow them to prepare outreach tables to recruit students into level 1 certificate programs, and the special population’s workforce advisor can follow-up with them by email or phone after graduation.

6. Continue to improve the Advisory Council, three level, model facilitating for the chancellor, for the areas of study and the program advisory councils.


International, Honors and Engagement Programs


The newly created Office of International, Honors and Engagement Programs is committed to fostering collaboration across the college, region and world to provide international and honors education and engagement opportunities. The office utilizes existing synergies for growth. LSC has consistently ranked among the top five institutions for international student headcount, with 3,025 students in 2015-16. A cogent rationale for recruitment and student support will be developed to reach and attract additional students in the Houston metropolitan region and provide a recruitment presence overseas.

Per the 2017 Hanover Report, student support services often have greater impact on international student decisions than cost or recruiting. Therefore, an assessment of current “support and reassurance,” as well as benchmark practices, will be included in the rationale. The Honors College, too, has seen significant growth since its 2014 launch. Cohort-based programming has resulted in a significant year-to-year increase in honors student applications, admissions, and enrollment from 250 during the pre-launch 2013-14 academic year to 1,165 active students in the 2016 academic year. The Program is approaching its long-term target for honors student headcount for any given semester, Honors College goals will focus on developing Merit Scholar programming to improve retention and persistence for that Honors subpopulation.

Goals

• Develop the mission — and resultant framework and charges — for the international arm of the office based on assessment of current support and national best practices.

• From this framework, develop a comprehensive international recruiting strategy to include support services as well as areas of productive integration between Honors and International (e.g., Honors International STEM track) to increase international student enrollments. Specific target will be identified based on analysis of relevant international student trend data.

• Increase applicant student profile and expand the Merit Scholar pathway for improved retention and persistence with cohort programming, College Board-based marketing, and continued community outreach to provide opportunities to reach a new demographic of high-achieving students.

The short and long-term strategies are included below and will be the accountability of the Associate Vice Chancellor and Lead Directors to track and monitor their progress and outcomes and incorporate into the Annual Cycle of Effectiveness.


Strategies


• Provide an initial rationale for international student recruitment and support:

h. For recruitment, using LSC and benchmark data, develop a recruitment plan incorporating:

1. Efficacy/optimum role of internal recruiters, recruiting agencies, and social media.

2. Impact of current compliance issues on recruitment (e.g., insurance).

3. Surveys sent to existing international students.

4. Identification of resultant targets for local, state and international recruitment.

i. For international student support/retention, draft a mission and framework, with the help of a stakeholder task force, including:

1. Strategic incorporation of heretofore-disparate areas: 1) study abroad, internationalized curriculum, and 3) international students/support.

2. Assessment of current campus resources and activity as well as International programming at benchmark institutions.

3. Inclusion of additional input as needed from LSC leaders (e.g., student services) as resources to ensure accelerated and efficient progress. (International Program staff and Honors Lead Director will serve as a standing committee resource).

4. Identification of resources needed.

i. Form subcommittees to outline efficient, realistic, cost-saving processes and procedures (e.g., collaborative orientations, application processes, international recruitment and cohort-building, innovative and strategic curriculum).

ii. Identify areas of productive integration with the Honors College and/or other campus areas as well as report back to additional stakeholder groups as needed.

iii.Develop communication plan for ongoing support of international programming.

• Assess honors student profile and enrollment surveys to use in yearly recruitment and retention planning:

a. Identify longitudinal trends for fellows and Merit Scholar profiles, high school enrollment trends, KPIs and enrollment/exit surveys. Enrollment surveys include the role of the Honors College in the choice to attend LSC.

b. Analyze commonalities of all Fellows who were placed on probation or dropped the program.

c. Utilize this data to focus recruiting efforts and to enhance programming for improved retention and persistence.


Long-Term Strategies

• Develop an International Honors STEM track

• Expand Merit Scholar programming based on fellows model where applicable

• Continue to enhance marketing and community outreach to highlight unique honors education opportunities LSC offers high-achieving students in our service area, including a focused “First Choice” marketing campaign

LSC-Online


LSC-Online currently supports one of the largest online student enrollments in our peer group in the United States. Based on findings from a survey conducted by LSC administrators and faculty members, LSC-Online supported the second largest enrollment; Rio Salado, founded as an online college over 20 years ago, was ranked #1. LSC-Online’s growth rate was the highest, averaging 10.5% per annum. Other institutions reported flat or declining online enrollment over the last two reporting periods. Only Rio Salado had significant enrollment from out-of-state students (approximately 17%).

LSC-Online has a goal to continuously increase enrollment 5% each term in addition to increasing the opportunity for students to truly earn successfully a 100% online certification and degree.

Goals

• Provide user-friendly online and technological support to promote the awareness of services and resources and to help students navigate through their academic and career pathways.

• Provide student-focused support services to ensure students benefit from the college’s academic support, student services, college and community resources, financial literacy training, student life, and mentoring programs.

• Strengthen collaboration among academic programs, workforce programs, and student services to enhance students’ mastery of both academic and workforce learning outcomes.

• Convert inquiries from Online Chat to actual registrants.

• Expand online courses and programs with a focus to grow LSC-Online to offer iSchool Virtual Academy and High School as well as, providing Online Training and Development.

• Develop fully online admission, enrollment and student support processes in virtual one stop site.

• Enhance competency-based education (CBE).


The strategies below will be the accountability of the Associate Vice Chancellor and Lead Directors to track and monitor their progress and outcomes and incorporate into the Annual Cycle of Effectiveness.

Strategies


Increase marketing of LSC-Online.

1. Increase LiveChat for students and community.

2. Create and build social media accounts.

3. Refresh and update web design to include information for prospective students (readiness for online learning, graduate testimonial video, etc.)


• Online community building in Learning Management System.

• Case management advising.

• Continue to partner and work with faculty committees to enhance course quality and increase number of 100% fully online certificate and degree programs: LSC-Online Faculty Advisory Committee, Council for Online Education, LSC-Online Teaching Certification Committee, LSC-Online Technologist Fellows, LSC-Online Faculty Mentors in addition to Faculty Senate Presidents and Dean’s Council.

• Continue to partner and work with faculty committees to update and refresh content in the five tracks of the Online Teaching Certification Program: Quick On-boarding, Full Certification, Grade Book and Attendance Only, Advance Recertification, Competency-Based Education.

• Need support services for students and faculty members to enhance student engagement, student interaction, student contact, faculty contact, community building, common social media tools, learning management system tools, online tutoring, online proctoring, design for accessibility, copyright, online resources and open educational resources.

The Strategic Enrollment Management Subcommittees identified key goals and outcomes from their work with each of the Lone Star College campuses and centers.

Below are the strategies that emerged as a result of this comprehensive work and are goals for Lone Star College both in the short-term and long-term.


Marketing


Lone Star College marketing efforts strive to connect more people to LSC offerings by in-creasing awareness, creating excitement and developing communication methods that drive students through the full educational journey from community member to student to career to donor.

Diagram 13

1 ATTRACT

Paid advertising SEO - paid/organic Media/Content Social Community involvement

2 CONVERT

Excite/Inform Calls to action Simple inquiry form Simple apply form

3 NURTURE

Communication workflows Email Phone Text messages

4 NURTURE

Communication workflows Email Phone Text messages

5 DELIGHT

Customer service Social media response Communication workflows Email Phone Text messages

MISSED OPPORTUNITY

COMMUNITY VISITOR PROSPECT APPLICANT ENROLL CONTINUE

We are one college, Lone Star College. The SEM project brought together a variety of people, positions and personalities….as one Lone Star College. The collective impact was powerful!

Linda Head, LSC AVC Workforce Education and Corporate Partnerships


Best Practices

• Publish a variety of content/materials, all having core messages

• Provide calls to action, inviting readers to learn more about the school, etc.

• Personalize content marketing

• Stay up to date on top competitors

• Set clear goals and measurable objectives, as each social platform and type of content should have specific objectives (e.g., numbers of views)

Goals

• Develop a strategic, written marketing plan to include target market analysis, creative strategy, full media plan, communication workflows, promotional strategies, competitive analysis, conversion and student acquisition strategies, key performance indicators, etc.

• Work closely with campus teams and functional departments to provide marketing support and campaign reporting

• Continuously work to improve LSC website experience

The short and long-term strategies are included below and will be the accountability of the Associate Vice Chancellor and Lead Directors to track and monitor their progress and outcomes and incorporate into the Annual Cycle of Effectiveness.

Recommended Strategies


• Use secret shopper techniques to evaluate internal practices and review competitive strategies

• Create consistent, personalized communication workflows through lead tracking, communication automation and call center integration

• Improve placement of primary call-to-action buttons (apply, request info) on LSC website

• Replace email contacts on program pages with trackable forms that trigger automated communications

• Increase awareness by saturating our geographic area with efficient digital marketing efforts to include increased exposure through YouTube, Facebook, Banner remarketing and paid search

• Promote mobile-app downloads and implement push notifications

• Promote early payment options


Recruitment, Admissions and Advising


Admissions applications received annually have remained relatively steady across the system for the past five years. The applicant-to-enrolled-student yield rate has been flat across the campuses for the last two years. However, more than 26,000 applicants for Fall 2016 applied though did not enroll. There is an opportunity for significant enrollment impact by converting these existing applicants into enrolled students.

These applied-but-not-enrolled applicants are a captive, self-identified group who have demonstrated interest by virtue of completing one or more items on their admissions checklist. Nearly half of them had one or less checklist items to complete in order to enroll. Specifically, if the 5,647 applicants with no remaining admissions requirements enrolled, overall enrollment would have gone up 7.7% in Fall 2016. Enrollment would have gone up an additional 6.3% if the 4,671 individuals with one remaining admissions checklist item registered.

Every student regardless of background should be afforded an opportunity to learn and grow. The SEM High Risk, Underrepresented, Underserved student population Sub-Committee continues to work diligently to explore the many challenges our students are faced with and provide/develop the necessary supports to help them succeed. As we are aware, education is one of the most powerful tools.

Chantell Hines, LSC AVC Student Success


Unit Objective

Sponsor(Title Only)

Task Owner Position

Start – Finish Date

Action Steps

Increase marketing support and campaign reporting to campus teams and functional departments

AVC of MarketingPublic Information

Council6/17-12/17

• Identify and prioritize campus needs• Evaluate current situation• Create and deliver strategies• Measure results and make adjustments

Improve LSC website experience

AVC of Marketing ED Digital Services 6/17-12/17

• Define primary business objectives and prioritize content and calls to action• Evaluate Web analytics to inform user experience and Web architecture effectiveness• Review existing best practices of online channels• Continuously evaluate calls to action and pathways through various testing methods• Ensure multi-platform delivery• Evaluate customer experience via surveys and secret shopper assessment


Currently, only 40% of new first-time in college students are assigned to an advisor in iStar. While various case-management efforts exist across the system, these efforts are not always documented in a way that can be assessed. This inconsistency is an obstacle for measuring the effectiveness of any advising efforts. To identify what advising initiatives are having a positive effect on student success, every student must be assigned to an advisor who is delivering a college-wide, common advising core of outcomes. As the student population of online and workforce students grows, these populations need specific case management. All students need to be working with an advisor who is a subject-matter expert in their program, workforce or transfer.

I was a little nervous about being on the committee since I am fairly new to the college. I wanted to be sure that I represented my campus well and that I could be an asset to my subcommittee and the council. This experience contributed more to my knowledge and adjustment more than I contributed, in my opinion. Being selected to serve on this important task force was an honor and I look forward to seeing the outcome of the ideas.

Mosadi Porter, Associate Dean – Admissions and Outreach

LSC-University Park

Diagram 14


Best Practices

• Recruitment

• Host open house events on campus

• Be a presence in high schools and the community in general

• Encourage prospective students to apply on website

• Use enrolled students in recruitment/marketing

• Effective recruitment survey

• Financial aid/scholarship website (FAFSA)

• College counselors at public and private high schools

• Social media

• College counselors at job-placement centers

• Admissions

• Seamless service experience with application, financial aid, enrollment and orientation - a one-stop shop

• Communicate, collaborate and engage (i.e., everyone engaged in endeavor, such as faculty with early enrollment)

• Send brief call-to-action messages that remind applicants to complete steps

• Invite prospective students to design their own college brochures by submitting an online inquiry form that indicates their academic and extracurricular interests

• Send all prospective students who submit their FAFSA forms a personalized letter with their net cost of attendance based on their financial aid eligibility

• Advising

• Provide comprehensive intrusive/intentional advising

• Integrate academic advising and career counseling

• Use case management for tracking, monitoring and intervention

• Assign advisor upon first enrolling

• Coordinated early-alert system

• Make mandatory advising touch-points throughout a student’s college life cycle

• Provide prescriptive standardized degree maps/guided pathways

• Use intake/placement or assessment procedures to determine level of advising need


• Leverage technology to support advising touch-points based on level of need (e.g., interactive, online advising system)

• Provide faculty advising toward completion and transition

• Provide ongoing advisor professional development

• 15 to Finish (encourage students to maintain a full-time course load until they complete their degree)

Goals

• Convert applicants to enrolled students

• Enroll current students in future term prior to current term’s end


Strategies

1. Continue to enhance the recruitment/admissions student communication plan by reviewing analytic data and expanding the communication plan to reflect calling campaign efforts.

2. Establish Strategic Enrollment Management as a core component of operations and monitor and track outcomes appropriately and incorporate into Annual Cycle of Effectiveness.

The work of the SEM Council allowed us to align around the experiences we want to create for students about enrolling and continuing their education at Lone Star. Our discussions also highlighted many of the great efforts already taking place and encouraged idea sharing across the college. The combination of learning about what is working now plus working to build an even better framework together was a powerful experience for our culture. I’m excited to see what we can accomplish together.

Alicia Friday, LSC Executive Director, Organizational Development


Financial Aid


Research exposed a number of Financial Aid (FA) process barriers to student enrollment. The majority of these barriers revolve around students’ lack of awareness and understanding of the FA process. Specifically, identified barriers include the following:

• Students do not understand the financial aid process.

• Students are not aware of the financial aid timelines.

• Students are shuffled from one campus department to another (e.g., admissions, advising, financial aid, and business office).

• Not all students read their myLoneStar email.

Best Practices

• Provide students/parents with needed FA information, include the cost (time and money) of attending part-time and discuss long- versus short-term gain.

• Partner with local agencies/ISDs to provide FA support to students and families on Student Aid Saturdays and other times in multiple languages and formats.

• Integrate financial aid counseling with other outreach efforts.

• Use predictive analytics (CIVITAS) and ISIR (2017/2018) to identify students that need to complete admission/financial aid/registration process.

Admissions

Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Improve admissions experience and accuracy of student reported data by as-sessing the portal admissions checklist and the admissions applications

AVC Office of Completion

SO Admissions & Enrollment

Services 4/17-8/17

• Review and assess Texas Common Application/ New LOLA • Review and assess admissions checklist in portal; make needed improvements

• Audit student admit type, program/plan, and academic intent accuracy and develop strategies to improve accuracy as needed

Ensure broad user knowl-edge of the existing enroll-ment management tools, including the Enrollment Funnel Dashboards and iStar queries and systematize prospect lead management


SO Admissions & Enrollment

Services

AIR

4/17-8/17

• Train campus administration on the prospective student tools; including AIR to collect feedback and demo dashboards

• Review and systemize the prospective student list attainment from sources like ACT, SAT, ISDs, etc.


• Use 2016/2017 Pell-eligible students and analytics (CIVITAS) predictors to contact students within the specified threshold.

• Explore financial options for students as alternatives to loans/employment.

• Think big picture to redefine student success and set equity goals (Aspen Institute).

• Work externally to change the student experience (i.e., partnerships, needs/goals, common metrics, communication, accountability, the Aspen Institute).

• Best Practices: At-Risk, Underrepresented.

• Hold SAS-Student Aid Saturdays, bilingual.

• Outreach materials/communication dedicated to Spanish-speaking families with TASFA included.

• Reframe conversations concerning culturally relevant material and culturally competent services enhancing Latino student navigation between their homes, schools, communities and potential professions (long-term — Excelencia! In Education).

• Leadership intentionally and strategically committed to provide integrated services that speak to Latino student success, such as measuring progress, setting specific goals and confronting obstacles of achievement (long-term — Excelencia! In Education).

Goals

• Examine current practices and processes across Lone Star College to identify improvements and improve efficiency in financial aid and student financial services.

• Examine coordination across campuses to provide recommendations for the improvement of business processes.

• Recommend improved strategies for communication with students and campuses.

• Recommend key strategies to improve efficiency in operations.

• Examine external financial aid models to identify short-term and long-term strategies and goals.



Strategies

Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Perform a deep investigation of students’ experience of the FA process via Experience Mapping, surveys, secret shoppers and focus groups

AVC of Student Success

Executive Director FA

4/17-12/17

• Use Student Success and CCSSE/SENSE results concerning FA as initial starting point of investigation

• Employ secret shopper and experience mapping to identify opportunities for improvement of the student experience

• Review FA business process for student support

• Establish learning objectives for students and staff

Improve students’ experience with FA support by creating a cross-functional staff rotation plan



4/17-5/18

• Identify campus support departments (admissions, advising, financial aid, business office, etc.

• Develop training plan

The SEM Council was a great opportunity to refocus on our priorities, reconnect with colleagues across the system, and reeducate ourselves to best SEM practices both inside and outside our system. I am excited to see the impact this new plan can have on the culture at LSC and the difference it will make to our students. It has already impacted the quality of conversation around the Completion Initiative, Pathways Project, and Enrollment Projections. I am very pleased to have been part of the team and eager to move forward. Thank you for including me in this very positive experience.

Cami Keitel, Dean Student Success, LSC-Montgomery


Student Financials


Examining the student experience showed students tend to be shuffled from one office to another during the admissions, registration and payment process. Although these are differ-ent functional areas from the institution’s perspective, they should be one from the students’ perspective. An additional barrier to registration was found — namely, students who owe a balance from a prior term cannot register unless they are prepared to pay the balance.

Best Practices

• Use block tuition to encourage students to take and complete 15 hours per semester or 30 credit hours per year.

• Address obstacles in our payment structure.

• Create online assistance to understand payment and payment options for both family and student.

• Integrate and cross train business office.

• Work with LSC Foundation to find more “emergency funds” or short-term loans.

Goals

• Examine current practices and processes across Lone Star College to identify improvements and improve efficiency in financial aid and student financial services.

• Examine coordination across campuses to provide recommendations for the improvement of business processes.

• Recommend improved strategies for communication with students and campuses.

• Recommend key strategies to improve efficiency in operations.

• Examine external financial aid models to identify short-term and long-term strategies and goals.

The strategies below will be the accountability of the CFO/Vice Chancellor, Associate Vice Chancellor and Lead Directors to track and monitor their progress and outcomes and incorporate into the Annual Cycle of Effectiveness.


Enrollment


For several years, LSC enrollment as a whole has trended upward. The robustness of our enrollment is likely the result of efforts made to encourage an increase. However, although the system and three campuses are at an all-time high in enrollment, other campuses have experienced fluctuations and even declines. Therefore, fully understanding causes of fluctuations or declines is critical. Additionally, there is a need to identify the correlation between our efforts and enrollment increase.

Best Practices

• Design schedules and formats to meet the unique needs of students.

• Align course offerings to local industry demands.

• Enhance concurrent/dual enrollment programs.

• Utilize predictive data to guide enrollment strategy.

• Encourage students to apply for, and accept, financial aid to increase reenrollment for the next semester.

• Increase the number of students enrolled in full-time course loads.

• Encourage and reward academic goal setting and early registration.

• Provide childcare for students with children.

Strategies

Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Perform a deep investigation of students’ experience of the payment process via Experience Mapping, surveys, secret shoppers and focus groups

AVC of Accounting AVC of Marketing 4/17-5/18

• Use survey and focus groups of students to start, investigate the student experience and potential barriers to payment

• Employ secret shopper and Experience Mapping to identify opportunities for improvement of the student experience

Create a cross-functional staff support plan (e.g., During peak times the admissions, financial aid and business offices each send one rep to the other department’s area to be on hand to answer questions)

AVC of Accounting



Campus VPSSs and VPADs

4/17-5/18

• Identify campus support departments (admissions, advising, financial aid, business office, etc.

• Develop training plan


Goals

Increase enrollment for various student populations by recognizing the need to better prepare students and by engaging them in the registration process sooner — even as an ongoing effort. This goal will be accomplished by enhancing connection between faculty and the Student Success Office.

Approach students’ needs holistically by identifying and addressing both academic and personal needs. Observation of a student’s situation and addressing the situation can only fully be accomplished when both instructional and advising representation are included.

Strategy

Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Perform exploratory research pinpointing reason for fluctuating enrollments

Executive Chancellor

AVC of Academic Affairs


4/17-7/17

• Engage faculty

• Connect faculty and advisors

• Professional development – faculty and advisors

• Discuss discovery: Learn and scale best practices – internal and external best practices (other LSC colleges have strong practices to share) implement as local resources allow

Retention


Retention has been a crucial part of system conversation, and some actions have been taken, but the opportunity for a greater impact exists. The development of the Learning Frameworks course (EDUC 1300) has helped students to better develop plans for future education and understand career goals. Improved Early Alert mechanisms have allowed more efficient and comprehensive action when a student need is recognized. LSC sees these programs as having a positive influence on retention. The correlation between these programs and retention rates has not been fully established.

The subcommittee has explored the connection between registration date and persistence. A clear pattern emerged when comparing the enrollment date (relative to semester start) and continued enrollment beyond the semester. Overall, the earlier students register, the higher the retention rate. See this pattern displayed in diagram 15.


Best Practices

• Use proactive advising (e.g., early alert systems, intrusive advising, visits to FYE courses, required meetings with advisors, advisor drop-ins during class meetings).

• Create learning communities.

• Promote cooperative and problem-based learning inside the classroom.

• Provide experiential learning outside classroom: co-ops, internships, community projects, etc.

• Provide accelerated developmental education.

• Provide academic support services: study skills, tutoring and writing assistance.

• Assist students in identifying funding for upcoming semester/year as early as possible.

• Use technology to track student success and completion, and identify students who need support. Consider utilizing digital advising services.

75.8%

Lone Star College Registration Type and First Term Persistence Rate

Fall 2015, Spring 2016 and Fall 2016

70%

75%

80%

65%

50%

55%

60%65.9% 67.6%

61.9%

56.0%52.9%

More than two months before the class starts

One month before the class starts

One week before the class starts

Two months before the class starts

Two weeks before the class starts

Late Registration

Strategic Enrollment Management is just as much about supporting students to finish what they start as it is to getting started. If we can help them connect to the College and teach them the tools necessary to complete, then we will have accomplished our goal of Student Success.

Jamie Posey, LSC AVC Office of Completion

Diagram 15


• Build a “culture of completion” by creating retention and completion committees.

• Foster student involvement/connection with peers, faculty and staff.

• Apply culturally relevant learning objectives in FYE courses.

• Best Practices: At-Risk and Underrepresented.

• Include families, particularly for Hispanic/Latino students, in recruitment, retention, and support services.

• Hire diverse faculty and staff who reflect the student population. Provide cultural awareness professional development training for faculty.

• Provide culturally relevant mentoring/peer-mentoring programs for traditionally at-risk populations.

• Develop culturally relevant student groups and identify designated spaces for these groups.

• Encourage the development and use of innovative and culturally relevant teaching methods.

• Help students develop self-advocacy skills.

• Provide flexible financial aid opportunities and scholarship for minority students.

• For black males:

• Expand social integration and satisfaction through programs, events and organizations that foster a sense of belonging.

• Increase academic achievement through faculty-student interaction: friendly demeanor, tracking student progress, listening to student concerns, encouraging students through high expectations.

• Use holistic model in student development, including focus on spiritual development.

• Celebrate short-term successes to motivate students to reach long-term goals.

• Develop a feeling of a “college within the college” environment through cohorts, learning communities, etc.

Goal

Increase retention rates by utilizing research findings and by strengthening initiatives that promote collaboration between instructional areas and student services areas.



Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Investigate predictors of retention

Executive Vice Chancellor

AVC of Academic Affairs


4/17-7/17

• Engage faculty

• Connect faculty and advisors

• Professional development – faculty and advisors

• Discuss discovery: Learn and scale best practices – internal and external best practices (other LSC colleges have strong practices to share) implement as local resources allow

Promote stronger collaboration be-tween faculty and Student Success

AVC of Academic

Affairs

AVC of Stu-dent Success

Dean’s Council


Director Student Success

8/17-12/18

• Professional development for advisors (financial aid model); college-wide advising forum

• Professional development for faculty: internal expertise; onboarding; offered at time faculty can attend; adjuncts – exposure to our environment (who our students are), classroom management, services college offers; communities of learning

• Faculty as “pre-advisors” (connect students to advising) – “master connectors” (“masons”) – connect public to experts

• Communicate what advisors can do - intrusive versus transactional advising

• Wrap-around services for students: bridge the gap of approach from each side (holistic approach) academic and personal needs

• Clear message for faculty pointing students to resources – Kingwood tool as example; develop it in common terminology that students and faculty can all understand; each college has its own guide to services

Being relatively new to the college, this experience has allowed me to meet colleagues from across the system. It has truly been a wonderful opportunity to meet and learn about the great things that our colleges are already doing to serve students and the community. This process has been open, engaging and uplifting. I am truly honored to be part of the Lone Star College Family.

Derrick Manns, Vice President Enrollment Management

LSC-North Harris


High Risk, Underrepresented, and Underserved Students


Anderson (2017) identified challenges facing at-risk and under-represented students, which can include cognitive, psychological, and social barriers. Examples of cognitive barriers include skill weaknesses in math, verbal, and writing; and difficulties in problem-solving and reasoning development. Psychological barriers may include “unrealistic perceptions” about college and personal skill levels, “low or different standards for academic achievement” and “non-traditional anchors for self-esteem.” Social challenges may include “cultural values which inhibit performance” and “lack of socially reinforcing environment” (Anderson, 2017). Anderson also identified specific “sources of anxiety” for minority males, including both real and perceived racism. College administrators are encouraged to consider these unique challenges when developing interventions for at-risk students.

Given the above-identified challenges facing at-risk and underserved students, the following potential barriers can be identified:

• Knowledge Gaps: Paying for college.

• Payment Plan: Flexibility needed.

• Academic Warning: Understanding the implications.

• Early Registration: Avoid peak-time lines.

• Family Support: How can they help?

• Identified Help: To whom do students go for support?

Goals

The over-arching goals for supporting the High Risk, Underrepresented, and Underserved Students are fourfold: 1) increase communication about available support for students, 2) increase proactive support for students (e.g., contacting students on academic warnings about support options), 3) provide a week-long orientation session, and 4) assure targeted marketing takes place that includes families.

Strategies

Financial and Academic Intervention

• Provide students with detailed information regarding SAP requirements and enrollment requirements.

• Communicate options such as scholarships, payment plans and taking one class at a time.

• Contact Academic Warning (AW) students, explain status and discuss academic and student support services available.


Stop Out Management and Enrollment Growth

• Decrease Stop Outs by identifying and contacting students who stopped out in good standing to survey reasons and offer options.

• Develop and implement use of a survey for students who are dropping one or more classes.

• Ensure intentional outreach programs for family members, including summer Family Orientations to LSC.

• Ensure marketing to local university students about benefits of summer classes at LSC.

Retention Strategies

• Increase awareness and perceived value of student support services for students from specific at-risk, underserved and underrepresented groups.

• Ensure increases in marketing to highlight existing points-of-contact for specific groups (e.g., disability services, veterans, foster care).

• Assess and scale case-management and cohort-style programs (e.g., REACH Academy).

Data


LSC decision-makers require data to plan, track and manage SEM-related initiatives. This need includes data to monitor day-to-day activities as well as LSC’s progress toward long-term goals and objectives.

Goals

The goals for the Data subcommittee are:

• Provide support for day-to-day SEM activities and give decision-makers trend data and analyses.

• Provide the vision and a 24-month roadmap for establishing LSC as the national leader in recruitment, retention and success.


Technology


Technology plays a supporting role to the business units involved with SEM. A critical factor is to review current business processes and align technology to meet the goals of Lone Star College. Just implementing technology does not solve a problem. The business objectives and processes must be clearly defined and then technology has to align to these processes.

While the addition of items like a Customer Relationship Manager (CRM) or a prospective student portal are possible, we need to make sure the business processes supporting new applications are in place. It is important to review what we “own but don’t use” to see if any technology gaps can be closed before purchasing additional systems.

Goals

The Technology subcommittee goal is to reduce duplication of efforts and align specific resources based on items from the subcommittees and the SEM Council. They are to review options and develop projections and action plans related to the final SEM plan.

Strategies

• Review the registration process and entrance points for students. Expand MyPlanner and training videos for students about how to plan their academic experiences.

• Enhance activity guides and work centers in iStar.

• Review and implement waiting lists in iStar (owned but not used).

• Review and implement enrollment appointments in iStar (owned but not used).

• Increase awareness/knowledge of iStar features and functionality through training, • discovery, and deep dive opportunities.

Strategies

Unit Objective

Sponsor(Title Only)

Task Owner Position


Action Steps

Develop SEM websiteExecutive Vice

ChancellorAVC of AIR 5/17-8/17

• LoneStar.edu• Work with Web team to develop a SEM website

Democratize the dataVC of College

ServicesAVC of AIR 5/17-5/19

• Scale the use of PowerBI organization-wide• Create an A-Team Training Program

Scale micro- interventions

VC of College Services

AVC of AIR 5/17-5/19 • Scale use of micro-interventions organization-wide


Technology Projections

According to the short and long-term goals identified by the SEM subcommittees, coordinated and consistent marketing and communications campaigns to prospective and current students are becoming a critical strategic item.

Recommendation: Review and assess the feasibility of an enterprise level Customer Relations Management (CRM) solution fully integrated with iStar.

• To more effectively attract prospective students to Lone Star College and provide them with current and most up-to-date information, the need of a prospective student portal was identified.

Recommendation: Review and assess existing technologies to create a prospective student portal fully integrated with iStar.

• With the completion of the iStar 2.0 upgrade project, new features and functionalities have become available to Lone Star College that can further strengthen and expand the services to our students and internal operational efficiencies.

Recommendation: Review, analyze and adopt new features and functionalities currently available in the iStar application portfolio.

• Simplify the process, review application and process designs based on student feedback.

Recommendation: If possible, streamline the application process. Review best practices related to the application to admission and registration.

I always hear people on campuses complain about how “if only System would…[xyz], [abc] on our campus would be better.” Well, here is System actively and openly seeking input and encouraging dialogue to implement a SEM plan that will benefit our college collectively, demonstrating that we are truly better together.

Laura M. Cardiel, Program Manager, Outreach & Recruitment and Adjunct Professor -

EDUC 1300 LSC-Tomball


Next Steps: Rally, Implement, Monitor, Assess

Rally

The SEM Plan will be communicated to administrative leadership through regularly scheduled council meetings. Specifically, the SEM process, findings and action plan will be reported to the Chancellor’s Cabinet, Presidents’ Council, Vice Presidents’ Council, Deans’ Council, Faculty Senate Presidents and to the Board of Trustees.

Implement

Implementation of the SEM Plan has already begun. Short-term Strategies were delineated and pushed into execution prior to the April 30 deadline for the overall SEM Plan. Current Short-term activities will be monitored and assessed after Fall 2017 official day of record. Long-term Strategies will be reviewed, vetted to the campuses, monitored and assessed as part of an ongoing SEM process and the overall Annual Cycle of Effectiveness (ACE).

Monitor

Satisfactory progress of the SEM activities will be monitored through quarterly SEM meetings. Ownership of tasks and quarterly accomplishments will be captured in the ACE form within Compliance Assist (the accreditation system that stores LSC’s supporting accreditation documents). Additional planning and evaluation elements in the form include the objective, action steps, task owner, resources needed, method of assessment, achievement target, results, progress, and recommendations. A sample of the form is provided in the Appendix. Certainly, the most important monitoring element are the action steps area. Teams will self-identify action steps, or milestones they intend to have accomplished by the next SEM regular meeting days and self-report on progress. Progress will be categorized into green: on time and on target; yellow: minor delays but expected to finish on time; red: at risk for not finishing. Respective campus information will be provided to the campus presidents, and a status report by objective will be disaggregated by campus and presented at the SEM Council meeting. See Diagram 12 for a sample progress report.


Diagram 12

Sample LSC SEM Activity Log AY 2016-17

Assessment

Survey: A survey of SEM Council members will be conducted to gauge satisfaction with the process and lessons learned. Results will be used to fine tune future activities.

Collective Impact on Key Performance Indicators (KPIs)

Given that a number of initiatives will be operating on the KPIs simultaneously, assessing the impact of individual initiatives on these metrics will be difficult, if not impossible. Therefore, the collective impact of the SEM plan on these KPIs will be assessed by change over time with these measures.

On a more granular scale, leading measures that may directly or indirectly influence the larger KPIs will be used to assess the impact or effectiveness of each SEM area (e.g., Admissions: Conversion Rate of Applicants with all admission items competed to enrolled students). Importantly, functional areas have more control over these more proximal measures than larger, longer-term metrics such as the SEM KPIs (e.g., overall headcount, persistence, retention, and graduation).

For each SEM area, information regarding a measurable objective, achievement target and method of assessment has been captured in each unit’s SEM plan and reviewed by the Strategic Planning and Assessment office. Baseline data and changes in scores will be provided by the Office of Analytics and Reporting (AIR). A diagram of the metrics is provided in the Planning section of this report and in the Appendix.

Dashboards

Finally, Dashboards of prioritized metrics will be created by the Analytics team of AIR.

SEM Website

A SEM website has been built and is found at LoneStar.edu/SEMC. The site will provide resources, updates about SEM activities and SEM impact on enrollment and retention.

Objective 1: Brief description between 10 and 30 words

Status Location Sponsor Action Steps AccomplishmentsNotes: Action steps to get to green

● LSC-CyFair

● LSC-Kingwood

● LSC-Montgomery

● LSC-North Harris

● LSC-Tomball

● LSC-University Park


I believe this quote is a prime example of our cultural belief “Better Together”: "Coming together is a beginning; Keeping together is progress; working together is SUCCESS." I liked that employees from various levels served on the SEM Council, not just top management. As a staff member, I felt the organization valued my contribution and this “inspired excellence” in me. I enjoyed the experience and proud to be a part of this team.

Diane E. Broussard, Division Operations Specialist, LSC-University Park

LoneStar.edu/SEM

• Supporting Toolkits• Step-by-Step Implementation Guide to SEM Process• SEM Powerpoints

SEM Reports

Data and Dashboards

30 25 and Over


Age

Gender 40 Male 60 Female

Race

Commencement





Academic 85

Workforce 15

Contact Hours32 Full-time

68 Part-time

Enrollment

LONE STARCOLLEGE

as

100COLLEGE

STUDENTS39 Hispanic

31 White

16 Black

8 Asian

6 Other





Financial Aid


High Risk, Underrepresented Underserved – Chantell Hines

1. Darrin Rankin (Co-Chair) – LSC-Kingwood 2. Donna Willingham – LSC-Tomball 3. Elizabeth Thompson 4. Quentin Wright – LSC-Tomball* 5. James McGee – LSC-Montgomery 6. Seth Batiste – LSC-North Harris 7. Julie Gruber – LSC-University Park* 8. Bill Hackley – LSC-CyFair 9. Kristin Lue King* 10. Kristen Dufauchard* 11. Jackie Goffney

College/Campus Marketing Strategies – Amos McDonald

1. John King (Co-Chair) 2. Donielle Miller – LSC-Tomball 3. Diane Broussard – LSC-University Park 4. Stephanie Knific – LSC-North Harris* 5. Deshonta Holmes – LSC-University Park 6. Christopher Dudley – LSC-CyFair 7. Mary Mendoza – LSC-Montgomery 8. Linda Head 9. Oscar Ramos – LSC-Kingwood 10. Danny Rodriguez

Appendix

SEM Committee Membership and Subcommittee Assignments

Enrollment/Retention – Mike Krall

1. Katherine Persson (Co-Chair) – LSC-Kingwood 2. Keri Porter – LSC-University Park 3. Steve Kahla – LSC-University Park* 4. Garth Howard – LSC-Kingwood* 5. Mark Marotto – LSC-Montgomery 6. Bennie Lambert – LSC-CyFair 7. Rita Ray – LSC-Tomball 8. Michael Burns – LSC-North Harris* 9. Wendi Prater* 10. Henri Dally/Amy Griffin – LSC-Tomball* 11. Jed Young 12. Mei Wang

Recruitment, Admissions, Advising – Jamie Posey

1. Ashlie Resendez (Co-Chair) – LSC-CyFair 2. Laura Cardiel – LSC-Tomball 3. Nicole Keenan – LSC-Kingwood 4. Laura Isdell 5. Mosadi Porter – LSC-University Park 6. Karen Miner 7. Daniel Villanueva* 8. Val Dabney – LSC-North Harris 9. Katie Caruso* 10. Wendi Prater* 11. Jessica Olsen* 12. Cynthia Latter – LSC-Montgomery 13. Tristyn Davis – LSC-Montgomery 14. Deseree Probasco 15. Renata Tyree 16. Longin Gogu


Scheduling, Technology & Data – Link Alander

1. Marion Chaney – (Co-Chair, Data) 2. Mario Berry – (Co-Chair, Tech) 3. Michael Chavez – LSC-Montgomery 4. David Baty – LSC-Kingwood 5. Caroline Jamroz – LSC-Tomball 6. Ellen Turnell – LSC-North Harris 7. Kelly Gernhart – LSC-CyFair 8. Sony Simon – LSC-University Park* 9. Mark Curtis-Chavez 10. Veronique Tran – LSC-University Park* 11. Bob Lawson 12. Danny Rodriguez 13. Renata Tyree 14. Longin Gogu

15. Deseree Probasco 16. Mei Wang 17. Jackie Goffney 18. Cindy Schoppa

Financial Aid & Student Financials – Diane Novak

1. Derrick Manns – LSC-North Harris 2. Zack Coapland – LSC-University Park 3. Cami Keitel – LSC-Montgomery 4. Tracie Hunter* 5. Bridgett Johnson – LSC-Kingwood* 6. Jill Riethmayer – LSC-Tomball 7. Lisa Cordova – LSC-North Harris* 8. Monica Young – LSC-CyFair* 9. Carol Wheeler – LSC-Tomball* 10. Valerie Kot* 11. Samreen Khurram – LSC-Tomball* 12. Cindy Schoppa 13. Bob Lawson

Internal/External Best Practices Research – Chris Tkach

1. Lee Ann Nutt (Co-Chair) – LSC-Tomball 2. Stephen Washington – LSC-North Harris 3. Okera Bishop – LSC-Kingwood 4. Abraham Korah – LSC-CyFair* 5. Kirk Bennett – LSC-Montgomery 6. Jackie Thomas – LSC-Tomball* 7. Barbara Winchell* 8. Sandra Gregerson* 9. Chris Allen – LSC-University Park 10. Rebecca Duncan-Ramirez* 11. Sarah Palacios-Wilhelm – LSC-Montgomery* 12. Deirdre Hayes-Cootz – LSC-Montgomery* 13. Alicia Friday 14. Marian Chaney

* Indicates subcommittee member only

Editors: Katie Caruso and Bob Lynch

A special thank you and appreciation for reviewing and editing of this document: Helen Clougherty


Summary of High-impact, Long-term Strategies

SEM KPI Objective Alignment

Unit Objective

Milestones (Proposed Action Steps)

Methods of Assessment

Headcount

Develop a strategi-cally written marketing plan to include target market analysis, creative strategy, full media plan, communication workflows, promotional strategies, competitive analysis, conversion and student acquisition strategies, key performance indicators, etc.

1. Thoroughly evaluate target audience and create target profiles2. Develop brand strategy to align LSC mission and benefits to audience needs and desires3. Develop creative strategy that amplifies our brand to our target audiences4. Develop media strategies that efficiently deliver the LSC story to the right people at the right time5. Develop public relations strategies that create strong local, regional and national attention for the LSC brand6. Develop communication methods that drive action7. Define key performance indicators and consistently measure results and make adjustments

1. # of Prospects, Capture Rate (zip code)2. Survey of students and community's view about LSC 3. Survey of awareness of LSC programs and services

HeadcountDevelop a comprehensive Recruitment Plan

1. Gather best practices within LSC and from other colleges2. Develop the Comprehensive Recruitment Plan3. Implement the plan

1. Target date for completing and implementing the Comprehensive recruitment plan2. % of planned activities completed3. Capture Rate (ISD, zip code)4. Conversion Rates of prospects to applicants

Persistence/RetentionEnroll current students in future term prior to current term end

Focused calling campaign and/or email campaign to encourage currently enrolled students to re-enroll.

1. # of calls made 2. # of contacts made3. # of emails sent4. # of current students re-enrolled in the subsequent term5. Persistence rate from term to term (Fall to Spring and Spring to Fall)6. Experimental Design - randomly choose sub-population to receive "No Contact" and "Email Only" and compare Return Rate to population that received calls7. Use Call Center to randomly choose a small percentage of calls for brief interview as to why they stopped out

HeadcountConduct a registration kick-off campaign college-wide

Collect artifacts from each LSC campus regarding their Fall registration start campaign

1. # of artifacts collected from campuses regarding their Fall registration start campaign2. Conversion Rates of applicants to enrolled/registered




Unit Objective



Headcount

Increase Conversion Rates (applicants to enrolled students) by utilizing the Applied but Not Enrolled List

1. Focused calling campaign utilizing call center personnel in lieu of robo-calls to convert admits with no admissions checklist items remaining Applied but Not Enrolled list that have targeted messaging to get them to enroll2. Create a “Fast Pass” to help move applicants to enrolled students, by converting applicants who have one, or less, new student checklist items to enrolled students. Implement by sending targeted applicants an email FastPass that allows them to bypass lines and complete their remaining checklist item, or other enrollment barrier, and enroll3. Increase the frequency of the Enroll Next Semester and Late Start college-wide emails that are sent and add the outstanding new student checklist items into the email

1. # of contacts made2. # of Fast Pass emails sent3. Conversion Rates of applicants to enrolled/registered4. Experimental Design - randomly choose sub-population to receive "No Contact" and "Email Only" and compare Conversion Rate to population that received calls/emails5. Exploratory Research - Use Call Center to randomly choose a small percentage of calls for brief interview as to why they stopped out

Persistence/RetentionIncrease compliance of mandatory Orientation

1. Conduct assessment of mandatory orientation to determine if the S37/S38/ S39 are being assigned/removed correctly2. Conduct audit to determine if Orientation compliance tools are accurately measuring out of compliance FTIC

Mandatory orientation compliance rate

Persistence/Retention

Implement college-wide advising model that will: address workforce, transfer and online along with identifying key milestones and out-comes while providing guidance to students related to Pathways and areas of study

1. Develop and communicate college-wide common advising core outcomes and assess on a college-wide basis2. Develop resources to ensure students are provided guidance related to pathways and areas of study

1. Student Rating of Advising Services (Satisfaction/Helpful/Available)2. Avg. time to degree 3. Avg. attempted credits to degree4) % of students assigned an advisor5) % of students intended to have an advisor assigned to them by the plan, actually having an advisor assigned (compliance)6) % of students meeting with advisor when intended (compliance)

Persistence/Retention

Improve students’ experience with FA support by developing and implementing a college-wide financial aid training program

1. Create and implement training program for staff2. Monitor that training is working even at peak times3. Review accomplishments with staff regarding their efforts. Reinforce training in a positive manner

1. % of staff trained2. Student satisfaction with FA services




Unit Objective



HeadcountIncrease FA Outreach Efforts and number of students ap-plying for FA/Scholarships

1. Design awareness campaign for students2. Offer FASFA workshop days each month to assist families with applying3. Develop Financial Aid Peer Coach for Outreach Efforts4. Use Call Center to increase call campaign efforts5. Use Social Media/YouTube video for promotion to students 6. Advisor FA Checklist7. Publish a Student Success/FA Newsletter8. Partner with ISDs

1. # % Students Applied for FA2. # % Students Awarded Pell3. # % Students Awarded any Type of FA4. # % Students Awarded Grants/ Scholarships5. Student satisfaction with the FAFSA workshops6. # of FAFSA workshops provided

HeadcountPromote concept of “Make Your Own” payment plan

1. Identify and collaborate with campuses that already have this promotion in place2. Engage marketing to support efforts 3. Generate a mini-marketing plan

1. Survey at orientation and during FTIC to assess student awareness and benefits of payment options (if not aware, prompt with - "Would you have used it had you known?" If response is yes, follow up.2. # and % of students using Payment Plan

HeadcountScale Use of the “SMART File”

Meet with academic deans, department chairs and faculty individually and in small groups to demonstrate how to use the tool

1. # of "SMART File" training sections conducted2. # and % of Sections Below Enrollment Threshold identified3. Avg. Class Size

Headcount

Increase workforce credit and non-credit enrollment by including CTE in market-ing and promotions

Include CTE in marketing and promo-tions by producing marketing materials and holding marketing events

1. # of marketing and promotion events held for CTE2. # of artifacts for marketing CTE3. % increase in workforce credit and non-credit enrollment

Headcount

Rollout a comprehensive international student recruitment strategy and marketing campaign based on the rationale and utilizing the current Study Houston campaign

1. Analyze the current Study Houston campaign strategies2. Build on current LSC international student recruitment strategies3. Develop a Comprehensive Recruitment Plan for international students4. Implement the plan

1. # of marketing events conducted2. Approximate count of prospective students3. % increase in the enrollment for international students

HeadcountIncrease usage of online chat

1. Add staff and temporary resources to support LiveChat at peak traffic times. We currently only support one peak time vs three available and we don't have the resources to support the highest peak traffic time

1. Daily LiveChat count2. Conversion rate of online chat participants to applicants

* The rate change would be calculated as a percentage of a percentage. For example, a 5% increase on a baseline rate of 70% would be 3.5%; therefore, the target would be 73.5%, not 75%.




Unit Objective



HeadcountIncrease conversion rate of prospects to applicants

Promote Lone Star College to prospective students and community at large by implementing a comprehensive marketing plan and providing user-focused digital services

% increase in conversion rate of prospects to applicants

Headcount Increase FTIC applicants

1. Utilize Call Centers for calling campaign2. Implementing marketing and recruitment plans3. Implement financial aid and testing services in high schools

% Increase in FTIC applicants

HeadcountIncrease Dual Credit Headcount

1. Scale up dual enrollment and early college high school initiatives2. Increase ISD partners

% Increase in Dual Credit Headcount

HeadcountIncrease Veterans Headcount

1. Promote Veterans services to the community 2. Increase partnerships with Veteran service agencies in the region, in the state, and nationwide

% Increase in Veterans Headcount

Headcount Increase Online Enrollment

1. Increase online course offerings2. Increase online degrees3. Increase efforts on marketing online offerings to corporate partners, university partners and military affiliated audiences

% Increase in Online Enrollments

Persistence/Retention Increase Overall Retention

1. Implement retention initiatives such as strengthening collaboration between faculty and student success (Professional development and advising)2. Implement best practices, such as service learning, learning communities; and peer mentoring

% Increase in Overall Retention

Persistence/RetentionInstitutionalize usage of Early Alert System

1. Provide training on how to use the Early Alert System2. Publicize success stories of using the Early Alert System

1. # of referrals made using Early Alert System2. # of faculty participating3. # of referred students contacted4. % increase in course success rate5. % increase in term-to-term persistence





Unit Objective



Persistence/RetentionInstitutionalize mid-term grades for students receiv-ing grades below C

1. Get faculty feedback on how to implement the mid-term grades requirement2. Develop IT support for communicating the mid-term grades3) Use student survey results to promote the benefits of mid-terms4) Promote mid-term grades through faculty support councils/meetings

1. Survey of students' opinion about the helpfulness of mid-term grades2. % of faculty/sections with mid-term grades in data system

NAIncorporate Annual Enroll-ment Summit into Closing the Loop

1. Include the agenda items for the Annual Enrollment Summit into Closing the Loop meeting agenda2. Share success stories on implementing SEM initiatives

1. Closing the Loop meeting agenda showing SEM agenda items2. Participants' survey showing positive take-aways for the SEM strategies (use feedback for improvements next year)

Persistence/RetentionDevelop on-demand student training video Series to Promote Enrollment

1. Record videos to replace the student success guide2. Promote Guide usage

1. Survey of students' opinion about the helpfulness of Training Videos2. # of students using guide (unique IP address hits to site)

HeadcountCreate marketing strategy to recruit transient college students to LSC

1. Produce transient student list2. Research size, characteristics, and needs of transient student segment3. Implement marketing plan to target this segment4. Utilize calling, mailing and other appropriate campaign communications

1. Target date for completing and implementing the marketing strategy to recruit transient college students2. # of transient students enrolled in LSC in Fall and in Spring

Headcount

Expand evening, weekend and online options based on relevancy and demand along with marketing accordingly

1. Identify target market for weekend evening classes which will include the population beyond current students (market size, needs, expectations to attend)2. Utilize the SMART File tool to research the needs for evening, weekend, and online classes for already attending students3. Provide sufficient scheduling to accommodate these offerings

1. # of artifacts produced to market evening, weekend, and online classes2. % increase in the # of sections offered for evening, weekend, and online classes3. % increase in the enrollment for evening, weekend, and online classes (disaggregate by New, Continuing, Returning students - to gauge new population)



Age

Gender

Race

Commencement


Contact Hours Enrollment

LSC-CyFairas

100COLLEGE

STUDENTSFinancial Aid

30 Full-time

70 Part-time

Academic 88

Workforce 12








43 Male 57 Female

26 25 and Over


42 Hispanic

25 White

12 Black

10 Asian

11 Other

Age

Gender

Race

Commencement



LSC-Kingwoodas

100COLLEGE





38 Male 62 Female

30 25 and Over


35 Hispanic

35 White

13 Black

4 Asian

13 Other

31 Full-time

69 Part-time

Academic 82

Workforce 18





Age

Gender

Race

Commencement



LSC-Montgomeryas

100COLLEGE









40 Male 60 Female

30 25 and Over


29 Hispanic

44 White

9 Black

4 Asian

14 Other

Academic 86

Workforce 1430 Full-time

70 Part-time

LSC-CyFair

• For Spring 2017, the typical student at LSC-CyFair is Hispanic, Female, under the age of 25, and enrolled part time.

LSC-Kingwood

• For Spring 2017, the typical student at LSC-Kingwood is Hispanic or White, Female, under the age of 25, and enrolled part time

LSC-Montgomery

• For Spring 2017, the typical student at LSC-Montgomery is White, Female, under the age of 25, and enrolled part time.

Current Demographics by Campus Spring 2017


Age

Gender

Race

Commencement



Financial Aid

LSC-North Harrisas

100COLLEGE

STUDENTS








Academic 70


71 Part-time

46 Hispanic

14 White

22 Black

5 Asian

13 Other

36 25 and Over


40 Male 60 Female

Age

Gender

Race

Commencement



LSC-Tomballas

100COLLEGE






Academic 83


70 Part-time

29 Hispanic

38 White

12 Black

5 Asian

16 Other

36 25 and Over


36 Male 64 Female Face-to-Face Only 33



Age

Gender

Race

Commencement


Academic 95

Workforce 5






Financial Aid

LSC-University Parkas

100COLLEGE

STUDENTS




43 Male 57 Female

29 25 and Over


38 Hispanic

24 White

12 Black

11 Asian

15 Other

30 Full-time

70 Part-time

LSC-North Harris

• For Spring 2017, the typical student at LSC-North Harris is Hispanic, Female, under the age of 25, and enrolled part time.

LSC-Tomball

• For Spring 2017, the typical student a LSC-Tomball is White, Female, under the age of 25, and enrolled part time.

LSC-University Park

• For Spring 2017, the typical student at LSC-University Park is Hispanic, Female, under the age of 25, and enrolled part time.

Current Demographics by Campus Spring 2017


I truly loved my experiences with SEMC !!!!

“My mission in life is not to merely survive, but to thrive: and to do so with passion, compassion, and humor” - Maya Angelou

“So be sure when you step, Step with care and great tact. And remember that life's A Great Balancing Act. And will you succeed? Yes! You will, indeed! (98 and ¾ percent guaranteed) Kid, you'll move mountains.” - Dr. Seuss, Oh, The Places You'll Go!

Rita F. Ray, Workforce Program Manager, LSC-Tomball

Sample ACE FormSEM Short-Term Action Plans

Start: April 6 to Close: Official Day Fall 2017

LSC Strategic Goal & Objective

Alignment

Choose from the SP 5 Goals :

Student Success

Unit Objective

Add statement of aims or desired ends. Be sure the statement is SMART: actionable, begins with action verb (e.g., Increase …), and has an outcome(s) achieved by action.

Increase high school capture rate for the Spring ISD by 5% (increase of 250 students), for Fall 2017 by promoting LSC to ISD superintendent, principals and counselors.

Sponsor (Title Only)

Include relevant VP/AVC position or above.

VPEM

Task Owner Position

Add position responsible for performing action steps.

Outreach Coordinator

Action Stepscompleted by May 1 and August 1

Indicate activities needed to attain your objective by progress update deadline (e.g., May 1, August 1).

By May 1:- Send letter to ISD rep from LSC president.- Engage Marketing for Outreach material.- Hold meeting between ISD rep and LSC campus president with VP.- Review marketing material with reps. - Hold open house for principals and counselors at LSC and keep track of attendance.- Get feedback from counselors about LSC.- Follow up with all HS reps and provide additional material as needed.By August 1:- Brainstorming sessions with ISD reps about recruiting students during summer for those students who do not yet have college plans.- Based on above sessions, continue outreach efforts.


Add method & data se-lected to measure outcome.Be sure to identify target sub-population.

Official Day headcount for students identified as graduating from respective ISDs.

Achievement Targets

Include intended outcomes, (i.e., your target).

Increase Spring ISD capture rate by 5% (approximately 250 more students for Fall 2017 than for Fall 2016).

Pg. 76 • STRATEGIC ENROLLMENT MANAGEMENT 2017-2020LSC-CyFair • LSC-Kingwood • LSC-Montgomery • LSC-North Harris • LSC-Tomball • LSC-University Park

LSC-Tomball LSC-University Park

LSC-Montgomery LSC-North Harris

LSC-CyFair LSC-Kingwood

01.2

9.18

.02

strategic enrollment management 2017-2020

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