How Restructuring Strengthens the Case for Enrollment Management

1. How Restructuring Strengthens the Case for Enrollment Management Dee Minter Macon State CollegeKim West Armstrong State University

2. At long last, the national SEM “Think Tank” has released a diagram of the Perfect Enrollment Management Structure!!!!

3. Optimal SEM Structure

4. “Does the Enrollment Management structure at my institution optimally support the academic and enrollment objectives of the institution?”

5. “Enrollment Management is a comprehensive process designed to achieve and maintain the optimum recruitment, retention and graduation of students where ‘optimum’ is defined within the academic context of the institution” Dolence

6. If we accept this definition, then the issue of how to best organize the institution to achieve optimal enrollment results must be addressed. In fact, the organizational structure of an enrollment division must be assessed again and again (as dictated by the success and/or failure of institutional enrollment goals).

7. The impact of enrollment management restructuring on an institution. 2 case studies: Macon State College Armstrong Atlantic State University

8. Enrollment management restructuring is NOT a panacea for achieving enrollment objectives but is rather ONE tool among many that may be utilized.

9. Between1993-1998 MSC experienced Six years of enrollment declines. Reasons for declines: Low unemployment rates in service area Depressed market for RN’s Loss of traditional freshmen to residential competitors Lack of clear institutional image (2 vs. 4 year) AND

10. Insufficient coordination among offices with enrollment related responsibilities. Examples: FA was not packaging aid for provisionally admitted students. Not all offices were completing prospect cards. Registrar’s Office was not sending attractive acceptance letters to re-admitted students. Admissions Office not corresponding with financial aid apps (who had not yet applied for admissions).

11. Prior to 1993, the enrollment offices at MSC were structured as follows: A combined Admissions and Registrar’s Office: Registrar/Director of Admissions reporting to College President. Financial Aid Office (including VA): Director of Financial Aid reporting to VP for Student Affairs.

12. In 1993, MSC hired its first Director of Enrollment Management, split Admissions and Records into two distinct offices, and, hired a Director of Admissions. In 1996, Director of Enrollment Management resigned and Director of Admissions appointed Acting Director of EM. In 1997, college began offering its first baccalaureate majors.

13. In 1998, MSC named permanent Director of Enrollment Management and Restructured Enrollment Management to include Financial Aid and Veterans Affairs. In 2000, college promoted the enrollment management position to cabinet-level as an Associate Vice President for Enrollment Services.

14. In 2000, the Associate VP requested a peer audit of the Financial Aid Office. Resulted in the Financial Aid Office being completely reorganized.

15. Benefits of restructuring the enrollment function at MSC: Increased student satisfaction with Enrollment Offices. Increased “buy-in” for institutional enrollment objectives Decreased “finger pointing” between enrollment offices. Provided cabinet level enrollment ‘voice’ AND

16. Increased support for enrollment related budget requests. Now priorities are agreed upon in EM division and then supported by three directors and a cabinet level person in annual budget hearings. Added Additional Recruiting position Added Asst. Registrar New recruitment publications Imaging system

17. Most important benefit of enrollment restructuring for MSC has been: Institutional enrollment objectives have been met!!! MSC has experienced seven consecutive fall semester enrollment increases.

18. Continuing question for MSC… Should the current enrollment structure remain in place????

19. Not if we plan to remain competitive!!! Integrated marketing initiative underway Investigating Fin Aid ‘service’ solutions Reorganizing former student processing from Records to Admissions.

20. Armstrong Atlantic State University

21. What is the Capacity of the Organization to Meet Enrollment Objectives and Respond to Rapid Change ? • “Organizational Gridlock” • When the Organizational Structure itself (Staffing Levels and Processes) can no longer support Enrollment Growth.

22. How fluid and flexible is our staffing structure? Additional Questions? • Does our staff have the required skill sets to meet enrollment objectives? (Can staff perform increasingly complex and knowledge intensive tasks – the extent of work that is mental vs. manual has increased) • Are roles and job responsibilities optimally defined? • Can our organizational structure support the use of emerging technology?

23. What Restructuring Changes have Occurred Over Time ? Restructuring Triggers Changes (internal and external) that occur at your institution that may impact your organizational structure – staffing levels, roles, and job responsibilities

24. 1986 Armstrong Appointed a Dean of Enrollment ServicesTriggered by Change in Leadership 1995 A Technology Services Area was Created to Support New Student Information SystemTriggered by Implementation of New Technology

25. Assembled a SEM Task Force to look at ways to turn Enrollment Crisis around -- SEM plan written Grouped the Marketing and Recruitment Operations together aimed at attractingmore students to the university.Triggered by Decline in Enrollment 2002 Enrollment Services moved into new facility designed for a One-Stop Shop Service Concept. Triggered by Availability of New Facilities

26. 2003-2004  Review of Financial Aid Operations Conducted a Peer Review of Financial Aid OfficeTriggered by Enrollment Growth and increase in Student Complaints • Consultant was brought in to review Armstrong’s organizational structure and offer suggestions on how to best “Organize” to achieve “Optimum” enrollmentTriggered by Enrollment Leveling Off

27. Review of Possible Restructuring Triggers • Decline in Enrollment occurs or Enrollment Levels Off • Implementation of New Technology • Increase in Workload and/or Enrollment Growth Occurs • Increase in Student Complaints • Availability of New Facilities • Change in Leadership or Staff Turnover

28. AASU Before Changes • Office silos existed – people and processes • Students were sent back and forth between offices to solve problems – disconnect for students • Processes were inefficient and not student friendly • Very little collaboration and/or dialogue between offices and divisions • Admissions, Financial Aid, and Records operations had different information systems – Unable to access data to make sound decisions

29. Benefits of Restructuring • Enrollment Services has implemented “One-Stop Shop” student service concept • Implemented a web based enterprise-wide student information system with 24/7 access for faculty, students and staff • Increased Staffing Levels • Cross-functional, self-directed teams are used to solve problems and plan for the future • Better communication between offices • Increased student satisfaction with Enrollment Offices.

30. Enrollment Services DivisionReporting through Academic Affairs • Dean • Director of Admissions • Director of Customer Relations (Focus is on improving customer service, management of “One Stop-Shop”, and info • displayed on web) • Director of Financial Aid • Director of Student Recruitment • Registrar • Special Assistant, Technology Services

31. In Closing… • The organizational structure of an enrollment division must be assessed again and again (as dictated by the success and/or failure of institutional enrollment goals). • Restructuring for Enrollment Management is ONE tool among many that may be utilized to reach enrollment objectives. • Watch for “Restructuring Triggers”

32. Questions ???