Change and Transformation Developing and Implementing Successful Change
Efforts: The Role of Strategic Enrollment Management
Doris M. Ingersoll, Ph.D., Senior Consultant Advisor,
EmasPro
Ronald J. Ingersoll, Ph.D., Senior Consultant Advisor,
EmasPro
Kathryn McFarland., Vice President for Enrollment and Online
Programs, Saint Leo University, Saint Leo, Florida.
Paul Dosal, Ph.D., Vice Provost for Student Success,
University of South Florida, Tampa, Florida.
Kevin Pollock, Ph.D., President, St. Clair County Community
College, Port Huron, Michigan.
In the Future
• We will need to address transformation or complicated
change processes on a regular basis.
• More Changes
• New Agendas
• Enrollment and Student Success as a Core Issue
• A Different Role For SEM
CHANGE IN EDUCATIONAL
DIRECTIONS AND SYSTEMS
Model 1
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CHANGE IN EDUCATIONAL
DIRECTIONS AND SYSTEMS
Model 2
C
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E 1974 2020 2010 2000 1990 1980
The Internet
New Learning Modules
Khan Academy
Distance Education
Hybrid Courses
BYOD/Smartphone Integration
MOOC (Massive Open Online
Courses)
Service Based Learning
Growth of Home Schooling
Flipped Classroom
Project Based Learning
ITunes U
TED
IPOD
MITx/EdX (Harvard/MIT)
Cell Phones
Social Media Integration
Laptop Programs
MIT Open Courseware
Apple Textbook Initiative
Teach for America
Charter Schools
Gender Specific Classes
Race to the Top
Common Core Adoption
Media treatment
For-Profit Sector
Change in Federal Budget
Support
Changes in State Budget
Support
Student Success
Focus
Accreditation
Accountability
Coursera
Udacity
Expectations
Economy
Media
External Forces
Internal Forces
Technology use
Libraries: on the shelf to online
Teaching: Lectures to activities
Staff: More complication with fewer people
New Cultures
Faculty: Full Time/Adjuncts
Use of Data
More Programs
Shorter Length
Core/ specialties
Culture
Budget
AACRAO – SEM XXII November 5, 2012
Orlando, FL
Kathryn McFarland
Vice President
Enrollment and Online Programs
Saint Leo University
Saint Leo, Florida
One Transformational Change
• In February of 2011, Saint Leo University brought all
enrollment and marketing services for its undergraduate
and graduate online programs in-house.
The project required • Locating and
building out 10,000 sq. ft. of office space
• Installing telephony and data support systems
• Investing in a new Student Relationship Management system
Most importantly . . .
•Hiring and training:
• academic advisors
• enrollment counselors
• quality assurance specialists
• marketing specialists
• managers
Institutional Culture
• What is the power structure?
• Is the school open or closed to new ideas?
• How is information shared and used?
• How do people communicate?
Source: Strategic Enrollment Management: Transforming Higher Education
(2012)
Saint Leo University’s Culture
• Strong Leadership
• History of
innovation
• Culture of execution
• Focus on data
• Traditional methods
of communication
Critical to Success
•Presence of a Change Driver
•Data to Support the Change
•Project Plan
•Stakeholder Commitment
The Source of Change
• Drivers of Change
• New
• Threats
• Leadership
• Opportunities
• One or two small changes may drive great change
Using Data to Define the Problem
• Possible “problem” areas:
• Declining inquiries
• Declining yield rates
• Increasing marketing expense
• Declining first-year retention rates
• Declining graduation rates
Plan Development
• Build a project team • Technology
• Human Resources
• Academics
• Institutional Research
• Support Services
• Facilities
• Legal
• Set Accountability • Start date, end date, owner for each step
Insourcing Plan • Insourcing Team
• 10 Members
• Insourcing Project
Plan
• 19 Pages
• 37 Steps
• 149 Milestones
Stakeholder Commitment
• Leadership Buy-in
• Build a solid case
• Share identified opportunity/problem early in the process
• Peer Buy-in
• Benefits
• Resources needed
• Staff Buy-in
• What will change?
• What are the opportunities
Challenges
• Resources
• Technology, Facilities,
Human Resources
• Other Important Priorities
• Distance
• Risks
• Transition time
• New processes
• The unknown
Insourcing – Keys to Success
• Institutional Culture
• Support of President
• Support of Peers
• Support of Staff
Paul Dosal, PhD
Vice Provost for Student Success
Office of the Provost and Executive Vice
President of Academic Affairs
AACRAO SEM Conference
November 4 – 7, 2012
University of South Florida
Communication strategy designed to change institutional
culture
Internal constituency
External constituency
CHANGE AT THE
COMMUNITY COLLEGE St. Clair County Community College
Port Huron, Michigan
Kevin Pollock, Ph.D., President
Community College Issues:
• Accountability questions
• Data Driven Agenda
• Facilitating Change
• Keeping the Focus on
Students
How do you connect:
• Response to outside “drivers” (federal, state, community);
• Internal “drivers” (staff, students, faculty);
• Institutional change and its challenges;
• Accountability issues;
• Our role in retention and student success;
St. Clair County Community College
• Achieving the Dream
• Focus on Developmental
Education
• Keeping the students in
the forefront
• Utilizing data without using
a hammer
• A Collegial Approach
• National Organization of Community College
Memberships with a focus on increasing student success,
especially students of color and low-income students
• Joining provided us with a process for defining and
reporting data related to student success and supports
the implementation of activities aimed at narrowing the
learning gaps of our students
Achieving the Dream
• Submitted application: March, 2010
• Attended National Kickoff Event: June, 2010
• Planning year: 2010/2011
• Implementation proposal submitted: May, 2011
• Implementation of Interventions began: Fall 2011
SC4 and Achieving the Dream
We began:
• Courageous
Conversations
• Working with Faculty
• Learning to work with data
• Making ATD a CAMPUS
project
• An honest review of what
we do and why we do it
St. Clair County Community College September 14, 2012
FALL SEMESTER CAMPUS UPDATE
Achieving the Dream
• Applied to become a Leader College • Additional Focus for 2012/13: Equity • Coaches visiting twice a year to monitor and provide support • Interventions Continue
• New student orientation • Developmental reading/English support for students • Math Center • Math Study Skills course • Mentoring program
Getting People on Board
• Why would we want to change? • Financial situation
• Reorganization
• Expansion
• New opportunities
• New challenges
• Better service to students?
• We are being forced to do it.
What are the advantages for change?
• For students
• For the college
• For the staff
• How can you cut
through the red tape?
St. Clair County Community College September 9, 2011
FALL SEMESTER CAMPUS UPDATE
Progress is a nice word. But change is its motivator. And change has its enemies.
~Robert Kennedy
• “…It does not take genius.
• It takes diligence.
• It takes moral clarity.
• It takes ingenuity.
• And above all, it takes a willingness to try.”
• Atul Gawande, Better: A Surgeon’s Note on Performance
“Better is Possible…”
A Simple Motto:
• “Do the right thing
for the right
reason and when
in doubt, lean
toward the
student”
The Role for SEM: Leaders
• Provide Data
• Leadership
• Facilitation
• Management
• Participant
• Address Culture
• Conflict Management
• Foster Collaboration
New Skills and Knowledge
Process
Students
Cost
Staff Development
Education
Attitude
Positive
Energetic
Opportunity Oriented
Progressive
Learner
Engaged