Strategic Enrollment Management [SEM] is a crucial element of planning for new growth at a university or college as it concerns both academic program growth and facilities needs.[1] Emerging as a response to fluctuations in student markets and increasing pressure on recruitment strategies in higher education, SEM focuses on achieving student success throughout their entire life cycle with an institution while increasing enrollment numbers and stabilizing institutional revenues.[2] SEM strategies accomplish the fulfillment of an institution's mission and student experience goals by strategically planning enrollments through recruiting, retaining and graduating specific cohorts of students followed by targeted practices to build a lifelong affinity with the institution among alums.[3] In addition to a focus on student achievement, SEM also fundamentally understands the student as holding the role of a learner in addition to a customer and citizen of the global community.[4]
Originating at Boston College in the 1970’s as a reaction to fluctuating student enrollment markets and increased pressure on recruitment strategies, SEM was created and developed into a critical pillar in the institutional planning process.[2] Although originating as an American concept and practice, the same requirement for response to demographic shifts and increasing competitiveness among institutions can be seen in other nations with substantial footholds in higher education such as Canada.[3] Despite originating as an American experience, the critical issues Canadian post-secondary institutions face are similar enough in nature to those at American institutions that applications can be borrowed across the border.[5]
The functional aspects of what a SEM operation considers and works to advance and optimize can include:[3]
Characteristics of the institution and the world around it
Institutional mission and priorities
Optimal enrollments (number, quality, diversity)
Student recruitment
Student fees and Financial aid
Transition
Retention
Graduation Rates
Institutional marketing
Career counseling and development
Academic advising
Curricular and program development
Methods of program delivery
Quality of campus life and facilities
Evaluation of assessment outcomes of institutional initiatives
^Cite error: The named reference :3 was invoked but never defined (see the help page).
^ abBaillie, Kyle; Gordon, Jody (April 2017). "Developing and Implementing a SEM Plan-One University's Journey". Strategic Enrollment Management Quarterly. 5 (1): 31–37. doi:10.1002/sem3.20099.
^ abcBlack, J., Dr., Bliss, P., Hutson, B., Dr., Skinkle, R., Steele, K., & Wallace-Hulecki, L. (2010). Strategic Enrollment Intelligence. London, ON: Academica Group.
^Sullivan, B. (2010). Organizing, leading and managing student services. In D. Hardy Cox & C.C. Strange (Eds). Achieving student success: Effective student services in Canadian higher education. (pp. 165-194). Montreal, PQ: McGill-Queen’s University Press.
^Smith, Clayton; Gottheil, Susan (2008). "ENROLLMENT OR Enrolment: Strategic Enrollment Management in the United States and Canada". College and University. 84: 28–38 – via ProQuest One Literature.
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