Integrated Academic Strategic Enrollment Planning: Part 9

 

Academic Strategic Enrollment Management Series Banner

In our practice, we encounter a lot of confusion and misguided understandings concerning what Strategic Enrollment Management (SEM) and especially, what planning Academic SEM is about (see 50 Losing SEM Strategies). The laments around planning are numerous, “too complex, too big, too long term, make it simple, I need a quick fix…” blah, blah, blah. The cold hard truth is that Academic SEM is not simple and it is a primary reason why it is such an important emerging profession. Don’t take this the wrong way. There are plenty of ways to achieve short term bumps (see the Art and Science of the Bump) and bring in pockets of enrollments to backfill budgets. We all know those are an integral part of our tool box. Just focusing upon them, however,  out of context of the holistic spectrum of Academic SEM, is always a losing proposition. This post is a simple articulation of the scope of Academic SEM planning.ASEM Planning Layers

Academic Strategic Enrollment Planning and Management is an institution wide function involving virtually all divisions, units, colleges and key decision makers. This means a multiplicity of systems, functions and perspectives must align and work together in order to achieve optimum enrollment performance.

Four Institution-wide Integrated Layers

The various elements including systems, functions and perspectives must work together synergistically, to achieve optimum performance.  We array sixteen discrete elements in four layers, consisting of four elements each. Guidance and direction is provided within the Strategy Layer, the capacity to perform is detailed in the Capacity Layer, functions are defined and aligned in the Operations Layer, and the Systems Layer provides rules, content, metrics, automation, data management, etc. to make it all work.

The Strategy Layer

ASEM 1AThe strategy layer drives virtually all functions within an Academic SEM enterprise. The layer consists of at least four symbiotic integrated planning foci.  The Institutional Strategic Plan articulates the mission, vision, and major goals that define the future direction of the institution and establishes basic operational commitments. The Academic Master Plan  translates those commitments into a discrete academic portfolio and program functions. The (Strategic Enrollment Management) SEM Plan  seeks to align the Academic Master Plan through enrollment management efforts and initiatives with the dynamics of the global enrollment environment. The SEM Plan must inform both the Institutional Strategic Plan and the Academic Master Plan in iterative cycles in order to achieve alignment. Together, the Strategic, Academic and SEM plans function to develop a Strategic Position among peer institutions and competitors for resources, students, faculty and staff. Strategic Position is the result of academic strategy, marketing, and the net effect of multiple subsystems all coming together to create a sustainable competitive capability.

The Capacity Layer

ASEM 1The Capacity Layer involves at least four interrelated conditions that must work together to get any meaningful academic SEM initiative to work. The organization’s Human Capacity must possess the requisite knowledge and skills across critical functions in order to succeed. The work must be achievable in the work plans of the organizational entities and key individuals across the institution. An institution must have the Organizational Capacity including the systems, methods, tools, processes, as-well-as, the planning and management acumen to undertake and successfully complete complex, integrated, tasks that build to long term success. The Physical Capacity to manage enrollment loads, residency functions, and specific academic pedagogy requirements must be present. The institution must develop and sustain the Fiscal Capacity to develop the resources to support the enterprise.

The Operations Layer

Academic Strategic Enrollment Management is a comprehensive process designed to achieve and maintain the optimum recruitment, retention, and attainment of students where “optimum” is defined within the academic context and results in the strategic position of the institution in the learning marketplace.

Operational AcadeASEM 3mic SEM involves four primary lenses: Recruitment, Retention, Operations (back office, front facing, calendaring, scheduling etc.) and the Academic Portfolio.  Recruitment is defined as an active process an institution undertakes to influence a learner’s decision to attend. Retention is defined as the maintenance of a learner’s satisfactory academic progress toward her or his pedagogical objective until it is attained.

SEM Operations involves a number of cycles and their component processes. Cycles involve Curriculum Development and Revitalization, Recruitment Campaign Design and Development, Campaign Implementation, Yield Monitoring and Optimization, and Retention Management to name a few. Each cycle contains preconditions, policies, processes and procedures. They involve individuals from across academic and administrative units and result in predicted outputs all arranged in a time series workflow that is calendared  and resourced.

The Systems Layer

Both the Academic and Strategic Enrollment Management domains rely upon systems to provide basic functionality.  Any curriculum system facilitates learning content being conceptualized, designed, assessed, packaged, managed and delivered to a learner. All curricular systems have certain characteristics. For example:ASEM 4

All curricula reside within an institutional or organizational context. The context is defined by the mission of the organization in which it resides, the stakeholders who shape that mission, and their vision of where the institution is going and how it is to evolve.

All curricula result in outcomes, in other words, they have a tangible and often intangible impact upon those that engage it. The outcomes may be expected or unexpected. They may be intended or unintended. They may be measurable or difficult to ascertain.

All curricula have an economic reality that they exist within. It may be stable, adequate, inadequate, growing, shrinking, or in a state of flux. The economic realities shape a great deal of what the curriculum is and how it is delivered.

All curricula have an architecture either both well defined and articulated, or defacto, having evolved over time. By architecture we mean that all curricula have a defined structure that fits many parts together. Each identified part is defined and has a defined role to play in the overall function of the system.

The sum of these characteristics helps to define a curriculums’ (system) architecture. The curriculum architecture is framed, enabled and dependent upon the institution’s Information Systems; academic and administrative Policies, Processes and Procedures; the organizations Human Capital Development; and are informed and guided by the institution’s Performance Metrics. In Academic SEM Planning, we consider all of these elements and aspects of the academic and enrollment domains in the planning process. It makes Academic SEM Planning seem at first blush very complex. Upon reflection, it should be understood as a mega system of subsystems and key components that must fit and work together.

Boosting Program Enrollments: Curriculum Development & Revitalization Workshop, October 2015

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October 19-21, 2015, Claremont California

“The first and most important step in fixing sagging program enrollments.”

The Academic SEM Curriculum Development & Revitalization Workshop  (view agenda) recognizes that enrollment performance and the quality of the curriculum can both be significantly enhanced when curriculum is prepared, aligned, reengineered, or tweaked with enrollment markets in mind. The workshop articulates methods to recalibrate fundamental curriculum design and content to better align with the enrollment marketplace. The workshop is designed to help academics and enrollment managers to better position curriculum and programs of study in the complex global learning marketplace and improving enrollment performance.

Eventbrite - Academic SEM: Curriculum Development & Revitalization Workshop 2015

Session Summaries

  • Session I: Introduction to Principles of Academic SEM
    Reviews the foundational tenets of Academic SEM. Introduces strategic variables and options of competitive academic program strategies.
  • Session II: Academic Strategies, Tactics and Capacities 
    Introduces a structured approach to designing, developing and implementing academic strategies and developing new capacities required to meet the challenges of the learning age powered by a global digital learning ecosystem.
  • Session III: Curriculum Architecture and Specifications 
    Reviews the basics of curriculum architecture and assesses the strengths, weaknesses, opportunities and threats emanating from the degree of alignment between architecture, program design, course options, assessment strategies, and curriculum-learner optimization pathways.
  • Session IV: Integrating the 5 Workflows of Academic SEM
    Reviews the basics of integrating curriculum and enrollment strategies by focusing upon synchronizing the five fundamental workflows of Academic Strategic Enrollment Management.
  • Session V: Curriculum Options and Optimization
    Examines the principles of sustainability and applies them to various curricular scenarios. Focuses on innovating from where you are with what you have.
  • Session VI: Program of Study Strategies
    Programs of Study are the lifeblood of academic institutions. The fundamentals of effective program design, emergent models and methods of embedding marketable value into a program of study are examined and evaluated.
  • Session VII: Curriculum Prototyping and Modeling I
    Examines basic principles of effective academic management and the fit and friction points encountered in academic collaboration, strategy development and implementation. Developing synergy between academic missions, visions, perspectives, calendars and workflow cycles.
  • Session VIII: Curriculum Prototyping and Modeling II
    Examines basic principles of effective academic management and the fit and friction points encountered in academic collaboration, strategy development and implementation. Developing synergy between academic missions, visions, perspectives, calendars and workflow cycles.

Developing Academic SEM Strategies

Academic Strategy Illustrated

The Five Workflows of Academic Strategic Enrollment Management

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What participants say about our Institutes.

I just completed a 3 day Institute for Academic Strategic Enrollment Management and Sustainability (December 2014) with Michael and it was tremendously helpful. Not only did my enrollment VP and I gain a better understanding of the impact that the curriculum has on enrollment’s ability to recruit students but we learned many very practical examples of what works and what doesn’t in designing curriculum and attracting students. I think the Program of Study plan is very helpful in helping faculty design narratives that enrollment can use to sell programs. I would recommend Michael and his workshops to anyone who is open-minded enough to believe that higher ed needs to change and we have to get in front of that change if we are to survive and thrive! – Christine Pharr, Ph.D., Vice President for Academic Affairs, College of Saint Mary, Omaha, NE

 

I had the opportunity to attend Michael’s first institute of this series on Academic Strategic Enrollment Management and Sustainability. As a former Chief Academic Officer who thought she had a pretty reasonable grasp of enrollment management strategies and their critical integration with academic affairs planning – I was astonished about how much I learned not just from MGD in his presentations and discussions, but from those enrollment management leaders in attendance . The institute served to crystallize in just 2 days an approach, a way of thinking and resources that all provide a pathway for the work we need to do for our own institutions. Based upon the postings already offered to us on https://mgdolence.com/, this next institute appears to be a very logical next step – especially for academic leadership – to fully grasp what is involved in a academic planning for meeting our enrollment challenges in this new learning age. – Margaret K. McLaughlin, Ph.D., Carlow University, Pittsburgh, PA

 

As a newly appointed Academic Vice-President for an institution of higher education, I enrolled in the Academic Strategies and Master Academic Planning Institute hoping to obtain the necessary elements to begin my new role with a clear understanding of my role. Given the current trends in education and in society in general, the Institute delivered clear guidance and exposure to excellent resources for my toolbox. However, what was most valuable for me was the outstanding balance between strategic vision and nuts-and-bolts advise that Dr. Dolence provided. It was an opportunity to obtain information and inspiration. I would certainly recommend this Institute to anyone facing the challenge of leading a higher education institution in today’s learner-centered and dynamic environment. – Tricia Penniecook, MD, MPH

Eventbrite - Academic SEM: Curriculum Development & Revitalization Workshop 2015

Academic SEM Strategy: The iMBA at the University of Illinois at Urbana Champaign College of Business

The UIUC iMBA is expected to launch in 2016, and be priced at $20,000 or so. The digital curriculum architecture is designed to serve learners in a MBA degree program of study, as well as, individuals seeking advanced practice standing in seven contemporary business communities of practice. [Coursera iMBA page]
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Using a strategy of interweaving Coursera MOOC courses with embedded specializations/certifications either in parallel or as precursor to the College of Business MBA, UIUC has optimized its digital curricula for multiple markets. There are seven specializations with embedded certifications anticipated with at least one available now, including:

  1. Digital Marketing (available now)
  2. Global Business Strategy and Economics
  3. Healthcare Management
  4. Entrepreneurship and Innovation
  5. Business Analytics
  6. Innovation and Technology
  7. Advanced topics in Finance and Accounting

Each specialization and their corresponding certification packages discrete ‘Community of Practice’ portions of UIUC CoB digital MBA and positions them firmly in both advanced practice and collegiate degree markets. Between now and 2016, the school will put all the courses required for its traditional MBA program on Coursera and they will be available free of charge. Students can explore, experience and digest courses selected to meet their interest or need or they can take the program curriculum. If no credit or certificates are of interest, the program is free. However, to earn a degree one must apply, be accepted, enroll, complete with satisfactory grades and pay an estimated $20K (other comparable MBAs cost $75K to 100+K). If one wishes to earn a certificate, such as, the Digital Marketing specialization, which is available now, the cost is $474. The DM Certificate curriculum consists of 5 courses plus a capstone. Learners can pay as they go or all at once.

Conclusion

The UIUC iMBA is designed and intended to be disruptive. It is built upon the next generation curriculum architecture. It optimizes the emerging digital learning ecosystem, connecting the curriculum directly to learners everywhere. It embeds assessment in the design, and provides certificates of achievement for high value course sequences as standalone or stacked credentials. It, combined with, Georgia Tech / Udacity / ATT $7K Masters in Computer Science are signs that large scale (MOOC/SOOC type) curricula are moving beyond proof of concept. It is reasonable to expect that monetizing large scale curricula will continue to evolve.

Note: also see

Evolve to Academic SEM

If you’re not thinking Academic SEM, you are not thinking about the future. To explore Academic SEM strategies, join us by attending:

Academic SEM Posters Available

Academic SEM Funnel [MGDA01]

SEM-Poster-512

Academic SEM Cycles [MGDA02]

SEM-Cycle-Poster-512

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MGDA Releases Two Academic SEM Professional Development Posters

Academic SEM Funnel Poster MGDA01

SEM-Poster-512Finally an office graphic that conveys the complexities of Academic Strategic Enrollment Management. The Poster begins with a carefully detailed Enrollment Funnel (no the funnel is not dead, in fact it is healthy and thriving).  It then portrays the five integrated and complex cycles that build curriculum, develop & implement campaigns, monitor retention and attrition and evaluate SEM Performance. Finally it concludes with the SEM Matrix, juxtaposing seven dimensions of SEM with a framework of seven learner centered questions. We offer the poster individually or in packs of five. Clients report using them for training, loaning them for deans and  department chair meetings and using them to guide complex conversations with executives and boards of trustees. Order today!
• Museum Quality Stock
• Measures 24″ Wide x 36″ Long
• Semi Gloss Finish
• $59.95 each +S&H
• 5 Copies $259.99 +S&H

Academic SEM Cycles Poster MGDA02SEM-Cycle-Poster-512

Depicts the intricacies and interrelationships of the five integrated cycles that inform Academic SEM.

We offer the poster individually or in packs of five. Clients report using them for training, loaning them for deans and  department chair meetings and using them to guide complex conversations with executives and boards of trustees. Order today!

• Museum Quality Stock
• Measures 24″ Wide x 24″ Long
• Semi Gloss Finish
• $49.95 each +S&H
• 5 Copies $199.99 +S&H

 


 

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