|
Strategic Enrollment Management () is a crucial element of planning for new growth at a University or College as it concerns both academic program growth and facilities needs. SEM focuses on what is best for students' success while increasing enrollment numbers and stabilizing institutional revenues. A student's success, according to an enrollment manager, is often based on the institution's graduation and retention rates. This means that students are often recruited based on the likelihood of them graduating. While this practice is acceptable for many privately run selective institutions, it is not a common practice of most public institutions such as community colleges.〔http://www.educationalpolicy.org/pdf/SEM%20Guide.pdf〕 A real strategic enrollment management approach looks at the entire student cycle, from entry through graduation. According to Thomas Williams : :Enrollment management refers to the traditional task of “setting and meeting the goal of assembling a student body that comprises a predetermined and advantageous mix of students in terms of quality, number, and diversity in all its forms.” Strategic enrollment management is a broader, more dynamic task that begins with an understanding of the world around us, anticipates changes, probes institutional mission and goals, modifying them if necessary, and coordinates “campus-wide efforts in such areas as marketing, student recruitment and retention, tuition pricing, financial aid, academic and career counseling, and curriculum reform.” Often, Strategic Enrollment Management is understood to be focused on a college or university's traditional undergraduate students, and mobilized to meet the needs of the traditional college student. An additional area of SEM has been developed to apply these principles to the graduate student lifecycle: Graduate Enrollment Management (GEM). GEM focuses on the unique services and facilities needs specific to the adult graduate student. Some of the components of Strategic Enrollment Management include: * 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 * Retention * Institutional marketing * Career counseling and development * Academic advising * Curricular and program development * Methods of program delivery * Quality of campus life and facilities ==The History of Strategic Enrollment Management== The Evolution of Strategic Enrollment Management (SEM) resulted from the work of a number of people and organizations since schools started being concerned with this area in the early 1970s. Boston College (through the work of Jack Maguire in 1976)〔http://www.maguireassoc.com/about/our-staff/〕 and Northwestern University (through the work of William Ihlanfeldt)() began to use research and specific communication strategies to increase enrollment at their schools. The idea of research and using the data to target communication and marketing efforts resulted in positive enrollment numbers and drew several entrepreneurs into the field of managing enrollments. Jack Maguire subsequently created and named the first enrollment management model for recruitment and retention of students.〔http://www.collegeboard.com/prod_downloads/highered/pub/emr/EMR-spring-2007.pdf/〕 In 1975, Stuart Weiner and Drs. Ron and Dori Ingersoll formed one of the earliest teams that addressed enrollment issues from the point of view of the total enrollment effort.〔http://www.enrollment-management.com/page13.php〕 Gradually, the Ingersolls and others made enrollment efforts more effective by strategically addressing schools, data, academic offerings, and student services—and included retention in the overall effort. In the late 1970s, the practice of Strategic Enrollment Management (SEM) was born. Since that time, organizations such as Noel-Levitz, Williams and Associates, and the American Association of Collegiate Registrars and Admissions Officers (AACRAO) have continued to refine the concept. But it wasn’t until 1990 that AACRAO established the term, “Strategic Enrollment Management” and started the first annual SEM conference,〔http://www.aacrao.org/Professional-Development/meetings/2013SEM/about.aspx〕 specifically focused on pressing issues and effective practices in Strategic Enrollment Management. Beginning in 2009, AACRAO developed the first SEM Award of Excellence to recognize outstanding achievement and visionary leadership in Strategic Enrollment Management.〔http://www.aacrao.org/About-AACRAO/governance-and-leadership/leadership/awards/semaward.aspx〕 Dr. Bob Bontrager, Sr. Director of AACRAO Consulting and SEM Initiatives edited some of the first books on SEM:〔http://www.aacrao.org/professional-development/meetings/past-meetings/2012ExecSymposium/KeynoteSpeakers.aspx〕 * ''SEM and Institutional Success: Integrating Enrollment, Finance and Student Access'' (2008) * ''Applying SEM at the Community College'' (2009) In 2012, Drs. Ron and Dori Ingersoll, with Dr. Bob Bontrager, co-edited the book ''Strategic Enrollment Management: Transforming Higher Education''. This SEM compendium was published for the higher education profession by AACRAO. EMAS Pro then initiated the industry’s first monthly Strategic Enrollment Management webinar series, as a companion to the ''Strategic Enrollment Management: Transforming Higher Education'' book.〔http://emaspro.com/news-events/seminar-series/〕 The Ingersolls serve as primary SEMinar session co-presentors. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Strategic Enrollment Management」の詳細全文を読む スポンサード リンク
|