Strategic Enrollment Management Committees

Committee Charge

Provide a vision and strategic direction to the strategic enrollment management framework and plan that will be successful for SUNY Brockport’s enrollment.
Develop enrollment priorities, initiatives and projects in collaboration with each council and President’s Cabinet.
Identify, develop and monitor short- and long-range enrollment targets and goals that contribute to achieving sustainable enrollment outcomes
Communicate and champion a culture of collaboration around student recruitment, persistence and overall enrollment. Provide regular updates to President’s Cabinet, the University community and JPBC.
Align and link efforts to the University’s 2022-2027 Strategic Plan and SUNY’s strategic priorities

Review, analyze and recommend strategies and tactics to increase undergraduate and graduate student recruitment and yield of incoming students.
Develop and charge subcommittees aimed at advancing strategic recruitment efforts based on identified SEM strategies and tactics.
Compile, analyze and present recruitment trends on a semesterly basis, including melt, clearinghouse data and student cancellation trends. Identify opportunities to further improve recruitment outcomes.

Review, analyze and recommend strategies and tactics to increase undergraduate and graduate student persistence throughout the student lifecycle.
Study institutional retention and graduation trends, including subpopulations, majors, melt rates, etc. Identify opportunities to further improve student outcomes.
Develop and launch two working groups:
1. Predictive Analytics, Slate Student Success, & Early Warning Team
2. NISS Playbook & Diagnostic Implementation Team

Engage with IRA to complete enrollment projections on a semesterly basis to the SEM Steering Committee.
Provide enrollment data analysis to the SEM Council and subcommittees, specifically the annual retention and graduation date analysis study (October)
Develop and continue to enhance a data analysis cycle that accommodates the needs of the strategic enrollment management efforts (i.e. annual retention, persistence and graduation rate analysis)
Develop and analyze recommended Key Enrollment Indicators. Build KEI and enrollment dashboards in Slate.
Produce project-based reports and analysis based on the needs of SEM efforts.

Oversee the continued implementation of the SEM Plan, including operationalizing and assessing strategies and tactics through the SEM Councils. Measure progress towards SEM goals.
Review and provide feedback on enrollment projections and models provided by Institutional Research, Analysis and Planning. Recommend a final version to be submitted to President’s Cabinet on a semesterly basis.
Communicate widely to promote a culture of transparency around enrollment and advance SEM principles.
Monitor enrollment trends and microtrends to enact a nimble and proactive approach to enrollment stability and growth.

Study institutional recruitment trends, including subpopulations, majors, melt rates, etc. Identify opportunities to further improve recruitment outcomes.
Study and monitor the institutional discount rate and financial leveraging strategies compared to competitors.
Identify an efficient way to charge committees/units with operationalizing the SEM plan strategies and tactics. Monitor and communicate progress.
Annually update and monitor progress towards SEM Recruitment Goals.
Evaluate opportunities to further expand markets with growth opportunities (non-traditional, online, out of state, etc.)

Annually update and monitor progress towards SEM Retention & Persistence Goals.
Study and understand student satisfaction feedback through analysis of NSSE and other institutional surveys. Determine action items needed to improve the student experience to bring forward to the Steering Committee.
Evaluate policies and practices that are effective at improving student persistence, utilizing best practices, SUNY comparisons, etc.

Develop and maintain the predictive retention model. Partner closely with the Retention & Persistence Council to inform proactive retention strategies for at risk students and the Early Warning Team.
Research options to identify undergraduate students who are at risk of not graduating in 4 years and systems to flag students for outreach (ideally via Slate).
Create a 1-2 page “Who are our students” that details data about our incoming class and current students. Distribute to directors and chairs, embed in SEM message.
Develop a data dashboard for the Enrollment Indicators (annual/semesterly) and microtrends (real-time, weekly); preferred platform is Slate.
Develop a data analysis cycle/calendar that meets the needs of the SEM efforts. Complete analyses based on the approved calendar.
Perform market research and competitor analysis regarding academic program demand, enrollment competitors, etc. Work with the SEM Steering Committee to identify focus areas to prioritize.

Erin Rickman, Director of Advising & Student Support Programs (Co-Chair), Senate Rep
Dr. Priya Banerjee, College of Arts and Sciences (Co-Chair)
Will Ruiz, Associate Director for the Center of Graduate Studies
Don Bigelow, Director of Residential Life/Learning Communities
Jess Sniatecki, Assistant Dean, College of Education and Health
Maryam Nor, BSG Senator
Pamela O’Keefe, Director of Center for Student Success