enrollment management consulting and customer service training state college proposal final.pdf ·...
TRANSCRIPT
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Enrollment Management
Consulting and Customer
Service Training
TABLE OF CONTENTS
Part 1: Cover Letter 3
Part 2: Background and Experience 4
A. Company Profile 4
B. Partial Client List 5
C. References 6
D. Staffing Qualifications 10
Part 3: Methodology 13
A. Existing Enrollment Management Audit 14
B. Planning Retreat 15
C. Strategy Sessions 17
D. Written Strategic Enrollment Management Plan 18
E. Facilitation With Implementation 20
F. Customer Service Workshop 21
Part 4: Project Timeline 23
Part 5: Pricing 25
Part 6: Contact Information 26
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PART 1: COVER LETTER
Dear Mr. James:
Thank you for inquiring about SEM WORKS’ enrollment management consulting services and customer service
workshops. As our name suggests, strategic enrollment management is what we do best and customer
service is at the core of any effective enrollment management plan. We are adept at training staff to de-
liver exceptional customer service and creating strategic enrollment management (SEM) plans that both grow new
student enrollment and improve student retention. Our solutions will be customized to reflect Salem State College’s
service needs, culture, and unique position in the Massachusetts marketplace and beyond. We will collaborate with
you to develop service culture and enrollment management plan that will mobilize the campus.
Our staff has over 400 years of experience in consulting and training with over 300 higher education institutions.
We will leverage that experience to gain a deep understanding of your challenges, audiences and competitors, and
we will quickly come to understand your campus culture. This breadth of understanding will ensure (1) a proven
approach to delivering excellent customer service and reaching your prospective students based on best practices
in the four-year college sector of the higher education market, (2) effective positioning among public, private, and
proprietary institutions, as well as (3) college-wide buy-in. We invite you to speak with our current and former cli-
ents to learn about their success. For example, you may want to contact institutions that we have served: Ferris
State University, North Shore Community College, Arkansas State University, and Wallace State Community Col-
lege.
We look forward to engaging Salem State College (SSC) faculty, administration, and staff in dynamic customer ser-
vice training via duplicate morning and afternoon workshops. And we are confident that our collaborative work on
the enrollment management plan will enable SSC to meet and exceed the College’s enrollment. We appreciate this
opportunity.
Sincerely,
Ashley Alexander
Account Manager 3
PART 2: BACKGROUND AND EXPERIENCE—COMPANY PROFILE
Jim Black and Associates, Inc., converted to SEM Works in February of 2004 as an LLC. Prior to February 2004, Jim
Black and Associates, Inc., had been working and performing services in the higher education consulting industry
for ten years. SEM Works was founded by Dr. Jim Black and is grounded in a long history of higher education cli-
ents through consulting and professional development. The combined experience of the SEM Works team includes
more than 300 higher education clients from five countries. SEM Works’ staff has experience with four-year public
and private institutions, college and university systems, graduate and professional schools, community colleges,
technical colleges, proprietary schools, and nonprofit and for-profit organizations.
The SEM Works staff is comprised of twenty-nine individuals, primarily current or former practitioners in the field
and creative services professionals. Including Dr. Black, your lead consultant, there are eleven SEM Works consult-
ants—each with their unique specialty areas. In addition to the consulting group, SEM Works employs a director of
creative services, director of market research, a research analyst, director of educational research, a director of
marketing, a director of business development, a conference director, two account representatives, director of op-
erations, team of Web designers, three graphic designers, a copywriter, and an editor.
While our core business is consulting, we also provide some of the best conferences, technology services, on-site
training opportunities, market research, and creative services in the industry. SEM Works offers solutions designed
to improve enrollment outcomes and the image of our clients without overtaxing resources such as budgets, staff-
ing, and IT support.
SEM Works provides consulting services to colleges and universities needing to assess existing operations and de-
velop related plans. Areas of consulting include:
Enrollment Management Marketing
Branding Student Recruitment
Student Retention Customer Service
Student Services Institutional Positioning
Market Research Organizational Structure
Organizational Change Web Development
Graphic Design/Publications Development Electronic Communications 4
PART 2: BACKGROUND AND EXPERIENCE—PARTIAL CLIENT LIST
Adams State College
Alice Lloyd College
Andrew College
Arkansas State University
Belmont University
Buffalo State College
Carson-Newman College
Charter Oak State College
City University of New York
Clayton State University
Coker College
College of Saint Rose
Defiance College
East Stroudsburg University
Eastern Kentucky University
Eastern Oregon University
East-West University
Fanshawe College
Fayetteville State University
Ferris State University
Fort Lewis College
Francis Marion University
Franklin University
Guilford College
Indiana University Purdue University Indianapolis
Ithaca College
Johnson C. Smith University
Kettering University
Lenoir-Rhyne College
Lincoln University
Mars Hill College
Medical University of South Carolina
Meredith College
Mount Olive College
Mt. St. Vincent University
New England Culinary Institute
North Carolina Central University
Ontario Institute of Technology
Pacific Graduate School of Psychology
Paisley University (Scotland)
Robert Morris University
Roosevelt University
Salem College
Seventh Day Adventist University
Sherman College of Chiropractic
Slippery Rock University
Southeast Missouri State University
Southern Adventist University
Southern New Hampshire University
Spalding University
Sunderland University (England)
SUNY Cobelskill
University of Colorado at Denver
University of British Columbia
University of California at Santa Cruz
University of Idaho
University of Maine at Fort Kent
University of Maine at Machias
University of Maryland—Eastern Shore
University of Missouri—Kansas City
University of North Carolina at Greensboro
University of Regina
University of Saskatchewan
University of St. Francis
University of Texas at Dallas
University of Texas at El Paso
University of Vermont
University of Victoria
University of West Florida
University of Windsor
University of Wisconsin at Eau Claire
Villanova University
William Paterson University
Winona State University 5
PART 2: BACKGROUND AND EXPERIENCE—REFERENCES
Ferris State University
Craig Westman, Ph.D. Associate Provost for Enrollment Management Services
University of Texas at El Paso ASB Room 102 500 West University Avenue
El Paso, TX 79968 [email protected] or 915/747-5093
An enrollment capacity audit and enrollment planning consulting was provided. Key concepts such as branding,
marketing, the relationship continuum, integration, the enrollment funnel, student recruitment, student retention,
and student services were addressed.
"Ferris State University has had Jim Black to campus several times. Each time Jim has brought institu-
tional focus to enrollment management and how enrollment management is an institutional impera-
tive, not a singular unit's job. Jim has aided Ferris in realigning its recruitment activities to place them
into a firm strategic enrollment management context. About every two years, Jim comes to campus to
get our batteries recharged—to look critically and strategically at how we are doing our recruiting.
Jim's guidance has allowed Ferris to embark on successful e-Recruitment and print campaigns. Jim's
guidance has been instrumental in the past several years of Ferris's success—a 15.63% growth in en-
rollment!”
Enrollment Success:
• Since SEM WORKS first worked with FSU, undergraduate enrollment has increased an average of 23.6%
over the past eight years.
• 15.63% increase in enrollment between 2002 and 2006, second highest among public institutions in
Michigan.
• Including fall 2007, the highest enrollment growth among public institutions in Michigan.
Craig Westman, Ph.D., Former Associate Dean of Enrollment Services and Director of Admissions and Records, Ferris State University
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PART 2: BACKGROUND AND EXPERIENCE—REFERENCES
University of Regina
John D. Smith Associate Vice-President (Student Affairs)
University of Regina Regina, SK S4S 0A2 P: (306) 585-5079 Direct
SEM WORKS conducted a three-day strategic enrollment management audit; facilitated the development of a Uni-
versity-wide Strategic Enrollment Management (SEM) plan to improve and integrate enrollment and retention ef-
forts; provided ongoing evaluation and feedback during implementation; a formative evaluation of the SEM proc-
ess; and a summative evaluation to measure achievement of objectives.
“Following a one day retreat with the University's Senior Leadership Team Dr. Black provided an excel-
lent report outlining a strategic enrollment management planning model. The comprehensive plan in-
cluded an environmental scan indicating trends influencing our enrollment. Dr. Black effectively facili-
tated a series of planning sessions, with our work teams, which resulted in the development of enroll-
ment management strategies in specific opportunity areas. Dr. Black was readily accessible through-
out this process, responded to questions in a timely fashion, provided additional support material upon
request, and presented regular progress reports. We have been very pleased with the insightful and
cohesive recommendations presented in SEM WORKS’ Strategic Enrollment Management plan.”
Dr. Don Clark Former Special Advisor, Strategic Enrollment Management Project
Enrollment Success
• Fall 2009 undergraduate enrollment has increased 2.1% compared to 2008.
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PART 2: BACKGROUND AND EXPERIENCE—REFERENCES
Arkansas State University
Rick Stripling, Vice Chancellor PO Box 189
Jonesboro, Arkansas 72467 [email protected] or 870/972-2048
Jim Black, president of SEM WORKS, facilitated the development of an enrollment management plan and branding
strategy at Arkansas State University in Jonesboro, Arkansas. Dr. Black worked directly with a planning group at
the university to identify objectives, a planning construct, a process, and timeline. An audit of existing enrollment
management operations was preceded by a review of institutional trend data, competitor information, survey
data, publications and Web sites, strategic plans, enrollment plans, organizational charts, and related documents.
The site visit included direct observations of operations, interviews with staff and those they serve, along with fo-
cus groups with students. E-mail campaign technology and strategy were provided by SEM WORKS are already
yielding significant results. ASU has had more visitors to campus this fall than ever before.
"There are a lot of consultants. We needed someone to understand our institution’s mission and pur-
pose. Jim Black's knowledge of the enrollment process and higher education marketing greatly helped
our institution focus on enrollment and marketing efforts that matter. We have seen an increase in our
freshman class for the second straight year. Freshman enrollment has increased 27 percent for the
past two years, and this year's class represents the largest freshman class that we have seen in eight
years. Our spring to spring enrollment increase is the largest in at least fourteen years and the second
highest spring semester enrollment in history. SEM WORKS and Jim black delivered!"
Rick Stripling, Vice Chancellor
Enrollment Success
• Since SEM WORKS began consulting for ASU, total student enrollment has grown from 10,500 to 12,000, an
increase of 16%.
• Fall 2008 headcount represents a 6.3% increase over fall 2007 and exceeds the record enrollment of 1992.
• The fall 2008 freshman class is up 9.1% over last year and it exceeds the record enrollment set in 1983.
• The 2007 freshman class has increased for the second straight year. Freshman enrollment has increased 27
percent for the past two years, and the 2007 year's class represents the largest freshman class that ASU has seen in eight years.
• Spring 2007 to spring 2008 enrollment increase is the largest in at least fourteen years and the second highest
spring semester enrollment in history. 8
PART 2: BACKGROUND AND EXPERIENCE—REFERENCES
CUSTOMER SERVICE (WOW) Wallace State Community College
Dr. Kenneth Crow
Director of Clinical Education
Health Science Division
Wallace State Community College
P.O. Box 2000
Hanceville, Alabama 35077
256/352-8305 or [email protected]
Dr. Black conducted a full-day workshop entitled “Creating WOW Customer Service. Concepts included today’s
students (students as customers, the student economy, and student expectations and needs); delivering on the
promise of the brand (student service principles, influencing student satisfaction, managing moments of truth,
blending high tech and high touch and best practices); and relationship Management (the student relationship con-
tinuum, institutional image, integrated marketing, multi-channel communications, high risk students, high risk stu-
dent experiences and institutional loyalty).
Endorsements from Workshop Participants
• “I loved Dr. Black’s suggestions - I think he actually verbalized MANY suggestions, ideas and
criticisms that a lot of faculty/staff have and discuss among ourselves.”
• “Dr Black had actual solutions to the problems. He was very direct and did not skirt around
the issues. It seemed that he really cared about the college and making the WOW's happen!”
• “I enjoyed the manner in which Dr Black was direct and utilized examples from the college so
that we could identify areas where we could improve.”
• “I was personally challenged to deliver a little more WOW to my students.
• “I believe Dr. Black demonstrated to each faculty and staff member how they can make the
college a better place.”
Dr. Kenneth Crow, Director of Clinical Education
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PART 2: BACKGROUND AND EXPERIENCE—STAFFING QUALIFICATIONS
Jim Black, Ph.D., President and CEO
Project Responsibilities: Customer service trainer and lead consultant
The president and CEO of SEM WORKS, Dr. Jim Black, is the founder of the National Confer-
ence on Student Retention in Small Colleges and cofounder of the National Small College Ad-
missions Conference and the National Small College Enrollment Conference. He formerly
served as the director of AACRAO’s Strategic Enrollment Management Conference. Dr. Black
has published a monograph titled, Navigating Change in the New Millennium: Strategies for
Enrollment Leaders, and three books, The Strategic Enrollment Management Revolution, con-
sidered to be a groundbreaking publication for the enrollment management profession, Gen
Xers Return to College, and Essentials of Enrollment Management: Cases in the Field. Among
his other published works are numerous articles and book chapters including a feature article
in College & University, “Creating Customer Delight”; a chapter, “Creating a Student-
Centered Culture,” for a book on best practices in student services published by SCUP and
sponsored by IBM; a chapter on enrollment management in a Jossey-Bass book on student academic services; as
well as a bimonthly feature in The Greentree Gazette.
Black was honored as the recipient of the 2005 AACRAO Distinguished Service Award. He has been interviewed by
publications such as The Chronicle of Higher Education, Converge Magazine, The Enrollment Management Report,
The Lawlor Review, and was interviewed for AACRAO’s Data Dispenser. Black also was featured in an international
teleconference on enrollment management sponsored by The Center for the Freshman Year Experience at the Uni-
versity of South Carolina, and a PBS broadcast on “Blending High Tech and High Touch Student Services.”
Sinc1999, Jim Black has been an IBM Best Practices Partner, one of only twenty-three in the world. He was invited
by The College Board to Heidelberg, Germany, to evaluate the APIEL Exam and most recently was invited to lead
conferences on enrollment management and student services in the United Kingdom and the Netherlands.
Dr. Black has served on the boards of several technology companies and has consulted with companies such as Mi-
crosoft, Blackboard, and the SAS Institute. Higher education clients have included two-year, four-year, public, and
private institutions. Jim earned a B.A. in English education and an M.A. in higher education administration from the
University of South Carolina, as well as a Ph.D. in higher education curriculum and teaching from The University of
North Carolina at Greensboro. 10
PART 2: BACKGROUND AND EXPERIENCE—STAFFING QUALIFICATIONS
Lynda Wallace-Hulecki, Senior Consultant
Project Responsibilities: Project Management
Lynda is a seasoned professional with over thirty years experience in higher education.
Lynda has an extensive track record of accomplishments in advancing a strategic approach
to enrollment management, in facilitating an integrated approach to academic and enroll-
ment planning, in managing change, and in developing systems for enrollment perform-
ance management, assessment, and accountability. Lynda has held a variety of leadership
positions at both a research-intensive university and a four-year comprehensive college in
Canada. For twenty-three years of her career, Lynda served as the director of an institu-
tional analysis and planning office─ a position for which she was awarded a distinguished
administrator award.
Lynda has served on both provincial and federal committees related to inter-provincial student mobility and
higher education accountability systems in Canada. She is an active member of numerous professional organi-
zations (e.g., AACRAO, ARUCC, NASPA, AIR, SCUP, EDUCAUSE) at which she has been both a presenter and a
presentation reviewer. In 2000, she participated in Harvard’s Institute for Management and Leadership in Edu-
cation (MLE).
Lynda holds a Bachelor of Science degree in the mathematical sciences from the University of Manitoba, and a
Master of Educational Administration degree in higher education from the University of Nebraska-Lincoln. She is
currently completing a doctoral degree in Educational Leadership and Higher Education at the University of Ne-
braska-Lincoln. Her graduate research has focused on the evolving field of SEM, and on the application of learned
concepts in leading change and in building shared responsibility for enrollment outcomes with the campus commu-
nity through an integrated approach to academic and enrollment planning.
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PART 2: BACKGROUND AND EXPERIENCE—STAFFING QUALIFICATIONS
Ashley Alexander, Account Manager
Project Responsibilities: Proposal writer
Ashley received her Bachelor of Science Degree in Communicative Disorders from the University of
Central Florida.
Ashley has a background in higher education. She has been in educational and corporate sales for the
last ten years. During her sales tenure she has gained experience and expertise in customer client
relationships, sales quotas, quality assurance, customer satisfaction, and business analysis. She won
multiple awards for market share change and growth. Within higher education she served as an As-
sistant Director of Admissions at The University of Central Florida in Orlando, Florida. At UCF she co-
ordinated on campus visits and open house events, also headed up the Alumni and Parent Recruiting program. She
was an active member of SACAC and attended The Annapolis Institute.
Ashley will oversee sales and delivery of SEM WORKS services, which include consulting, training and research offer-
ings.
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PART 3: METHODOLOGY
Scope of the Work
Salem State College would like to engage a consultant to:
• Review the existing Enrollment Management Audit
• Recommend strategies and tactics that will impact enrollment of both new and returning students
• Collaborate with key constituencies to create an integrated enrollment management plan that will mobi-
lize the campus to increase new and returning student enrollment
• Improve customer service
Summary of SEM WORKS’ Response
• Review existing enrollment audit
• Conduct duplicate half-day WOW Customer Service workshops in the morning and afternoon
• One, two-day enrollment management planning retreat
• Two, two-day enrollment management strategy sessions
• Written enrollment management plan
• Two, two-day sessions for facilitation with implementation
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PART 3: METHODOLOGY—EXISTING ENROLLMENT MANAGEMENT AUDIT
SEM WORKS will review the existing enrollment audit, examine the related recommendations that were presented,
and make any further recommendations deemed necessary to develop a strategic enrollment management plan for
Salem State College.
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PART 3: METHODOLOGY—PLANNING RETREAT
Enrollment Management Planning Retreat (1, two-day session)
Dr. Black will conduct a two-day retreat to kick off the enrollment management planning process. The composition
of workshop participants will be determined through consultation with Salem State College’s senior leadership. The
assessments, direct observations, and related recommendations from the existing enrollment management audit
and SEM WORKS review of it, will inform the development of Salem State College’s enrollment management plan.
Enrollment Management Planning Retreat, Day One
Morning Session
1. Overview of Workshop Agenda and Purpose
2. Enrollment Management Concepts and Planning Models
3. Key Findings from the Enrollment Management Audit
4. Identification of Salem State College’s Enrollment Targets
Afternoon Session
1. Identification and Prioritization of Strategic Opportunities
2. Identification of Key Performance Indicators (KPIs) and Metrics
3. Discussion of Strategy Development Teams
4. Next Steps
Deliverables:
• A planning construct
• A process for identifying new student enrollment targets
• High priority strategic opportunities
• Key performance indicators for each strategic opportunity
• Metrics for each key performance indicator
• Strategy development teams assigned to each strategic opportunity
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PART 3: METHODOLOGY—PLANNING RETREAT
Enrollment Management Planning Retreat, Day Two
Work with senior leadership to:
1. Identify the Composition of Strategy Teams
2. Develop the Charge for Each Strategy Team
3. Outline Next Steps in the Process
4. Prepare for Next Meetings
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PART 3: METHODOLOGY—STRATEGY SESSIONS
Strategy Sessions (2, two-day sessions)
Dr. Black will conduct 2, two-day strategy sessions with the strategy teams assigned to each strategic opportunity
that were identified by the planning team. Salem State College participants should expect the sessions to be col-
laborative and highly participatory. Strategic opportunities frequently identified by the planning team may include
those related to marketing, recruitment, retention, financial aid/scholarships, service delivery, course manage-
ment, and program delivery, etc.
Process
1. Kick off the strategic planning process working with each of the enrollment management strategy teams to cre-
ate enrollment strategies and tactics that respond to high priority strategic opportunities.
2. Provide feedback as parts of the enrollment plan are rolled out and ongoing coaching to the recruitment and re-
tention staff.
3. Assist in the identification of key performance indicators (KPIs) that relate to each strategic opportunity and
evaluative metrics that relate to each KPI.
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PART 3: METHODOLOGY—WRITTEN STRATEGIC ENROLLMENT MANAGEMENT PLAN
Written Strategic Enrollment Management (SEM) Plan
SEM WORKS will collaborate with the Salem State College strategy teams to write a strategic enrollment manage-
ment (SEM) plan presented in easy-to-read tables that include columns for:
• Strategic opportunities
• KPIs
• Metrics
• Enrollment Priority
• Strategies
• Antecedents For Success
• Lead Unit or Individual
• Target Audience
• Delivery Method
• Implementation Timeline
• Objective
• Effectiveness Measure
• Objective Met
SEM WORKS’ approach to SEM plan development will ensure that all key College constituencies know who is to do
what, how, and when, and how Salem State College is to measure effectiveness.
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PART 3: METHODOLOGY—WRITTEN STRATEGIC ENROLLMENT MANAGEMENT PLAN
The graphic below is an example of the strategic enrollment management plan that will be customized for Salem
State College.
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PART 3: METHODOLOGY—FACILITATION WITH IMPLEMENTATION
Dr. Black will conduct sessions for facilitation with implementation (2, two-day sessions)
1. Conduct a formative analysis of the planning process, related deliverables, and the early stages of implementa-
tion as shown in consulting progress status reports.
2. An internal plan rollout chart including audience, communication, call to action, owner, timeline, and effec-
tiveness measure.
3. An implementation timeline chart that includes columns for goal, deliverables, start date, end date, duration
in days, and months for project activity.
4. Submit a brief report at the conclusion of each site visit outlining the progress to date, recommended midcourse
adjustments, and related implementation strategies.
5. Provide ongoing feedback and coaching throughout the duration of the project.
6. Write and submit a SEM plan.
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PART 3: METHODOLOGY—CUSTOMER SERVICE WORKSHOP
Title: Delivering WOW Customer Service: How to Dramatically Improve Student Satisfaction, Loyalty, and Success
Description: This seminar provides insights into customer service in a higher education context. Contrary to the
private sector view that "the customer is always right," successful models in colleges and universities are about
empowering students and teaching them to take responsibility for their future. Core content includes students as
consumers of our services and educational products, delivering on institutional promises, and best practices in stu-
dent services.
Duration: Duplicate morning and afternoon sessions of 3 hours each.
Part I:
• Expectations of Today’s Students
• The Experience Economy
• Your Institutional Promise
• Adopting a Service Philosophy
• Creating a Service-Oriented Culture
Part II:
• Three Key Ingredients to Quality Service: People, Processes, and Information
• Managing Moments of Truth
• Knowledge Management Solutions
• Blending High Tech and High Touch Services
• Utilizing Multichannel Communications
Objectives (what will participants learn?)
Participants will learn:
• What WOW customer service means in a higher education environment
• About best practice models 21
PART 3: METHODOLOGY—CUSTOMER SERVICE WORKSHOP
• How these models improve student satisfaction, loyalty, and success
• How to motivate employees to personify your service philosophy
• How to create and sustain a service culture
• How to leverage technology to improve the quality of human interactions
• How to effectively communicate with students
Who Should Attend?
Administration, faculty and all other service providers.
“Delivering WOW service is not about student satisfaction per se or simply providing transactional ser-vices to students. It is about going beyond expectations, building loyalty, fostering trust in the institu-tion, and teaching students how to navigate a complex world.”
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PART 4: PROJECT TIMELINE
The following summary describes a suggested timeline for the completion of work. This timeline may be revised by
mutual consent between SEM WORKS and Salem State College. In the event you decide to develop the enrollment
management plan this year, the following is a draft of a timeline that can be adjusted to meet your needs.
March, week 3, 2010 Conduct duplicate half-day WOW Customer Service Workshops.
March, week 3 Dr. Black conducts off-site review of the existing enrollment management audit.
March, week 4 Conduct two-day enrollment planning retreat with planning team to establish
SEM concepts and planning construct, review existing audit report, prioritize stra-
tegic opportunities, discuss KPIs and metrics, and identify strategy teams.
April, week 2 Conduct first, two-day strategy session with strategy teams to kick off the
planning process, create enrollment strategies that respond to strategic opportuni-
ties, provide feedback as parts of the plan are rolled out, and develop KPIs and
May, week 1 Conduct second and final, two-day strategy session with strategy teams to
create enrollment strategies that respond to strategic opportunities, provide feed-
back as parts of the plan are rolled out, and develop KPIs and metrics.
June, week 2 Dr. Black will collaborate with Salem State College to write and submit a strategic
enrollment management (SEM) plan.
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PART 4: PROJECT TIMELINE
July, week 2 Conduct the first, two-day session for facilitation with implementation of
the SEM plan, conduct a formative evaluation of the planning process, related de-
liverables, consulting progress status reports, internal plan rollout, and implemen-
tation timeline chart, etc.
August, week 2 Conduct the second and final, two-day session for facilitation with imple-
mentation of the SEM plan, conduct a formative evaluation of the planning proc-
ess, related deliverables, consulting progress status reports, internal plan rollout,
and implementation timeline chart, etc.
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PART 5: PRICING
Item 1: Duplicate morning and afternoon WOW Customer Service Workshops.
$4,000
Item 2: Conduct a review of existing enrollment management audit.
$0
Item 3: Conduct 1, two-day enrollment planning retreat, and 2, two-day strategy sessions to develop an en-
rollment management plan.
$24,000
Item 4: Write an integrated enrollment management plan.
$6,000
Item 5: Conduct 2, two-day sessions for facilitation and implementation of the enrollment management plan.
$16,000
Item 6: Project management.
$5,000
Total: $55,000
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PART 6: CONTACT INFORMATION
SEM Works
Dr. Jim Black, President/CEO
1175 Revolution Mill Drive
Studio 3
Greensboro, NC 27405
E-mail: [email protected]
Direct: 336-324-8787
Office: 336-844-4060
Toll Free: 800-494-3710
Fax: 888-626-2374
www.semworks.net
Primary Contact
Ashley Alexander, Account Manager
1175 Revolution Mill Drive
Studio 3
Greensboro, NC 27405
E-mail: [email protected]
Office: 336-844-4060 ext. 1003
Toll Free: 800-494-3710
Fax: 888-626-2374
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