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GRADUATE ADMISSIONS
SAM HOUSTON STATE UNIVERSITY
Diane McCormick
Assistant VP Enrollment Management
Mary Pascarella
Director of Graduate Admissions
Moving Graduate Admissions from
Academic Affairs to Enrollment Management
Who We Are
• Established in 1879 as a teachers college
• Over 19,200 students enrolled
• 7 Academic Colleges
• Over 80 bachelor degrees, 62 master degrees,
and 6 doctoral programs
• Two satellite campuses – The Woodlands Center
and Northwest Houston University Park
• 25 fully online programs
Changes in Culture
• Go-live with Banner in 2010 – change in
processing applications and technical needs
• Slow increase graduate enrollment
• Need to market online and graduate programs
effectively
• Need to identify enrollment barriers especially
for students who could not physically come to
campus during normal office hours.
Enrollment Audit
• Selected a third party consulting firm
• Audit consisted of the following departments
⁻ Undergraduate Admissions
⁻ Graduate Studies
⁻ Registrar’s Office
⁻ Financial Aid
⁻ Bursar’s Office
⁻ SAM Center (advising)
⁻ Institutional Technology
Findings
• Foundation of application processing and prospect
student database system were housed in Enrollment
Management not Academic Affairs
• Paper based application process system
• Lack of communication to prospects and applicants
• Basic marketing efforts existing but needed to be
expanded
• Minimal web presence or search engine optimization at
the graduate level
• Graduate advisors were the main point of contact for
prospects and applicants was mainly
Audit Findings
From Academic
Affairs
To Enrollment
Management
Move Graduate Admissions
Web Optimization Team
•Refresh SHSU homepage to focus on
prospective student audience, not our
internal users
•Improve search engine optimization for
program pages
•Update program landing pages
•Campus awareness and buy-in
Digital Marketing
•Partnership with Hobsons Solutions
•Focus on graduate and online programs
•Online advertising with key words for search
engine optimization
•Relationship building with program advisors
•Email communication to prospects and
applicants
Campaign Creative
Prospect Management
• Prospects click our advertising and are sent to a Microsite
that advertises “Featured Programs”
• Prospects do one of two things:
• Complete a form that triggers a communication plan (direct
response)
• Leave the microsite, but visit the University website directly
(indirect response)
• Direct response leads are added to a communication plan
• Communication plans include:
• Automated series of email messages (number and content of messages
varies depending on area of interest).
• Telephone calls to establish personal connections with students
Campaign Response
• Two distinct kinds of response to the Online
Marketing Campaign.
• Direct campaign response – Prospects complete an
interest form and the leads drop into Hobson’s
communication plans
• Indirect response – Prospects back out of the microsite
and use a search engine to locate the university’s .edu
website.
• Results in increased referral traffic
• Lead’s generated via regular Hobson’s Interest Pages or
applications directly from the website.
Direct Campaign Response
Direct Campaign Response
*Through March 24, 2014
Marketing Comparison
Prospect
*
11,830
Prospect
*
835
Applied
153—
1.3%
Enrolled
5—0.04%
* From June 2013-March 2014
Applied
151—17.7%
Enrolled
14—1.7%
Reply Cards Digital Marketing
Application Conversion Rates - Comparison
For general population, applications opened August 2012. Digital Marketing
efforts started in June 2013.
Direct Campaign Response
• Please note – Summer and Fall 2014 Registration
has not yet opened. Digital Marketing was set to
impact Fall 2014.
• 91 Apps on file for summer/fall 2014
Indirect Campaign Response
THE NEW ORDER OF
BUSINESS
Systems and Roles
Infrastructure
• BANNER with BANNER document imaging and
ApplyTexas
• For 2013 we processed:
• 1,141 Spring
• 1,051 Summer
• 2,265 Fall
• Supplemental materials such as references,
resumes, and transcripts are sent by mail or
email
• CRM is Hobson’s Connect
How We Structured the New Department
•Our Recruiter – VIP of many hats!
• Recruitment – minimal fairs. On-campus events and
programs professional associations.
• Serves as liaison with application processors and
other constituencies
• Office Manager
•2 Application Processing Analysts
•2 Marketing Professionals
Decentralized Centralization
•Admission decision remains with academic
program
• We do not interfere with the program
advisor/student relationship
• We assist with the process of applying
•We admit all 3 terms
•Deadlines and supplemental materials vary
by program
How We Communicate with Prospects
shsu.edu/programs/master-of-science-
in-accounting/
Initial First Steps
Embrace program
specificity – no one
size fits all
Leverage CRM for
communication to
prospects
Application Processing and Review
Transparency
App collection and review
largely a paper-based and
manual process
Solutions:
• Scheduled weekly per-
applicant status reports for
advisors
• Summary reports to Deans
Two App Analysts
The “front line of Graduate
Admissions” for prospects
and grad programs
• Analysts assigned to colleges
to improve customer
experience
• Field 2,000+ calls/month
and even more emails
We Took Our Show on the Road
• Met with programs
• Learned pain points
and goals
• Mostly,
we listened
Lessons Learned
•Gain credibility through reports and data
•We have a paper-based application system
•Program Advisors change like the wind
•Graduate catalog is not a business process
manual
•Transparent processes
Diane McCormick
dgm006
@shsu.edu
Mary Pascarella
marypascarella
@shsu.edu

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Moving Graduate Admissions from Academic Affairs to Enrollment Management

  • 1. GRADUATE ADMISSIONS SAM HOUSTON STATE UNIVERSITY Diane McCormick Assistant VP Enrollment Management Mary Pascarella Director of Graduate Admissions
  • 2. Moving Graduate Admissions from Academic Affairs to Enrollment Management
  • 3. Who We Are • Established in 1879 as a teachers college • Over 19,200 students enrolled • 7 Academic Colleges • Over 80 bachelor degrees, 62 master degrees, and 6 doctoral programs • Two satellite campuses – The Woodlands Center and Northwest Houston University Park • 25 fully online programs
  • 4. Changes in Culture • Go-live with Banner in 2010 – change in processing applications and technical needs • Slow increase graduate enrollment • Need to market online and graduate programs effectively • Need to identify enrollment barriers especially for students who could not physically come to campus during normal office hours.
  • 5. Enrollment Audit • Selected a third party consulting firm • Audit consisted of the following departments ⁻ Undergraduate Admissions ⁻ Graduate Studies ⁻ Registrar’s Office ⁻ Financial Aid ⁻ Bursar’s Office ⁻ SAM Center (advising) ⁻ Institutional Technology
  • 6. Findings • Foundation of application processing and prospect student database system were housed in Enrollment Management not Academic Affairs • Paper based application process system • Lack of communication to prospects and applicants • Basic marketing efforts existing but needed to be expanded • Minimal web presence or search engine optimization at the graduate level • Graduate advisors were the main point of contact for prospects and applicants was mainly
  • 7. Audit Findings From Academic Affairs To Enrollment Management Move Graduate Admissions
  • 8. Web Optimization Team •Refresh SHSU homepage to focus on prospective student audience, not our internal users •Improve search engine optimization for program pages •Update program landing pages •Campus awareness and buy-in
  • 9. Digital Marketing •Partnership with Hobsons Solutions •Focus on graduate and online programs •Online advertising with key words for search engine optimization •Relationship building with program advisors •Email communication to prospects and applicants
  • 11. Prospect Management • Prospects click our advertising and are sent to a Microsite that advertises “Featured Programs” • Prospects do one of two things: • Complete a form that triggers a communication plan (direct response) • Leave the microsite, but visit the University website directly (indirect response) • Direct response leads are added to a communication plan • Communication plans include: • Automated series of email messages (number and content of messages varies depending on area of interest). • Telephone calls to establish personal connections with students
  • 12. Campaign Response • Two distinct kinds of response to the Online Marketing Campaign. • Direct campaign response – Prospects complete an interest form and the leads drop into Hobson’s communication plans • Indirect response – Prospects back out of the microsite and use a search engine to locate the university’s .edu website. • Results in increased referral traffic • Lead’s generated via regular Hobson’s Interest Pages or applications directly from the website.
  • 15. Marketing Comparison Prospect * 11,830 Prospect * 835 Applied 153— 1.3% Enrolled 5—0.04% * From June 2013-March 2014 Applied 151—17.7% Enrolled 14—1.7% Reply Cards Digital Marketing
  • 16. Application Conversion Rates - Comparison For general population, applications opened August 2012. Digital Marketing efforts started in June 2013.
  • 17. Direct Campaign Response • Please note – Summer and Fall 2014 Registration has not yet opened. Digital Marketing was set to impact Fall 2014. • 91 Apps on file for summer/fall 2014
  • 19. THE NEW ORDER OF BUSINESS Systems and Roles
  • 20. Infrastructure • BANNER with BANNER document imaging and ApplyTexas • For 2013 we processed: • 1,141 Spring • 1,051 Summer • 2,265 Fall • Supplemental materials such as references, resumes, and transcripts are sent by mail or email • CRM is Hobson’s Connect
  • 21. How We Structured the New Department •Our Recruiter – VIP of many hats! • Recruitment – minimal fairs. On-campus events and programs professional associations. • Serves as liaison with application processors and other constituencies • Office Manager •2 Application Processing Analysts •2 Marketing Professionals
  • 22. Decentralized Centralization •Admission decision remains with academic program • We do not interfere with the program advisor/student relationship • We assist with the process of applying •We admit all 3 terms •Deadlines and supplemental materials vary by program
  • 23. How We Communicate with Prospects shsu.edu/programs/master-of-science- in-accounting/
  • 24. Initial First Steps Embrace program specificity – no one size fits all Leverage CRM for communication to prospects
  • 25. Application Processing and Review Transparency App collection and review largely a paper-based and manual process Solutions: • Scheduled weekly per- applicant status reports for advisors • Summary reports to Deans Two App Analysts The “front line of Graduate Admissions” for prospects and grad programs • Analysts assigned to colleges to improve customer experience • Field 2,000+ calls/month and even more emails
  • 26. We Took Our Show on the Road • Met with programs • Learned pain points and goals • Mostly, we listened
  • 27. Lessons Learned •Gain credibility through reports and data •We have a paper-based application system •Program Advisors change like the wind •Graduate catalog is not a business process manual •Transparent processes

Editor's Notes

  1. Breakout undergrad and grad enrollment numbers. List all 7 colleges Include 25 certification programs. For graduate – we have graduate advisors which
  2. Decentralized application process at the graduate level. Admissions office processed the decisions in Banner but the programs actually made the decision. All paper based through campus mail. Material was lost, misplaced. Lack of trust from the programs of the processing office.
  3. Campus awareness and buy-in – Roadshow to Deans and colleges – shift focus to marketing. Can be difficult for faculty to understand importance of marketing
  4. Ending marketing slide – we proved ourselves in marketing. Next step was application processing.
  5. We decided to keep an eye towards the future knowing that there would be some kind of a BANNER expansion to supplement ApplyTexas, which does not support uploading of materials via the EDI We decided to utilize our recruiter to assist with application processing so she knows the internal workings of how applications move through our IT system. Additionally, she is trained in FA and can answer many of these questions. She manages the fine line of not interfering with the program advisor/student relationship. She answers questions, assists with compiling a complete application that is ready for review. She does not advise on suitability of an applicant for a program, we do not review applications, we do not articulate transcripts. We do not
  6. We leverage results of Web-opt to drive prospects and applicants to our program landing pages. Program landing pages also help us manage the decentralized nature of Graduate Admissions
  7. Many of the things we do show good-faith efforts that we are trying to employ to garner support among the programs.
  8. Reports to help assist them with their prospect and applicant pools. Put items out there for programs and then had to have a ‘wait and see’ approach – allow them time to adjust/modify/ask questions It is clear that to recruit more students we need a better application system that supports document uploading