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REMODEL IN PROGRESS:Enhancing Your GEM Toolkit to Develop anInnovative Recruitment BlueprintPresented by:Ashley Buckner, Student Recruitment CoordinatorLauren Carr, Director of Enrollment ManagementMolly McLean, Assistant Director, Enrollment Management

Content OverviewIntroduction and ObjectivesNontraditional Student Populations & Trends in Higher EducationThe Citadel’s Growth GoalsEvolution of CGC Office’s Roles, Titles, & StructureRecruitment of Nontraditional Student PopulationsBy the NumbersAssess & Plan for the next 50 yearsKey TakeawaysDiscussion

The Citadel&The CitadelGraduate College

The CitadelThe Military College of South CarolinaFounded in 1842One of six senior military colleges in the U.S.SC Corps of Cadets: 2,350 students5 Academic Schools and one Leadership DepartmentAverage of 30% of graduating students commission intoeach of the branches of the military

Civilian graduate school within a military instituteDay Students:SC Corps of CadetsEvenings & Online:Graduate, EveningUndergraduate &Veteran Students

The Citadel Graduate College (CGC)CGC: Celebrating its 50th Anniversary in 2018! 870 graduate studentsPrograms Offered:26 Graduate Degrees (with 42 concentrations)25 Graduate CertificatesOnline: 6 Graduate & 3 Grad Certificate programs offered 100% onlineClasses are offered in the evenings and onlineStarted offering online degree programs in Fall 2016

Learning ObjectivesAssess your office’s strengths & weaknesses in order to moveforward with your departmental goals to stay on track with currenthigher education trendsLeverage existing staff to support recruitment & retention effortsIdentify local & large-scale recruitment efforts targetingnontraditional studentsReview Strategic Enrollment Plan(SEP)/blueprint to ensure alignmentwith institutional goals

NOW: Nontraditional student Traditional studentAdult learners 25 years of age and olderDelayedenrollmentDoes nothave ahighschooldiplomaNCES defines nontraditionalstudents as meetingone of seven er thanspouseFinanciallyindependent

Reaching the Nontraditional StudentWhat they want:Evenings or weekendsHybridOnline coursesWhat they don’t want:FailureExpenseInability to balance school withwork & familyCGC realized: needed to renovate to thrive!

Trend: Changes in Graduate ApplicationsFALL 2006 – FALL 20165.7%AverageAnnualGrowth,2006 - 20162.5%AverageAnnualGrowth,2011 - 20161.2%PercentGrowth,2015 - 2016Source: 2016 CGS/GRE Survey of Graduate Enrollment and Degrees

Trend: Changes in Graduate EnrollmentFALL 2006 – FALL 20161.1%AverageAnnualGrowth,2006 - 20160%AverageAnnualGrowth,2011 - 20160.9%AverageAnnualGrowth,2015 - 2016Source: 2016 CGS/GRE Survey of Graduate Enrollment and Degrees

The Citadel’s Strategic Planning & Growth GoalsLEAD 2012 – 2018 (Leadership Excellence and Academic Distinction):Strategic Initiative Four: Develop the Student PopulationObjective 4.1: Expand enrollment in The Citadel Graduate CollegeKey Performance Indicator: Increase enrollment in CGC by 25%

The Citadel’s Strategic Planning & Growth GoalsTarget Enrollment Growth InitiativesStrategic Enrollment PlanEnhance recruitmentSupport from Leadership and FacultyNew curriculum offeringsAccountabilityAdmissions ProcessesRecruitmentInception of Online Degree Programs

EVOLUTION OF OUR OFFICE’SROLES, TITLES, & STRUCTURES

Evolution of Our Office’s Roles, Titles, & StructuresPre-Renovation9 full-time positionsDean and Associate ProvostAssistant to the DeanAssistant Dean for Enrollment Management & TechnologyDirector of Education Programs & Summer SchoolDirector of Prospective Student OutreachDirector of AdmissionsEnrollment Management Coordinator2 Admissions & Records Specialists

CGC Office StructurePre-Renovation

Evolution of Our Office’s Roles, Titles, & StructuresVery silo’ed approachStrong reliance on graduate studentsNo CRM (Customer Relationship Management)Used Google docs.Did not result in increased applications and growth

CGC Office StructurePre-Renovation

Evolution of Our Office’s Roles, Titles, & StructuresPost-Renovation12 full-time positionsAssociate Provost for Planning, Assessment, & Evaluation and Deanof Enrollment ManagementAdministrative Assistant to Associate ProvostAssistant Dean of Enrollment Management

CGC Office StructurePost-RenovationAssociate Provost,Planning, Assessment & EvaluationDean, Enrollment ManagementAdministrativeAssistantAssistant Dean,Enrollment ManagementSenior Assistant Director,Enrollment Management,BusinessGraduate AssistantDirector,Enrollment ManagementEnrollmentSpecialistGraduate AssistantEnrollmentSpecialistAssistant Director,Enrollment Management,Science & Math & LeadershipAssistant Director,Enrollment Management,Humanities & Social SciencesStudent RecruitmentCoordinatorGraduate AssistantAssistant Director,Enrollment Management,Education & EngineeringAdmissions &Records Coordinator

Evolution of Our Office’s Roles, Titles, & StructuresSchool Enrollment Coordinator ModelTasks divided by academic schools/departmentsSchool of Humanities & Social SciencesSchool of BusinessSchool of Education and School of EngineeringSchool of Science & Mathematics and Department ofLeadership

Associate Provost,Planning, Assessment & EvaluationDean, Enrollment ManagementCGC Office istant Dean,Enrollment ManagementSenior Assistant Director,Enrollment Management,BusinessGraduate AssistantDirector,Enrollment ManagementEnrollmentSpecialistGraduate AssistantEnrollmentSpecialistAssistant Director,Enrollment Management,Science & Math & LeadershipAssistant Director,Enrollment Management,Humanities & Social SciencesStudent RecruitmentCoordinatorGraduate AssistantAssistant Director,Enrollment Management,Education & EngineeringAdmissions &Records Coordinator

Evolution of Our Office’s Roles, Titles, & StructuresDevelopment of Enrollment CenterDirector, Enrollment ManagementStudent Recruitment CoordinatorTwo Enrollment Specialists

Associate Provost,Planning, Assessment & EvaluationDean, Enrollment ManagementCGC Office istant Dean,Enrollment ManagementSenior Assistant Director,Enrollment Management,BusinessGraduate AssistantDirector,Enrollment ManagementEnrollmentSpecialistGraduate AssistantEnrollmentSpecialistAssistant Director,Enrollment Management,Science & Math & LeadershipAssistant Director,Enrollment Management,Humanities & Social SciencesStudent RecruitmentCoordinatorGraduate AssistantAssistant Director,Enrollment Management,Education & EngineeringAdmissions &Records Coordinator

Evolution of Our Office’s Roles, Titles, & StructuresLeveraging Office Staff to Support Recruitment ActivitiesEach Assistant Director of Enrollment Management participatesin one to two local recruitment events each monthEnrollment Specialists get recruitment materials together for allof our recruitment events and attend technical college fairsGraduate Assistants can participate in local recruiting fairs on an“as needed” basis.All hands on deck approach!

Evolution of Our Office’s Roles, Titles, & StructuresMore integrated approachUsing Graduate Students as support and ambassadorsMore full-time recruitment/stronger outreachImplementation of Ellucian CRM RecruitIncrease in applications and yield numbers

Evolution of Our Office’s Roles, Titles, & StructuresEllucian CRM RecruitImplemented by Undergraduate Admissions and The GraduateCollegeContract began in early 2015 and ends in 2020We are a SAAS (Software As A Service) ClientHighly CustomizablePros: You can really make things specific to your institutionCons:You must have the people to devote to this 100%

RECRUITMENTOFNONTRADITIONAL STUDENTS

Recruitment of Nontraditional StudentsMongoose Texting ServicePurchase of GRE/GMAT NamesMilitary & Veteran Populations Military Base Outreach Ex: JB Charleston, USCG Charleston, SC National Guard, USMCParris Island Ex: Marketing OutreachVeteran’s Education Fairs Ex: CareerEco Virtual Veterans Fairs & Yellow Ribbon FairsCollaboration with Student Veteran’s Association Chapter Ex: SVA National Conference participation

Recruitment of Nontraditional StudentsGovernment Sector CPAC 2017 Ex: Conference geared to Conservative students & adultsactively involved in politics in their regionSea, Air, Space 2017 Ex: Sponsored by the Navy League, brings together defenseindustrial base, private-sector, and key military decisionmakersDefense Contractors Ex: Charleston Defense Contractors Association

Recruitment of Nontraditional StudentsEmployer Outreach Local businesses and organizations Partner with school districts and other institutions locally Ex: Boeing, MUSC, Charleston PDEx: Stingrays and Riverdogs GamesEx: Charleston County School District, College of Charleston, Trident TechConnect with Chamber of Commerce Ex: Young Professional Association, Connect Monthly MeetupsOpen House Alternatives Virtual Open Houses Ex: CareerEco Platform & Blue Jeans Platform for our CGC Summer Virtual Open HouseHBCU Day 2018 Ex: Collaborative event with College of Charleston, students from two different HBCU’s attendedcampus tour, info sessions, and met with Enrollment Specialists

Recruitment of Nontraditional StudentsL.E.A.R.N. Lowcountry EducationalAdmissions RepresentativeNetwork LEARN provides higher educationopportunities to employees throughworkplace sponsorededucation/wellness fairs and to thecommunity at local events.15 local institutions, meet monthly todiscuss area events, recruitment,opportunities, and community outreach

Marketing to Nontraditional StudentsDigital Advertising Google AdWordsFacebookBehavior RetargetingAdvertising in Government Sector DC Metro & DC AirportsMilitary Base/Print Publications Ex: The Jetstream (Parris Island), Shaw Times (Shaw AFB), Military Times, The Globe (FortBragg)Radio/TV Ex: ABC 4 OTT Campaign, Lowcountry Live segment, public radio in DC, and standardradio in Charlotte, NC.

DC Metro Marketing

BY THE NUMBERS

CGC Applications After the RenovationFall Semester Applications6738007006005006434914003002001000Fall 2015Fall 2016ApplicationsNational Average 1.2%Percent Change in Applications 2015 - 2016Fall 2017

CGC Graduate School Applications 2014 - 2017School Year Total 52015-20161,00080060040020002016-2017Renovation: SU-FA 2016

CGC Registered Students Fall Semesters 2014 - 2017CGC Registered Graduate Students Fall 2014 – Fall 20178808808608408206% increase8298358008292014201520162017

CGC GrowthOnline StudentsDegrees & Certificates 00720170201633% Increase in enrollment for all programs within CGC2017

To the next 50 years!Continuously evaluating & improvingRecruitmentBuild New Strategic Recruitment PlanAnalyze event evaluationsUtilize Travel & Events module in Recruit CRMIncreasing local outreachCritique and improve Recruit CRM UsageCommunication CampaignsTouchpointsIncrease collaboration with faculty &student servicesStrengthen online students’ on-campusinvolvementStrategic Plan 2024’s Draft Initiative:Advance The Citadel as the SeniorMilitary College and Graduate Collegeof Choice.Continued growthNew positions slatedFocus on student services support

Key Takeaways to Start Your BlueprintEvaluate your office’s strengths and weaknessesInvolve current staff and faculty in recruitment effortsIdentify the nontraditional student populations you want to targetGain the buy-in from leadership and departments to support strategicenrollment plan (SEP)

QUESTIONS?*Celebrating 50 years!Archive photos of CGC students

THANK YOU!Lauren CarrDirector ofEnrollment ManagementLauren.Carr@citadel.eduAshley BucknerStudent RecruitmentCoordinatorABuckner@citadel.eduMolly McLeanAssistant DirectorEnrollment ManagementMMclean3@citadel.edu