Morehead State University PROPOSAL COPY, RFP 07-10

DRAFT SEM Works Copy for Morehead State University RFP 07-10 Ray, some COVER LETTER SELLING POINTS to be used as you wish  We are SEM Works, and as our name suggests, enrollment management is what we best  Over 300 higher education clients at colleges, universities, community colleges/two-year colleges, and systems in US and five foreign countries, and SEM plans for all of these types institutions/systems  Staff has over 400 years of experience in higher education (mostly practitioners), and Dr Black has over 24 years of experience with emphasis on enrollment management and marketing higher education  Over 100 enrollment management and marketing/communication audits DR BLACK’S BIO The president and CEO of SEM Works, Dr Jim Black, is the founder of the National Conference on Student Retention in Small Colleges and cofounder of the National Small College Admissions 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, considered 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 University of South Carolina, and a PBS broadcast on “Blending High Tech and High Touch Student Services.” Since 1999, 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 Microsoft, 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 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 Steven T Carnish Project Responsibilities: Graphic design, optional creative templates Steven has over twenty years of experience as a Graphic Designer and Illustrator His diverse experience includes sign design, packages for marketing presentations, promotional material for print and Web marketing and video production, Website design, content development, and maintenance, commercial story-boarding, architectural illustration, and logo standards and graphic identity systems Steven has a broad array of industry experience including higher education, entertainment, telecommunications, multi-media companies, and organizations involved with technical communications, computer graphics, advertising, public relations, media placement, e-marketing, and collateral development Mr Carnish's proficiency in software by Adobe, Corel, AutoDesk, and Luxology is an extension of his skills in traditional illustration methods His versatility and knowledge of software and graphic design standards, accompanied with experience in project management, drafting, commercial & residential illustration, 3D illustration, vector & raster illustration, photo editing, architectural sign design, vinyl application and large-format printing, provides an invaluable service to various industries Steven’s education in Commercial Graphics from Randolph Community College is complemented by certification as an Internet Webmaster/Designer from Guilford College, and additional coursework for the graphics industry and internet related software 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 clients through consulting and professional development The SEM Works team has four-hundred years of combined experience with 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-seven individuals, primarily current or former practitioners in the field and creative services professionals Including Dr Black, your lead consultant, there are nine SEM Works consultants—each with their unique specialty areas In addition to the consulting group, SEM Works employs a director of technology services, a director of market research, a director of educational research, a research analyst, a director of marketing and customer relations, a director of business development, a conference director, two account representatives, a director of operations, team of Web designers, three graphic designers, a copywriter, and an editor A consulting team will be assigned to MSU based on your needs, campus type, and distinctive culture including 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, staffing, and IT support SEM Works provides consulting services to colleges and universities needing to assess existing operations and develop 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 REFERENCES Ferris State University, 2003, 2005 and 2007 Craig Westman, Ph.D Provost for Enrollment Management Services University of Texas at El Paso ASB Room 102 500 West University Avenue El Paso, TX 79968 cewestman@utep.edu 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 institutional focus to enrollment management and how enrollment management is an institutional imperative, 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 enrollment!” 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 Arkansas State University, 2005–2006, two years Rick Stripling, Vice Chancellor PO Box 189 Jonesboro, Arkansas 72467 ricks@astate.edu 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 focus 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 purpose 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  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 Fall 2007 unduplicated headcount is the highest recorded enrollment since 1992 Spring 2007 to spring 2008 enrollment increase is the largest in at least fourteen years and the second highest spring semester enrollment in history Eastern Oregon State University, summer 2007 Michael Jaeger, Provost & Vice President for Academic Affairs One University Boulevard La Grandee, OR 97850 541-962-3544 or mjaeger@eou.edu Fax: 541-962-3113 SEM Works conducted a comprehensive four-day enrollment management audit including a review of existing institutional inquiry, application, and retention trend data, gender and racial data, market research, survey data, financial aid allocation strategies, organization charts, marketing budgets, competitor information, communications materials, collaterals, Web sites, marketing, recruiting and retention plans Emphasis was placed on a review of data and strategies that explain and impact EOU’s brand, marketing, admissions policies, retention programs, and financial aid processes Goals included strategies to: increase applicant pools; improve and stabilize yields at inquiry, application, and enrollment stages; financial aid packaging; follow-up activities after inquiry and application, improve retention rates by assessing student services, increase demographic diversity and/or ethnic diversity; and activities to evaluate progress and success "Eastern Oregon University was faced with declining enrollment, organizational challenges, and fiscal sustainability problems Leadership recognized that we needed help to refocus our attentions in enrollment management and support structures that would facilitate a stable student population SEM Works answered our RFP and delivered a comprehensive plan to revitalize the University As a result of their work, Eastern restructured Academic and Student Affairs to create a new unit on campus called Enrollment Management This new organizational structure has made it possible for us to marshal financial aid, admissions, and the goals of academic enrollment in one strategic unit After only three months in operation we already have seen an improvement in admission applications for fall of 2008 by double digit amounts, but also higher enrollment numbers for winter 2008 and spring 2008 Enrollment Success:  Undergraduate enrollment has increased an average of 10.8% over the last two years since SEM Works first consulted with EOU  2009 undergraduate enrollment has increased 17.4% compared to the year 2007 Michael Jaeger, Provost & Vice President for Academic Affairs On-campus Enrollment  “We are thrilled with the large increase in our resident population I am convinced that the strong recruitment and outreach effort by the University, along with EOU’s commitment to providing access by keeping costs low, has raised our stature across the state and the region The largest increase is in first-year freshmen, who make up the majority of the resident student population.” Director of Housing & Student Involvement 10 3:15 – 4:30 P.M 5:00 – 6:00 P.M Day 8:30 – 9:30 A.M 9:45 – 10:45 A.M 11:00 – 12:00 NOON 12:15 – 1:30 P.M 1:45 – 3:00 P.M 3:15 – 4:30 P.M 5:00 – 6:00 P.M Day 8:30 – 9:30 A.M 9:45 – 10:45 A.M 11:00 – 12:00 NOON 12:15 – 1:30 P.M 1:45 – 3:15 P.M 3:30 – 5:00 P.M Director of Communications and Marketing Student Focus Group Continuing Education and Distance Education Staff Directors of Continuing Education and Distance Learning Distance Learning (select group of faculty and staff involved with distance learning instructional delivery) Lunch with Enrollment Management Division Directors Dean of Students Faculty Involved in Student Recruitment and Retention Efforts Student Focus Group Academic Deans Representative Group of Academic Department Heads Registrar Lunch with Administrative Vice Presidents Briefing Preparation Briefing Session with Executive Staff and Other Invited Guests Strategic Enrollment Management Audit Report Dr Black’s audit will culminate with an on-site executive briefing of preliminary findings Recommendations that require immediate action in order to impact spring 2010 enrollment outcomes will be identified in priority order Recommendations will include but not be limited to those impacting new and returning student enrollment (traditional freshman, adult learners, transfers, graduate students, and veterans, etc.), conversion rates, quality of accepted students, program mix, program costs, and delivery options, marketing/branding, recruitment, retention, and benchmarking institutions and indicators Within four to five weeks, Dr Black will submit the preliminary draft of a final written report for review and comment, and the final draft will incorporate suggested changes that not compromise the integrity of the report Using a combination of the physical evidence described above along with secondary data sources, on-campus interviews, student focus groups, and direct observations of existing practices, Dr Black will utilize a research method known as “triangulation” to validate findings Any finding supported by all three research techniques will be considered to be valid A 17 complementary method called “pattern matching” will be used to validate findings that did not appear to be triangulated Pattern matching describes reoccurring themes that emerge from one or more of these research techniques The report will include major conclusions, findings, and recommendations shown as mission critical (MC), essential (E), and desired (D) Emphasis will be placed on strategies and tactics that will improve recruitment, admissions, marketing/branding, communications, optimization of resources, effectiveness of organizational structures, retention, and student support infrastructure Of particular interest will be recommendations related to recommendations to improve market share in Northern Kentucky and Cincinnati markets The audit report will be comprehensive and highly detailed Dr Black’s audit reports typically consist of forty-five pages or more and may include an introduction, MSU context, strategic opportunities, market opportunities, integrated marketing, inquiry generation, prospective student cultivation, service delivery, student retention, and antecedents to success, etc 18 SEM Works’ ENROLLMENT MANAGEMENT PLANNING Enrollment Management/Marketing Planning Retreat (two days) SEM Works will conduct a two-day retreat to kick off the SEM planning process The composition of workshop participants will be determined through consultation with MSU’s senior leadership Team members are selected for their involvement in key enrollment functions such as recruitment, marketing, registration, financial aid, and retention, etc The quantitative and qualitative data gleaned from the enrollment audit, market analysis, demand forecasting, trend analysis, price analysis, and geodemographic research will inform the development of the agenda for the twoday planning retreat Planning Retreat, Day One Morning Session  Overview of Workshop Agenda and Purpose  Enrollment Management, and Marketing/Branding Concepts and Planning Models  Key Findings from the Exploration and Research Phase (e.g., SEM audit, and marketing and geo-demographic research)  Analysis and Discussion of Admissions Goals, Marketing/Branding Goals, and Strategic Direction Afternoon Session  Identification and Prioritization of Strategic Opportunities  Identification of Key Performance Indicators and Metrics  Discussion of Strategy Development Teams  Next Steps Day One Deliverables:  An enrollment planning construct  Enrollment targets and marketing/branding goals  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 Planning Retreat, Day Two Work with the MSU planning team to:  Finalize Admissions and Marketing/Branding Goals 19     Identify the Composition of Strategy Teams Develop the Charge for Each Strategy Team Outline Next Steps in the Process Prepare for Next Meetings Day Two Deliverables  Admission goals  Marketing and branding deliverables including:  a context of institutional identity, branding, and marketing     planning existing elements of the identity package including, but not limited to, marketing messages, content, design, navigation, and market positioning recommendations regarding strategies for marketing, advertising, promotion, and brand development  prioritized strategic recommendations as mission critical (MC), essential (E), and desired (D) Recommendations related to the brand position of select competitors and provide insights about obtaining and sustaining a competitive market position Clarify the University’s unique strengths, core values, and differentiating factors compared to primary competitors and make related recommendations by analyzing and assessing:  existing marketing data and research, enrollment audit recommendations, and market analysis, demand forecasting, trend analysis, price analysis, and geodemographic research, the University’s mission statement, vision statement, value proposition, strategic plan, marketing strategies, and graphic identity system, etc  Establish a baseline of image, reputation, and support from within the University’s marketplace via new market research and geo-demographic opportunities  Develop three to five brand messages for consideration and testing during portfolio development  In collaboration with the MSU Marketing Team, set benchmark criteria for evaluating future success of the brand 20  Develop action items and timelines for selected high priority strategies that will organize the strategies and tactics, identify responsibilities, and create levels of accountability    Provide feedback and direction as parts of the SEM plan are developed, and provide ongoing coaching to the enrollment staff Strategy teams assigned and prepared for work on strategic opportunities (e.g., admissions, recruitment, retention, financial aid, service delivery, etc.) and development of SEM plan Increased understanding of strategic enrollment management and buy-in for an integrated SEM plan 21 Example of SEM Works’ Planning Construct Planning Direction Environmental Factors Strategic Opportunity Filters QualityFocused Recruitment Results Retention Results StudentCentered Strategies Action Steps PromiseOriented MSU Current Reality MarketDriven 22 SEM Strategy Sessions Three Two-day Strategy Sessions with Strategy Development Teams SEM Works will work with the SEM planning teams over a total of six days to develop the SEM Plan This highly collaborative and iterative process will build knowledge of and provide a rationale for strategic enrollment management, and most importantly, build campus-wide buy-in These sessions will kick off the strategic planning process and focus on the following: Work with each strategy development team to create actionable strategies and tactics that respond to high priority strategic opportunities Employ the following branding process for the marketing/branding team a Conduct testing of the premise of the brand personality/identity descriptions with the MSU strategy development team and external focus groups  determine which concepts resonate strongest, differentiate best, represent the University to the greatest extent, and is the most relevant to target audiences  ensure that the brand reflects the needs and requirements of prospective students and is consistent with the strategic direction of MSU  conduct seven (7) focus groups to test the premise of the brand including: three prospective student groups (freshmen, transfers, and nontraditional/continuing education students); current students (1); alumni (1); and representative sample of faculty and administration (2) b Assist in leading a discussion regarding taglines, brand attributes, and overall visual identity to accomplish an integrated marketing/branding plan that will effectively communicate the brand and include:  an executive summary  methodology  communication principles  the purpose and objective of every contact 23  effective strategies  communication templates and communication plans (internal and external) recommendations on how to deliver the brand promise c Elements of the new identity will include at a minimum:  a succinct statement of the brand  more fully described rationale for the brand  a list of brand attributes that will guarantee brand equity or a higher value when compared to similar institutions  a concise institutional identity statement  new themes and messages with graphic representation and usage recommendations for key market segments d Internal brand rollout plans and strategies:  objectives  effectiveness measures  necessary antecedents for a successful implementation: funding, staff expertise, organizational structure, and supporting technology  an internal brand communication campaign to create buy-in and compliance, etc e Provide to key constituencies and stakeholders a suite of seven (7) creative templates (OPTIONAL NOT INCLUDED IN PRICE) to communicate the brand consistently including: o print (1) o awareness advertising (1) o recruitment advertising (1) o e-mail (1) o home page (1) o secondary Web pages (2) o outdoor media (1) o SEM Works will provide one revision of the initial concepts Conduct formative analysis of the SEM planning process, related deliverables, and the early stages of implementation for all strategy 24 teams that are identified in the planning process Provide ongoing coaching to the strategy teams and staff Assist in the identification of key performance indicators and other evaluative metrics Submit a brief report at the conclusion of each site visit outlining the progress to date, recommended midcourse adjustments, and related implementation strategies SEM Works will submit an integrated SEM plan that will include:  an introduction  SWOT Analysis and MSU environmental scan  strategic opportunities (e.g., marketing/branding, recruitment, financial aid, retention, service delivery, course management, etc.)  key performance indicators (KPIs) for each strategic opportunity  metrics for each KPI  strategies and related planning elements  antecedents to success (e.g., processes, structures, funding, etc.)  conclusions  an internal SEM planning campaign  prospective student communications plan 25 SEM Works will develop an integrated SEM plan that will include an extensive focus on recruitment, retention, marketing/branding, as well as other enrollment foci and strategic opportunities identified during enrollment audit and enrollment planning process The following is an example of an integrated SEM plan that will be customized for MSU 26 Facilitation with implementation of the integrated SEM Plan (2 twoday sessions) including the following  A formative evaluation of the planning process and related deliverables at the early stages of implementation  A brief consulting progress status report at the conclusion of each visit outlining progress to date, recommend midcourse adjustments, and related implementation strategies  An internal plan rollout chart including audience, communication, call to action, owner, timeline, and effectiveness measure  An implementation timeline chart that includes columns for goal, deliverables, start date, end date, duration in days and months for project activity  Ongoing feedback and coaching to the strategy implementers TIMELINE Ray, I would suggest the audit and audit report first, then research and research results, and finally SEM planning I have not given exact dates for our work, so you can adjust according to projected start date of the project, and integration with the rest of the project Week one SEM Works conference call and email communication to discuss enrollment audit, enrollment management planning, and detailed consulting plan Week one SEM Works begins enrollment audit off-site assessment of strategic plans, publications and communications, etc Week two SEM Works conducts four-day on-site enrollment management audit including student focus groups and meetings with key administration, faculty, staff, and presents an executive briefing of findings and related recommendations Week eight Within approximately five weeks, SEM Works submits a comprehensive enrollment management 27 audit report for review by MSU Week nine SEM Works submits final enrollment management audit report that reflects feedback from MSU, but does not compromise the integrity of the report Ray, perhaps insert your market research here followed by SEM Works’ SEM and marketing/branding process Week one SEM Works conducts a two-day SEM and marketing/branding retreat to: introduce SEM and marketing/branding concepts; planning model; review findings from the enrollment audit and market research; establish strategy teams; KPIs and metrics; branding elements; baseline image and support, etc Week three SEM Works conducts first of three two-day SEM and marketing/branding strategy sessions to: kick off the planning process; offer a formative evaluation; test premise of the brand; develop taglines, visual identity, internal brand rollout; and KPIs for other strategic opportunities (e.g., recruitment, retention, marketing/branding, service delivery, financial aid, etc.) and related metrics Week six SEM Works conducts second of three two-day SEM and marketing/branding strategy sessions to: continue brand development; plans for strategic opportunities; and KPIs and metrics Week nine SEM Works conducts third and final two-day SEM and marketing/branding strategy sessions to: finalize SEM plan including marketing/branding, other strategic opportunities and KPIs and metrics Week fourteen SEM Works submits a written SEM plan including marketing/branding and other strategic opportunities identified in the planning process 28 Week nineteen SEM Works conducts the first two-day session for facilitation with implementation of the SEM plan Week twenty-three SEM Works conducts the second and final twoday session for facilitation with implementation of the SEM plan 29 PRICING Item Description Item 1: Conduct four-day enrollment management audit with a focus on marketing/branding; student focus groups and meetings with key constituents; and onsite executive summary including recommendations $16,000 Item 2: Submit an enrollment management audit report $2,500 Item 3: Conduct a two-day SEM and marketing/branding retreat $8,000 Item 4: Conduct two-day SEM and marketing/branding strategy sessions $24,000 Item 5: Write a strategic enrollment management (SEM) plan with a focus on marketing/branding and other strategic opportunities $6,000 Item 6: Conduct two-day sessions for facilitation with implementation of the SEM plan $16,000 SEM Works Total: $72,500 Optional Item 1: Develop seven (7) creative templates: print (1); awareness advertising (1); recruitment adver-tising (1); e-mail (1); secondary Web pages (2); Web home page (1); outdoor media (1); with up to one revision $8,750 for seven (7) creative templates 30 Note: other creative services will be estimated on project-by-project basis Note: SEM Works is a full-service consulting firm fully capable of providing concepting, copy writing, and development of publications, collaterals and Web sites, if needed 31 ... 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