Division of Student Affairs & Diversity

Oakland Center, Suite 150
312 Meadow Brook Road
Rochester, MI 48309-4452
(location map)
(248) 370-4200
studentaffairs@oakland.edu

Hours:
Monday - Friday: 8 a.m. - 5 p.m.

Strategic Enrollment Management (SEM)

Oakland University has embarked on a Strategic Enrollment Management (SEM) plan, a very important process in shaping the future of enrollment at OU. The goal of the SEM plan is to align Oakland’s strategic framework with student recruitment goals, retention and success initiatives — and optimizing resources while identifying the ideal metrics to measure enrollment.

As we work through Phase II of the OU SEM Plan, the work we do now and in the coming months will position us for a dynamic future. It is my hope that you will please consider joining one of the three SEM planning teams:

  • Undergraduate and Graduate Recruitment
  • Undergraduate and Graduate Retention and Student Success
  • Enrollment Data and Technology

If you are interested in serving on one of these committees, or a subcommittee, please email sem@oakland.edu by Friday, November 19. If you have any questions about SEM, please contact Dawn Aubry, Vice President of Enrollment Management, at dmaubry@oakland.edu.

Background

Since November 2018, members of the SEM Steering Team and seven additional committees — focused on undergraduate recruitment, undergraduate student retention and success, graduate recruitment and retention, credit generation, institutional policies and processes, and data analysis and benchmarking — have been working with the university’s American Association of Collegiate Registrars and Admissions Officers (AACRAO) consultant to develop SEM goals and strategies.

Feedback from the campus community is critical to the development of the SEM plan; as many faculty, staff, students and alumni as possible will have the opportunity to provide input as SEM implementation will directly impact their work.

Our work commenced with a robust environmental scan examining external demographics and forces that helped to inform the OU SEM goals and strategies. For a copy of the environmental scan, please email kjgabon@oakland.edu.

Goals

The SEM plan’s five high-level goals focus on the quality and composition of:

  • Strengthening the entering domestic FTIAC and transfer undergraduate class
  • Improving student success as measured by retention and completion
  • Expanding credit generation, online learning and educational innovation
  • Increasing graduate enrollment and improving graduate student retention
  • Increasing the diversity of all student populations, including international students

Below are the council and committee goals and strategies as of Phase I of the SEM plan. Phase II goals, strategies and tactics will be reviewed by the committees starting in December 2021.

Undergraduate Recruitment Council
Goal 1: Increase the incoming fall freshman class by 5% to reach a total of 2,800 new FTIACs by the fall of 2025.
  • Strategy 1.1. Ensure continuance of the market share of domestic in-state FTIACs in Oakland and Macomb counties.

  • Strategy 1.2. Increase the market share of domestic, in-state FTIACs from Wayne, Washtenaw, and other out-state counties in Michigan.

  • Strategy 1.3. Focused recruitment efforts in a domestic, non-Michigan U.S. markets (e.g., Illinois, Ohio, Wisconsin, Indiana) as a means to stabilize or grow the FTIAC class size.

  • Strategy 1.4. Increase undergraduate freshman international degree-seeking students by an average of 5% per year in new enrollment growth, for a total new freshman international population of 56 students.

  • Strategy 1.5. Leverage institutional need- and merit-based financial aid to maximize the number of FTIAC students.

  • Strategy 1.6. Assess the capacity for growth and increase opportunities for students to take online, hybrid, accelerated and compressed courses.

  • Strategy 1.7. Continue efforts to increase diversity and the enrollment of under-represented students, including first generation students.

  • Strategy 1.8. Sustain enrollment of incoming FTIACs in University Housing at 1,110 new students.

  • Strategy 1.9. Sustain enrollment of incoming FTIACs in the Honors College at 596 new students.

  • Strategy 1.10. Implement and utilize a new Admissions CRM to effectively track communication with prospective students and families.

Goal 2: Increase the incoming fall transfer class by 3% to reach a total of 1,662 new transfers by the fall of 2025.

  • Strategy 2.1. Strengthen transfer pathways from select institutions to mitigate any loss at those institutions and ensure enrollment is sustained.

  • Strategy 2.2. Increase undergraduate transfer international degree-seeking students by an average of 5% per year over the next five years, for a total new transfer international population of 75 students.

  • Strategy 2.3. Increase availability of online transfer completion programs.

  • Strategy 2.4. Collaborate with faculty to consider increasing opportunities for students to take online, hybrid, accelerated and compressed courses.

  • Strategy 2.5. In partnership with Student Financial Services, leverage need- and merit-based financial aid to maximize the number of transfer students.

  • Strategy 2.6. Sustain enrollment of incoming transfers in University Housing at 134 new students.

  • Strategy 2.7. Sustain enrollment of incoming transfer students in the Honors College at 25 new students.

  • Strategy 2.8. Implement and utilize a new Admissions CRM to effectively track communication with prospective students and families.
  • Strategy 2.9. Continue efforts to increase diversity and the enrollment of under-represented students, including first generation students.

Goal 3: Increase new adult learner enrollment to 10% of incoming students by fall 2025, for a total of 446 new adult learners, including new students and re-enrolled stop-out students who have completed some college but have not earned a degree.

  • Strategy 3.1. As they make up 30% of this population, actively recruit OU stop out students to re-enroll and complete their program.

  • Strategy 3.2. Work to enroll other university and community college stop outs at greater than 19% of our incoming transfer class.

  • Strategy 3.3. Work to enroll adult learners with a percentage greater than 0.18% of our incoming FTIAC class (greater than five students).

  • Strategy 3.4. Improve the atmosphere for adult learner students, including underrepresented minority students, in order to ensure more will choose to enroll at OU.

  • Strategy 3.5. Assess the capacity for growth and increase opportunities for students to take online, hybrid, accelerated and compressed courses.

  • Strategy 3.6. Implement and utilize a new Admissions CRM to effectively track communication with prospective students and families.

Goal 4: Sustain “other” enrollment at 353 students each fall semester (Post-Baccalaureate, Guests, Dual-Enrollment, Non-Matriculating, Second Degree) through fall 2025.

  • Strategy 4.1. Enroll these students through streamlined communications.

  • Strategy 4.2. Assign specific staff members to help these students with transition.

  • Strategy 4.3. Retain OU graduates as a second degree student.

  • Strategy 4.4. Investigate the potential for offering undergraduate certificates.

  • Strategy 4.5. Increase English as a Second Language Institute students (ESL) by 10% per year to reach a total of 37 ESL students by fall 2025.

  • Strategy 4.6. Increase American Semester Abroad Program (ASAP) students to a total of 14 students by fall 2025.

  • Strategy 4.7. Implement and utilize a new Admissions CRM to effectively track communication with prospective students and families.

Graduate Recruitment and Retention Council
Goal 1: Set school/college targets for new masters and doctoral graduate enrollment to attain an increase of 8% by the fall of 2025.
  • Strategy 1.1. Based on data and evidence, set enrollment targets by program, create an integrated recruitment model, and actively engage graduate coordinators in the recruitment process.

  • Strategy 1.2. Appoint Recruitment Subcommittee.

  • Strategy 1.3. Create a defined plan for recruiting currently enrolled OU undergraduates.

  • Strategy 1.4. Identify new programs and investigate repurposing resources from under-enrolled programs to create programs that attract new audiences.

  • Strategy 1.5. Identify New Graduate Programs and Program Delivery Formats.

  • Strategy 1.6. Align Financial Assistance for graduate students with university objectives.

Goal 2: Set targets by school/college to increase the rate for four-year master’s completion to 80% and the eight-year completion rate for PhDs to 65%. (Note that clinical doctorates are already at 97% in eight years).

  • Strategy 2.1. Appoint Retention Subcommittee.

  • Strategy 2.2. Work with Graduate Council to Evaluate Graduate Policies for potential barriers to retention and persistence.

Goal 3: Develop an inclusive campus culture that welcomes and supports graduate students; provides a sense of belonging; and increases visibility and identity for OU graduate programs in the marketplace.

  • Strategy 3.1. Build a graduate student friendly culture with broad campus engagement.

  • Strategy 3.2. Engage External Community to enhance graduate student experience.

Student Success and Retention Committee
Goal 1: Create a culture of student success that permeates communication and decision-making at every level of the university.
  • Strategy 1.1. Provide common university language, values, processes and communications, focused on student success as a universal theme defined by students and student experiences and utilized by all campus constituents.

  • Strategy 1.2. Engage in activities that support Goal 1 and Inform Strategy 1.1.

Goal 2: Increase first-time, full-time FTIAC retention to 83% by fall of 2025.

  • Strategy 2.1. Support first-year student academic success.

Goal 3: Close gap in majority/URM first-time, full-time FTIAC retention to 8% or less by fall of 2025.

  • Strategy 3.1. Provide an inclusive learning environment that provides targeted opportunities for academic success.

Goal 4: Increase retention to 80% among first-time, full-time transfer students entering OU with fewer than 28 credits by fall of 2025.

  • Strategy 4.1. Foster transfer student academic success.

Goal 5: Increase Increase six-year graduation rate of first-time, full-time FTIAC to 57% by fall of 2025.

  • Strategy 5.1. Develop and implement a comprehensive model for FTIAC student achievement of graduation goals.

Goal 6: Increase retention of juniors and seniors by 0.5% by fall of 2025.

  • Strategy 6.1. Develop a plan to retain upperclass students.

Council for Innovative and Entrepreneurial Education
Goal 1: Develop new markets and increase enrollment beyond the traditional 14-week, in-class, degree-seeking model to attract adult and non-traditional learners.
  • Strategy 1.1. Develop policies and processes that support University efforts to connect with businesses in Michigan to offer programs, support, and opportunities on campus, through a streamlined process with designated oversight.

  • Strategy 1.2. Create custom non-credit programming designed in collaboration with industry, government and nonprofit entities in Southeast Michigan to meet workforce development needs both in-class and online.

  • Strategy 1.3. Be a leader in community engaged programming for children and adults seeking enrichment with the knowledge that quality noncredit enrichment programs can also serve as tools for recruitment and advancement of the institution.

Goal 2: Oakland University will be a leader in community and business engagement, increasing the number of non-credit and non-academic certificate programs by fall of 2025.

  • Strategy 2.1. Develop policies and processes that support University efforts to connect with businesses in Michigan to offer programs, support, and opportunities on campus, through a streamlined process with designated oversight.

  • Strategy 2.2. Create custom non-credit programming designed in collaboration with industry, government and nonprofit entities in Southeast Michigan to meet workforce development needs both in-class and online.

  • Strategy 2.3. Be a leader in community-engaged programming for children and adults seeking enrichment with the knowledge that quality non-credit enrichment programs can also serve as tools for recruitment and advancement of the institution.

Data and Technology Committee
Goal 1: Provide the necessary data, information, and insight required to implement and monitor the University’s progress toward SEM goals; create an enduring SEM data apparatus.
  • Strategy 1.1. Evaluate, recommend, and implement appropriate student data analytic and reporting infrastructure, particularly a data warehouse solution..

  • Strategy 1.2. Assist SEM units in developing appropriate goals and key enrollment measures. Develop reliable and valid reports that are understandable by a broad audience.

  • Strategy 1.3. Work with the University’s current data analytic groups to foster a mature data culture, especially as it relates to issues of data definitions, standards, and quality.

  • Strategy 1.4. Help educate and train the campus community in critical aspects of SEM data.
Councils and Committees

Thank you to those who served on the SEM committees in Phase I. Your commitment and passion have gotten us where we are today. Phase II will begin in December 2021 and we look forward to continuing our efforts.

SEM Steering Committee

Phase II of OU SEM Planning will begin in December 2021. If you are interested in serving on this committee, please email sem@oakland.edu by Friday, November 19.


Undergraduate and Graduate Recruitment

Phase II of OU SEM Planning will begin in December 2021. If you are interested in serving on this committee, please email sem@oakland.edu by Friday, November 19.


Undergraduate and Graduate Retention and Student Success

Phase II of OU SEM Planning will begin in December 2021. If you are interested in serving on this committee, please email sem@oakland.edu by Friday, November 19.


Enrollment Data and Technology

Phase II of OU SEM Planning will begin in December 2021. If you are interested in serving on this committee, please email sem@oakland.edu by Friday, November 19.