Recruit, retain and graduate a vital and diverse student body that ensures the College's leadership in women's education

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

1.1.1 Design an organizational structure to promote holistic student development.

Vice President and Dean

Vice President for Mission

Budget

An organizational structure is designed.

The structure is implemented.

Effectiveness of changes is evaluated.

Changes result in better integration of academic and student life.

An active relationship with Campus Ministry–especially with Athletics, Health Services and Residential Life–continues to grow.

1.1.2 Develop an integrative approach to the first-year student experience beginning with orientation.

Vice President for Student Affairs

Director of First-Year Studies

Budget

Enrollment Management Advisory Committee (EMAC)

Strengths and weaknesses of the current programming are identified.

Program goals are established.

An appropriate structure is implemented for coordinating and assessing first-year experience.

First-year students are more effectively integrated into college life.

1.1.3 Assess the need for weekend programming to serve the residential students and interested off-campus and day students

Division of Student Affairs

Division of Mission

Special Events

Time

Program alternatives are investigated.

Appropriate programs are developed.

Programs are in place.

Programs are evaluated for effectiveness.

Weekend programming will provide useful and interesting events, thereby increasing student satisfaction and retention.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

1.2.1 Establish appropriate roles and rewards for Student Development personnel to meet the needs of the College.

Vice President for Student Affairs

Budget

ACPA Recommendations

Human Resources

Current positions are evaluated in the context of student needs.

A proposal for restructuring is developed.

Budget request is submitted.

New policies and procedures are implemented.

Effectiveness of reorganization is assessed.

Comprehensive understanding of roles and rewards for Student Development personnel is established.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

2.1.1 Identify composition of an Enrollment Management Advisory Committee.

President

Budget

Director of Admission

Director of Financial Aid

Director of Institutional Research

Registrar

Interim team is identified.

Role of Admission & Scholarship Committee is assessed.

Discussions are held with the Admission & Scholarship Committee and other campus constituencies.

Recommendations for committee membership are made to the President.

Team established and recognized as the Enrollment Management Advisory Committee (EMAC) to the President.

2.1.2 Develop appropriate Enrollment Management Model, including reporting line and authority.

EMAC

Budget and administrative staff time

Appropriate model options are identified.

Benchmarking site visits are conducted.

Campus-wide discussions on Enrollment Management are held.

A model is formulated.

Recommendations are made to the Administrative Council.

Enrollment Model is approved.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

2.2.1 Collect, analyze and use available data regarding internal constituencies: new students, current students and alumnae

Director of Institutional Research

Budget.

A cycle of data analysis is created.

Timelines are established.

A training program for EMAC team and relevant staff is implemented.

Appropriate information is available to support decision-making.

In-house capabilities to conduct research are expanded.

2.2.2 Collect, analyze and use data regarding external constituencies: competing institutions, peer groups, national trends.

Director of Institutional Research

Budget

Peer and competitor groups are identified for benchmarking studies.

Timelines are established.

A cycle of data analysis is created.

Appropriate information is available to support decision-making.

2.2.3 Integrate assessment research (SAIL) data with data collected from enrollment trends

Vice President & Dean of Faculty

SAIL data; enrollment trend data; administrative staff time

Associate Dean of Faculty

Director of Institutional Research

Department Chairs

Departmental assessment data are compiled.

Data are used to support decisions regarding curriculum revisions.

Data are used to inform enrollment planning and goals.

2.2.4 Analyze the perception of value of Saint Mary's education in relation to college pricing and affordability.

The reporting authority of the adopted Enrollment Management model.

Budget

Budget is prepared to conduct study.

Pricing strategy is developed.

Pricing strategy is implemented.

Effectiveness of strategy is evaluated.

An optimal pricing strategy is in place.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

2.3.1 Combine admission and financial aid plans into a comprehensive Enrollment Plan.

EMAC

Administrative staff time

Directors meet and integrate existing plans.

Plan is implemented.

A coordinated approach to recruitment is in place.

2.3.2 Create a retention plan to be incorporated into the comprehensive Enrollment Plan.

EMAC

Budget and administrative staff time

Retention And Persistence Project data. (RAPP)

Retention model are explored that will insure stability and support optimum enrollment.

Data are collected and analyzed.

Appropriate strategies are identified.

Retention plan is developed and implemented.

Annual evaluation of retention plan is initiated.

Student satisfaction is increased.

The retention rate improves.

2.3.3 Define strategic enrollment goals.

EMAC

Budget

Administrative Council

Results of research cycle are analyzed.

Enrollment goals are proposed to the Administrative Council

Enrollment goals are realistic and reliable.

2.3.4 Establish appropriate articulation agreements with selected two-year colleges.

Vice President and Dean of Faculty

Budget and administrative staff time

Institutions are evaluated and selected.

Appropriate agreements are developed.

Articulation programs result in increased enrollments of transfer students.

2.3.5 Establish a process for sharing information related to potential new curricular programs. (See also Educate 4.2)

EMAC

Time

Data from the admission system and external sources are compiled.

Process is established for sharing information.

Program proposals are made to Curriculum Committee.

Appropriate new programs contribute to strategic enrollment goals.

2.3.6 Develop a process for exploring the desirability and feasibility of dual enrollment and distance learning.(See also Educate 3.3)

EMAC

Budget and time

Process is established for gathering and sharing information.

New opportunities for enrollment enhancement are considered.

2.3.7 Develop a process that ensures that technology supports all strategies identified to enroll new students.(See also Resources 5.3)

Director of Admission with the Director of Information Technology.

Budget

A process to develop web-based communication tools is designed and implemented.

Strategic use is made of web-based communication tools.

The College maintains a competitive edge in the recruitment of students.

College visibility to prospective students is increased.

The College keeps pace with use of available technologies for travel and on-campus programs.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

2.4.1 Incorporate strategies from the integrated marketing communications plan into the Enrollment Plan.

EMAC

Administrative staff time

A strategic enrollment plan is developed.

The plan is coordinated with integrated marketing communications strategies.

A marketing plan is devised for institutional advancement.

College visibility to prospective students is increased.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

EMAC

OMA

SURV

Relationships with school officials, community agencies and congregations in primary markets are strengthened and increased.

Participation of students, administrators and faculty in local recruitment efforts is expanded.

Increased number of prospective students participate in Fall and Spring day on campus.

The number of applicants from primary markets is increased.

The percentage of students from historically under-represented groups, including international students, is increased.

Increased number of prospective students participate in Fall and Spring day on campus.

Budget

EMAC

OMA

Challenges of recruiting and enrolling students are identified.

A plan is developed to address the challenges and is incorporated into the overall enrollment management plan.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

3.2.1 Provide support for students from historically underrepresented groups socially, academically and spiritually.

EMAC

Budget

Division of Students Affairs

Division of Academic Affairs

OMA Advisory Board

Challenges facing students from historically underrepresented groups are identified.

A plan is developed to address these challenges.

Strategies are incorporated into the overall enrollment management plan.

Retention of students from historically underrepresented groups increases.

3.2.2 Devise a structure to serve and support students with special needs.

EMAC

Division of Student Affairs

Challenges to serving students with special needs are identified.

A plan is developed to support these students.

Plan is incorporated into the overall enrollment management plan.

Improved service to students with disabilities leads to better retention.

Action Detail

Responsibility

Resources

Evidence of Progress

Outcome

3.3.1 Maintain membership standing in the Michigan Intercollegiate Athletics Association (MIAA).

Director of Athletics

Budget

A plan for the College to maintain membership standards in the MIAA and NCAA is developed.

Plan is implemented.

Effectiveness of implementation efforts is evaluated.

The College meets its MIAA commitment

3.3.2 Develop strategic plan for athletics.

Director of Athletics

Time

Possibilities for varsity and non-varsity sports are explored.

Plan is developed and strategies are implemented.

Enrollment and retention of students increases.

3.3.3 Integrate personal fitness and wellness opportunities into the life of the college.

Vice President for Student Affairs

Budget

Athletics Dept.

Health Services

Campus Ministry

C&CDC

Student needs for fitness and wellness activities are investigated.

Appropriate programs are developed.

Programs are implemented.

Effectiveness of implementation efforts is assessed.

Students experience a well-balanced college life.

3.3.4 Integrate our athletic needs in construction of new athletic facility

Director Facilities

Director of Athletics

See Performa Plan

A new athletic facility is planned and constructed.

A new athletic facility enhances recruitment and student retention