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Andrew Hibel, HigherEdJobs: You are currently the Associate Vice President for Enrollment Management at Angelo State University and have spent the better part of 20 years practicing enrollment management. Would you briefly explain what encompasses enrollment management at your university and how you chose this profession?
Steven Klein, Angelo State University: Enrollment management is a rational, data-informed and systematic approach to understanding the dynamics of enrollment at a particular institution and to optimize enrollments based on those dynamics. Angelo State has created an Enrollment Management Division for the first time in its history as it is poised to grow from 6,000 to 10,000 students over the next decade. Admissions, financial aid, registrar and career services make up the direct reports to this unit, but we touch so many other areas to achieve our results. We work with student life, residence life, the academic community, multicultural services, athletics, alumni, development on a regular basis — there is really no part of a campus community with whom we don’t partner at some point. I chose the profession because I can make a difference in people’s lives and the satisfaction I get from knowing that I am part of a team.
Hibel: What are some of the major challenges in general in the field of enrollment management today? How have these challenges changed from 5, 10, or 15 years ago?
Klein: Clearly, the economy is top of mind for so many in enrollment management. Families are not as comfortable with paying for higher education as we experienced just a few years ago. Couple that with the overall decrease in high school graduates, the demographic changes of those seeking higher education (more single heads of family, low-income families, a higher proportion of underrepresented and underprepared students), decreases to federal and state support to campuses and student aid, changes to family income and concern about job security, the hits that family income and investments have taken — and campuses are faced with significant new realities. Campuses that had been investing heavily in direct student aid, infrastructure improvements, enhancements to residential living programs, and the like are suddenly faced with a wholly different approach to the services they can provide.
Hibel: Following up from the previous question — you discussed some challenges. However, often from challenges, unique opportunities are developed. What positive changes or opportunities have you seen in enrollment management over the past few years?
Klein: Technology improvements allow us to reach more students in ways that were unimaginable 10 years ago. Ten years ago, texts were the words that made up a book! Today, it has a whole new meaning. The focus on rapid and continuous new student enrollments remains, but the demographic changes are causing much of the enrollment discussions to focus on retention efforts as well. There is a greater awareness of the financing challenges faced by families. The reality of shrinking state and federal budgets has put a renewed emphasis on finding ways to support students — especially those from low- and middle income families. The recent federal legislation to shift funding from bank-based subsidized loans to increased Pell Grant funding is one example. The changes are helping us connect and think outside the traditional box.
Hibel: At most institutions, enrollment management also includes addressing student retention. What have you found to be critical factors affecting retention rates?
Klein: Successful retention programs take many shapes, but the ones that impress me the most — and seem the most successful long term — are often holistic in their approach. Faculty, students, staff and infrastructure all play key roles. Actions to involve each element in systematic and most importantly, integrated actions are emerging quickly. The reality of a shrinking pool of new “traditional” students and the realities of the economy call into question whether new student growth can be relied upon to fuel and sustain campus growth models. I’m hearing more from the enrollment management community that campuses are investing resources that had traditionally been focused on recruiting or efforts to retain current students.
Hibel: Understanding that the holistic approach seems to be vital to the success of the program, can you cite traits that successful enrollment management programs use to engage other parts of the infrastructure to fully commit to overall strategy?
Klein: Listening and understanding are key characteristics. I often meet informally with key stakeholders in “their” environment to understand their functions, the goals they have. I want my colleagues to understand that I really do appreciate the work they do and that my understanding of their issues give us a basis to collaborate on future solutions. Asking for help gets easier. I have found that getting in front of issues is so important — enrollment managers should lead efforts that help the campus grow. Effectively articulating a vision and a plan to operationalize that vision provide assurance to the campus that someone is in charge. At the same time, humility helps — it’s important that the issue be seen as a benefit to multiple parties rather than just the enrollment manager.
Hibel: According to data released by the U.S. Education Department this week, the draft national student loan default rate for FY 2008 increased to 7.2 percent, compared to 6.7 percent in FY 2007 and 5.2 percent in FY 2006.1 Since students seeking financial aid are often closely tied to enrollment numbers, do you see an increase of default rates as a rising trend and how might it affect the enrollment management process?
Klein: Some of the increase can be attributed to the change in the way the rate is being calculated, but the economic downturn inevitably has affected the rate. Schools will need to pay more attention to issues of student financial literacy and good loan counseling, both at the student’s point of entry to when the student exits the campus. Often, students just don’t know or understand their obligations, rights and opportunities. Loans are often an unavoidable component to meet the cost of education. Fear of loans can cause families to make poor choices — but that fear remains a reality. The increases in default rates have made such headlines, as has dour economic news regarding job losses and security, that it is likely that many students and families will base college attendance on cost rather than fit, and some, unfortunately will simply choose to avoid or delay college.
Hibel: Privacy is a very important topic on campus, especially when student records contain identifiable information. How is privacy in regards to admission applications handled on your campus, and how have privacy matters (and records retention policies) affected the enrollment management process over the years?
Klein: We take great pains to assure privacy. Our IT staff works diligently to build the walls to protect electronic invasions. We have staff trained to know what is and is not public information when we get a written or verbal request, and we have procedures to handle these requests. We have staff knowledgeable about interpreting FERPA and legal counsel upon whom we can rely when we reach the fuzzy borders. The issue of privacy has caused our campus to be quite attuned to records management, and we continually work to upgrade our knowledge and procedures with key stakeholders campus-wide.
Hibel: Technology is obviously evolving constantly and becoming increasingly more exciting. From the perspective of enrollment management, are there any types of new technology that enrollment management professionals have used for recruiting or any trends in the future that you can see?
Klein: Technology as applied to enrollment management has exploded during the past decade, and indeed, even more so in the past five years. Social Media is more and more a forum that students use to talk with one another — and they are talking about schools without us being able to control the conversation. That helps democratize the conversations and forces schools to be mindful that their messages and reality need to dovetail. We have to provide interactive opportunities for students to learn about the campus. When I started many years ago, the admissions process was internally controlled — letter series (where we provide information about what we believe to be important during a set of prescribed mailings) was the standard procedure. Today, our customers expect us to provide a variety of ways to make them aware of our campus. Students and families have come to expect that we provide what they want to know, when they want to know it, in a format with which they are comfortable.
Hibel: What input does the enrollment management professional have in the design of curriculum in regards to the factors that may help or hurt enrollment? And in the case of disagreements2 in these requirements, how do the professionals make sure they have offered appropriate input?
Klein: We are a data-informed profession. We can help offer insights as to trends, expectations, demographics — our role includes preparing the campus to think about what our students want today and what to expect tomorrow. Curriculum development is by tradition a faculty prerogative, and there is often disagreement when change may challenge curriculum issues. Change, whether for individuals or institutions, is not easy, but it is necessary and is healthy. The key is how institutions value a variety of inputs and how effectively constituents use the array of perspectives to define and support institutional mission and create effective solutions. It is vital to know the key stakeholders and to develop a professional working relationship with each.
Hibel: From the Journal of College Admission, an author stated, “With increasing college costs, economic uncertainty, technological advancements and changing student demographics, colleges face an equally difficult task in the recruitment process. How can colleges effectively reach students if both parties are unsure of what each hopes to give and gain from a college experience?”3 What are your thoughts on this question?
Klein: This is an excellent quote. We need to learn from our experiences and to track information to inform campus discussions. The pace of change makes finding comfort zones short-lived at best and it’s important to use this information and perspective to one’s benefit. Points of distinction, value propositions, measured outcomes all help an institution define and position itself in the marketplace, and should be used to define its messaging. There is a convergence between what a school does well and a market that will from that offering. The challenge is to find it and be comfortable with the reality. What we think we are and how we are actually perceived don’t always mesh nicely.
Hibel: A blogger about enrollment management had some predictions for the field for 2010.4 How do you feel about college budget pressures making the accountability of marketing resources even more important in 2010?
Klein: Every state is feeling immense budget pressures. Today, Texas is for the first time feeling the pinch since the economy began to shrink a couple of years ago. Budget pressures force us to put emphasis on tracking actions and understanding the benefits of our programs on students and to campus vitality. I’d like to operate in an environment in which there was more wiggle room, but the pressure does help one become more attuned to what is important and to develop appropriate solutions. Personally, I thrive in these situations, but it has caused me to lose some sleep at times.
Hibel: Careers in the medical field can’t afford bad days at the office. Most careers in higher education usually don’t have the same pressure. However, your job seems a bit different. What are the institutional ramifications if your team does not do its job well?5
Klein: Enrollment is often the engine that drives the revenue stream. Most schools are heavily dependent upon tuition revenue and enrollment-based state funding. Not reaching targets negatively impacts everyone on campus — lots of eyes are on this division. Conversely, it’s great to know that when we do our job well, our students receive better services and our employees and infrastructure continue to improve.
Hibel: What would be your advice to someone who is currently in the field looking to improve his/her skills and stay sharp for the area of enrollment management? How do you feel about professional association membership, professional journals and advanced degrees in the field?6
Klein: Staying current is key to growth. It’s always been important to me. I have attended conferences and worked within my professional associations. I’ve impacted federal financial aid legislation. I stay current with my memberships, read numerous journals, and continue to learn. Networking is such a critical element to professional growth.
Hibel: Following up on the previous question, would your advice be any different for someone new looking to enter the field of enrollment management?
Klein: This is a field that has such a critical impact on the health of an institution. If someone wants to make an impact at a college or university, one can hardly find a field more relevant. We change lives and make the world a better place at the same time. One does not need to be an expert in every possible department that comprises an enrollment management division — but one should have an understanding of what value each department offers to improve the lives of students. And by all means, do not be afraid to take informed and calculated risks — it is the most effective means of helping meet enrollment goals.
Hibel: The issue of undocumented students has been in the headlines. In 2009, there was a bill to amend the Illegal Immigration Reform and Immigrant Responsibility Act of 1996 to permit states to determine state residency for higher education purposes.7 The “Dream Act” as it has been called, would open a new path to secure citizenship, which would then allow those students to apply for financial aid. If this bill passes, how do you think both enrollment numbers and demographics could change?
Klein: My own institution has seen growth in the number of students affected by “Dream” legislation. It is a great opportunity for us to increase overall enrollment but more importantly, this is an opportunity rich in possibilities to improve diversity and heighten multicultural awareness. Everyone on our campus will benefit. We predict that this market segment will grow and we are working to make a welcoming and supportive environment for our “Dream” students.
Hibel: We frequently ask our guests about their best career advice to job seekers in higher education. You have been working in academe designing strategic enrollment plans for your entire career. What would you suggest is a good strategy for a job search in today’s economy?
Klein: Networking has been such a key for my career. Stay current in the field — read and listen to others. Participate and volunteer with professional associations. I was part of a team of student aid professionals that impacted the 1984 and 1986 Higher Ed Reauthorization Act, and it was immensely helpful. Be seen as part of the solution — with it comes the perception that one can be relied upon to effectively lead. Use this knowledge and background to make yourself stand out. Your future employer wants to know not only what you’ve done but what you can do to help the college or university reach its goals.