: SUNY Brockport

Steering Committee

Provide a vision and strategic direction to the development of a strategic enrollment management framework and plan that will be successful at SUNY Brockport.
Develop enrollment priorities in collaboration with council and President’s Cabinet.
Identify, develop and monitor short- and long-range enrollment targets and goals that contribute to achieving sustainable enrollment outcomes
Communicate and champion a culture of collaboration around student recruitment, persistence and overall enrollment. Provide regular updates to President’s Cabinet, the University community and JPBC.
Align and link efforts to the University’s 2022-2027 Strategic Plan and SUNY’s strategic priorities

Oversee the implementation of the SEM Plan, including operationalizing and assessing strategies and tactics through the SEM Councils. Measure progress towards SEM goals.
Review and provide feedback on enrollment projections and models provided by Institutional Research, Analysis and Planning. Recommend a final version to be submitted to President’s Cabinet on a semesterly basis.
Implement a communication plan to promote a culture of transparency around enrollment and advance SEM principles.
Oversee the development of a real-time microtrends structure.

Dr. Sara Kelly, Vice President for Enrollment Management (Chair)
Dr. Lorraine Acker, Vice President for Student Affairs
Thomas Chew, Director of New Student and Transition Programs & Senate Representative
Dr. Eileen Daniel, Senior Vice Provost
Ian Harper, Vice President for Administration & Finance
Michael Harrison, Director for the Center of Graduate Studies
Dr. Jennifer Haytock, Professor of English
Erin Rickman, Director of Advising and Student Support Programs
Robert Wyant, Director of Undergraduate Admissions

Review, analyze and recommend strategies and tactics to increase undergraduate and graduate student recruitment and yield of incoming students.
Develop and charge subcommittees aimed at advancing strategic recruitment efforts based on identified SEM strategies and tactics.
Compile, analyze and present recruitment trends on a semesterly basis, including melt, clearinghouse data and student cancellation trends. Identify opportunities to further improve recruitment outcomes.

Study institutional recruitment trends, including subpopulations, majors, melt rates, etc. Identify opportunities to further improve recruitment outcomes.
Study and monitor the institutional discount rate and financial leveraging strategies compared to competitors.
Identify an efficient way to charge committees/units with operationalizing the SEM plan strategies and tactics. Monitor and communicate progress.
Annually update and monitor progress towards SEM Recruitment Goals.
Participate in trainings and development opportunities focused on SEM.

Mike Harrison, Director for Graduate Studies (co-chair)
Robert Wyant, Director for Undergraduate Admissions (co-chair)
Michael Doyle, Interim Dean for the School of Business & Management
Debbie Jacob, Director of Marketing
Dr. Summer Reiner, Interim Associate Dean for School of Edu., Health and Human Services
Daniel Reinhart, Student Representative
Dr. Rey Sia, Assistant Dean for School of Arts & Sciences

Review, analyze and recommend strategies and tactics to increase undergraduate and graduate student persistence throughout the student lifecycle.
Develop and charge subcommittees aimed at advancing strategic retention and persistence efforts based on identified SEM strategies and tactics.
Study institutional retention and graduation trends, including subpopulations, majors, melt rates, etc. Identify opportunities to further improve student outcomes.

Annually update and monitor progress towards SEM Retention & Persistence Goals.
1. Develop and charge subcommittees aimed at advancing strategic retention and persistence priorities. See list below.
Study and understand student satisfaction feedback. Determine action items needed to improve the student experience.
Evaluate policies and practices that are effective at improving student persistence, utilizing best practices, SUNY comparisons, etc.
1. Consider resources like From Equity Walk, to Equity Talk and Becoming a Student Ready College.
2. Complete an analysis of our Academic Dismissal and Probation policy in comparison to other SUNYs.
3. Review research on k-12 trends to identify opportunities for faculty and staff training on incoming students and their experience in k-12.

Engage with IRA to complete enrollment projections on a semesterly basis to the SEM Steering Committee.
Provide enrollment data analysis to the SEM Council and subcommittees, specifically the annual retention and graduation date analysis study (October)
Develop and continue to enhance a data analysis cycle that accommodates the needs of the strategic enrollment management efforts (i.e. annual retention, persistence and graduation rate analysis)
Develop recommended Key Enrollment Indicators to the Strategic Enrollment Management council and subcommittees. Build KEI and enrollment dashboards in Slate.
Produce project-based reports and analysis based on the needs of SEM efforts

Summer/Fall:
1. Develop a set of Key Enrollment Indicators (annual/semesterly) and microtrends (real-time, weekly); preferred platform is Slate.
2. Create a 1-2 page “Who are our students” that details data about our incoming class and current students. Distribute to Directors and chairs, embed in SEM message.
Spring: Develop a data analysis cycle/calendar that meets the needs of the SEM efforts. Complete analyses based on the approved calendar.
Spring: Update the Environmental Scan in the original SEM plan from 2022.