Strategic Recruitment Plan
2014-2015
December, 2013
Authors: Malia Roberts, LaCrissa Zuraw, Daryl Kingrey and Amy Lucas
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Contents
Executive Summary........................................................................................................................................................................................................ 8
Current Realities ........................................................................................................................................................................................................ 9
Notable Highlights.................................................................................................................................................................................................... 10
General Admission Goals ......................................................................................................................................................................................... 10
Admission Strategic Objectives ................................................................................................................................................................................ 11
How to Use this Strategic Plan ................................................................................................................................................................................. 11
Strategic Plan “Shelf-Life” and Assessment ............................................................................................................................................................. 12
Closing Thoughts ...................................................................................................................................................................................................... 12
Introduction ................................................................................................................................................................................................................. 14
Davenport University Mission Statement ................................................................................................................................................................ 14
Davenport University Vision Statement .................................................................................................................................................................. 14
Davenport University Cultural Values ...................................................................................................................................................................... 14
Admission Guiding Principles ................................................................................................................................................................................... 14
Segment: Traditional Students – High School.............................................................................................................................................................. 16
Definition of Segment .............................................................................................................................................................................................. 16
General Goal ............................................................................................................................................................................................................ 16
Select Target Market................................................................................................................................................................................................ 16
Description of Target Market ................................................................................................................................................................................... 16
Perceptions or Assumptions .................................................................................................................................................................................... 16
Unique Needs of Target Market .............................................................................................................................................................................. 16
Challenges ................................................................................................................................................................................................................ 17
Opportunities ........................................................................................................................................................................................................... 17
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Initiative I: Relationship Building ............................................................................................................................................................................. 18
Supporting Action Ia: Steward Relationships at Feeder High Schools ............................................................................................................... 18
Supporting Action Ib: Build/Strengthen Relationships with High School Student Organizations ..................................................................... 19
Supporting Action Ic: Strengthen Relationships with High School Influencers.................................................................................................. 20
Supporting Action Id: Strengthen Relationship with Athletic Program Influencers .......................................................................................... 21
Supporting Action Ie: Strengthen Relationship with Residence Life.................................................................................................................. 22
Supporting Action If: Increase Dual Enrollment Opportunities ......................................................................................................................... 23
Supporting Action Ig: Increase Recruiting in Middle College Programs ............................................................................................................ 24
Initiative II: Increasing Activities and Signature Events – See Appendix M.............................................................................................................. 26
Supporting Action IIa: Execution of Michigan Association of Collegiate Registrars & Admissions Officers (MACRAO) Strategy ..................... 26
Supporting Action IIb: Increase Classroom Presentations at Local High Schools/Technology Centers............................................................. 27
Supporting Action IIc: Increase High School Visits ............................................................................................................................................. 28
Supporting Action IId: Leverage BPA/DECA/HOSA/SkillsUSA Competitive Events (Signature Event) ............................................................... 29
Supporting Action IIe: Increase the Number of Panther Previews (Signature Event) ....................................................................................... 30
Supporting Action IIf: Increase Group Visits/Bus Trips to DU (Signature Events).............................................................................................. 31
Supporting Action IIg: Increase Recruiting at ACT Prep Programs..................................................................................................................... 32
Supporting Action IIh: Increase Free Application for Federal Student Aid (FAFSA) Workshops ....................................................................... 33
Supporting Action IIi: Open House Event at Davenport University W.A. Lettinga Campus (Signature Event) .................................................. 34
Initiative III: Performance Management .................................................................................................................................................................. 36
Supporting Action IIIa: Implement New Hire Training ....................................................................................................................................... 36
Supporting Action IIIb: Ongoing Training Program ............................................................................................................................................ 37
Supporting Action IIIc: Harmonize all Admission Segment Teams .................................................................................................................... 38
Supporting Action IIId: Weekly Strategy Meetings ............................................................................................................................................ 39
Supporting Action IIIe: Personnel Management ................................................................................................................................................ 40
Segment: Direct Michigan Community College Recruitment ...................................................................................................................................... 42
Definition of Segment .............................................................................................................................................................................................. 42
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General Goal ............................................................................................................................................................................................................ 42
Select Target Market................................................................................................................................................................................................ 42
Description of Target Market ................................................................................................................................................................................... 42
Perceptions or Assumptions .................................................................................................................................................................................... 42
Unique Needs of Target Market .............................................................................................................................................................................. 42
Challenges: ............................................................................................................................................................................................................... 42
Opportunities: .......................................................................................................................................................................................................... 43
Initiative I: Relationship Building ............................................................................................................................................................................. 44
Supporting Action Ia: Increase Campus Leaders Active Engagement with Local Community Colleges ............................................................ 44
Supporting Action Ib: Strengthen Relationships by Utilizing Key Community College Contacts, Including Former DU Employees Working at
Local Community Colleges ................................................................................................................................................................................... 45
Supporting Action Ic: Strengthen Relationship with Community Colleges by Maintaining a Minimum Number of Touch-Points and Involve
Faculty (see Dean Event IIc) ................................................................................................................................................................................. 46
Supporting Action Id: Build Relationships with Community College Influencers through Appreciation Luncheon and Breakfast ................... 47
Supporting Action Ie: Establish Relationship with Phi Theta Kappa Clubs at Local Community College........................................................... 48
Supporting Action If: Strengthen Relationships and Create Pathways for Transfer Students by Implementing a Community College Advisory
Board .................................................................................................................................................................................................................... 49
Initiative II: Increasing Activities and Signature Events – See Appendix M.............................................................................................................. 50
Supporting Action IIa: Leverage and Increase the Number of Recruitment Events and Group Visits (Signature Events) ................................ 50
Supporting Action IIb: Increase Involvement with Student Organization Events and Leverage BPA/DECA/HOSA Club Relationships ............ 51
Supporting Action IIc: Meet the Deans Event for Grand Rapids Community College (GRCC) Students (Signature Event) ............................... 52
Supporting Action IId: Open House Event at Davenport University (Signature Event) ..................................................................................... 53
Supporting Action IIe: Community College Transferfest (Signature Event) ....................................................................................................... 54
Initiative III: Performance Management .................................................................................................................................................................. 55
Supporting Action IIIa: Implement New Hire Training ....................................................................................................................................... 55
Supporting Action IIIb: Ongoing Training Program ............................................................................................................................................ 56
Supporting Action IIIc: Harmonize all Admission Segment Teams .................................................................................................................... 57
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Supporting Action IIId: Weekly Strategy Meetings ............................................................................................................................................ 58
Supporting Action IIIe: Personnel Management ................................................................................................................................................ 59
Segment: Adult Recruitment (FTIACs, Indirect Transfers, Graduate, Corporate, Military, International) .................................................................. 60
Definition of Segment .............................................................................................................................................................................................. 60
General Goal: ........................................................................................................................................................................................................... 60
Select Target Market................................................................................................................................................................................................ 60
Description of Target Market................................................................................................................................................................................... 60
Perceptions or Assumptions .................................................................................................................................................................................... 60
Unique Needs of Target Market .............................................................................................................................................................................. 60
Challenges ................................................................................................................................................................................................................ 61
Opportunities based on audience............................................................................................................................................................................ 61
Initiative I: Relationship Building ............................................................................................................................................................................. 62
Initiative II: Increasing Activities and Signature Events – See Appendix M.............................................................................................................. 66
Supporting Action IIa: Open House Event at Davenport University (Signature Event) ..................................................................................... 66
Initiative III: Performance Management .................................................................................................................................................................. 72
Supporting Action IIIa: Implement New Hire Training ....................................................................................................................................... 72
Supporting Action IIIb: Ongoing Training Program ............................................................................................................................................ 73
Supporting Action IIIc: Harmonize all Admission Segment Teams .................................................................................................................... 74
Supporting Action IIId: Weekly Strategy Meetings ............................................................................................................................................ 75
Supporting Action IIIe: Personnel Management ................................................................................................................................................ 76
Robust Recruitment Tactics: Enrollment Operations Center ...................................................................................................................................... 78
Supporting Action a: Increase One-on-One Admission Appointments.............................................................................................................. 78
Supporting Action b: Increase High School Visits............................................................................................................................................... 79
Supporting Action c: Increase Community College Office Hours ....................................................................................................................... 80
Supporting Action d: Increase ACT Outbound Calling Campaign....................................................................................................................... 81
Supporting Action e: Increase Adult Outbound Calling Campaigns ................................................................................................................... 82
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Supporting Action f: Increase Session 2 Enrollment .......................................................................................................................................... 83
Supporting Action g: Redesign all Lead Communication Plans, Including a Breakout Plan for Direct Michigan Community College Transfer
Students ............................................................................................................................................................................................................... 84
Supporting Action h: Aggressively Recruit by Transfer Program ....................................................................................................................... 85
Supporting Action i: Integrate Marketing Department and all Admission Team Segments to Increase Quality Leads .................................... 86
Supporting Action j: New Online Application and CRM ..................................................................................................................................... 87
APPENDICES ................................................................................................................................................................................................................. 88
APPENDIX A: ACT Score 4-Year Trend ...................................................................................................................................................................... 89
APPENDIX B: High School Feeder List and Assignments .......................................................................................................................................... 90
APPENDIX C: HS & Athletics ..................................................................................................................................................................................... 96
APPENDIX D: Dual Enrollment ................................................................................................................................................................................. 97
APPENDIX E: HS MACRAO ........................................................................................................................................................................................ 99
APPENDIX F: Panther Preview................................................................................................................................................................................ 102
APPENDIX G: Top 20 Community College Programs.............................................................................................................................................. 103
APPENDIX H: Representative Assignment Summary CC ........................................................................................................................................ 104
APPENDIX I: Community College Luncheon and Breakfast Schedule .................................................................................................................... 106
APPENDIX J: Key Connections ................................................................................................................................................................................ 107
APPENDIX K: CC Office Hours/Transfer Days ......................................................................................................................................................... 108
APPENDIX L: People and Business Quick Facts ...................................................................................................................................................... 109
APPENDIX M: Admission Signature Events Calendar ............................................................................................................................................. 111
APPENDIX N: Admission Superior Service Report.................................................................................................................................................. 114
APPENDIX O: High School Recruiting Events on a DU Campus .............................................................................................................................. 115
APPENDIX P: Davenport University Program Differentiators ................................................................................................................................ 119
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2014-2015 Strategic Recruitment Plan
7
Davenport University
Strategic Recruitment Plan
2014-2015
Executive Summary
Enrollment at Davenport University (DU), for the 2014-2015 academic-year, is a strategic priority that involves building on the
successes and lessons learned from our fall 2013 enrollment outcomes. Never before has the collaboration of faculty, recruiting
team, and marketing become more critical to the success of our future enrollment than it is now. We are all responsible for
enrollment. Strategically, each area plays an essential role in the overall success of our enrollment initiatives (see Figure 1). The
following recruitment plan is hinged upon two major themes: 1) the partnership between academic affairs, enrollment, and marketing
and 2) building on existing, and developing additional, relationships/pathways to essential DU programs with clearly defined and
promoted “differentiators.” See Appendix P – DU Program Differentiators
Figure 1. Enrollment Success and Roles
Marketing
Academic Affairs: responsible to
Enrollment
and Student
Affairs
Academic
Affairs
make sure that our offerings are
cutting edge, relevant, and clearly
distinguishable from our competitors.
Marketing: responsible for creating
“awareness” and “interest” in DU and
Enrollment
Success
these offerings.
Enrollment and Student Affairs:
responsible for converting that
interest into enrollments.
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Current Realities
We have taken bold steps to address key quality performance indicators needing improvement (e.g. persistence, retention,
graduation rates, etc.) by implementing some key strategic initiatives. Some of these initiatives (e.g. applying another level of
admission standards) have had both expected and unexpected impacts on enrollment which has been on a decline for several
semesters (see Figure 2). It is important to note, however, that these initiatives, some resulting in short-term enrollment declines, will
ultimately provide us with opportunities for sustainable enrollment growth and position us for the next phase of quality improvements.
In fact, these initiatives have already resulted in measurable quality improvements including a 3% growth in both persistence and fall
to fall retention rates! There has also been significant growth in the fall 2013 enrollment of new high school (19% over fall 2012) and
graduate students (11% over fall 2012).
Nevertheless, there are some significant challenges that lay ahead for fall 2014 and beyond. Fall 2013’s Direct Michigan Community
College recruitment efforts (see Figure 3) fell substantially shy of expectations (18% lower than fall 2012 and 25% below target) as
did IPEX (46% shy of target) and Dual Enrollments (10% shy of targets). The higher education market, particularly on the east side of
the state, has become increasingly crowded and competitive. There are also concerns regarding the challenges of the volatile adult
and part-time markets, perceptions and realities related to the cost of attendance (specifically impacted by the potential loss of the
titanium scholarship and the reduction of discount rates), and our relationships with various external partners including our medical
school partners in the Caribbean (potential loss of viability with one of our major partners receiving approval for Title IV eligibility).
We must address these challenges in both our strategic planning and our budgeting for the 2014-2015 academic-year.
Figure 2. Four Year New Student Enrollment Trend
3500
3400
3300
3200
3100
3000
2900
2800
2700
2600
2500
fall 2010
fall 2011
2014-2015 Strategic Recruitment Plan
fall 2012
fall 2013
9
Figure 3. Four-Year New Student Community College Enrollment Trend
500
450
400
350
300
fall 2010
fall 2011
fall 2012
fall 2012
Notable Highlights
There are several key highlights* that form our Strategic Recruitment Plan for 2014-15; among these are:
 The restructuring of the admission teams (including doubling the size of the Community College Team),
 Creation and use of “Advisory Committees” (including a ”Community College Advisory Committee” and a
“Enrollment/Marketing Advisory Committee),”
 Significant and purposeful use of faculty in our recruitment activities,
 Significant and purposeful use of Campus Leaders in community outreach and Community College relationship building, and
 The development, promotion, and use of key academic differentiators that will set apart each academic program, in each
college, from similar programs offered at competing institutions.
*Although not a highlight of the actual Strategic Recruitment Plan, the engagement of industry expertise in financial leveraging will
have a significant impact on future recruitment efforts.
General Admission Goals
In general, our goal for 2014-2015 is to:
1. Achieve new student recruitment goals - including focusing efforts to increase military and international students,
2. Incorporate the strategic use of faculty in our recruiting strategies,
3. Improve the effectiveness of our recruitment teams via the implementation of a continuous training program, and
4. Improve the efficiency, execution, and accountability of our recruitment teams through data driven performance management.
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Admission Strategic Objectives
The strategic objectives we will employ to reach these goals include:
1. Enhance our territory management plan by restructuring our recruitment teams to better align them with our specific
challenges/targets for: traditional, transfer, adult/corporate, and military/international enrollment
2. Refine scholarship criteria and process to enhance recruitment and retention of quality students
3. Develop and implement strategic initiatives utilizing faculty in recruiting efforts
4. Develop and implement comprehensive admission training utilizing faculty, senior admission representatives, directors, and
partners with the Office of Performance Excellence
5. Execute performance management processes for developing admission representatives and creating succession plans
6. Execute international student recruitment strategy
7. Increase military enrollment
8. Work with Marketing Department to develop and enhance marketing and communication efforts aligned with recruitment objectives
9. Integrate all admission teams to enhance communication, team building, best practices, opportunity identification, and measurable
outcomes
10. Promote online out-of-state enrollment
How to Use this Strategic Plan
This plan is divided up into three sections that are aligned with our targeted market segments and a fourth section that highlights our
“Robust Recruiting Tactics” coordinated through our Enrollment Operations Center (aka “Call Center and Lead Management”):
1. Traditional Student Recruitment – High Schools
2. Direct Michigan Community College Recruitment
3. Adult/Corporate/International/Military Recruitment
4. Enrollment Operations – Robust Recruiting Tactics
Each of the first three sections start with a definition/description of the targeted segment followed by notations regarding the
perceptions and “needs” of the segment (as well as observed challenges and opportunities). The sections conclude with an outline of
the specific “supporting actions” or “tactics” (which are tied to an identified “strategic admission objective”) which will be used to
address these challenges and opportunities. Often, specific detailed information, noted in the supporting actions, is included in the
Appendices. The fourth section includes tactics employed by all three segments but are handled via our Enrollment Operations
Center (as opposed to the specific recruitment team charged with overseeing that segment). These plans typically include calling,
emailing, and social media campaigns as well as unscheduled campaigns that present themselves as a result of market changes or
the addition of new programs.
2014-2015 Strategic Recruitment Plan
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Strategic Plan “Shelf-Life” and Assessment
While much effort has been given to the task of documenting the various strategic efforts of the recruitment team for the 2014- 2015
recruitment cycle, it is important to note that this strategic plan is a “working document” – it is not inclusive of all of the activities and
plans of the recruitment teams. Initiatives can and will be added and removed as appropriate and, in many cases, as deemed
necessary based on market/program developments and available opportunities (see Enrollment Operations Center).
Additionally, as a working document, to the extent feasible, the progress of our execution of this plan, and outcomes associated with
each of the strategic efforts, will be documented and used to assess the effectiveness of each specific tactic as well as the
performance of the team(s) charged with the implementation. Assessments will be based on quantitative data such as lead,
application and enrollment generation, plus survey results and anecdotal data. These assessments will form future recruitment
efforts, used as a critical component of the annual admission strategic plan development process and will be used in the
development and implementation of future training efforts included in the new continuous sales training program developed in
partnership with the Office of Performance Excellence.
Closing Thoughts
It is critical for our future enrollment growth to have a “recruitment plan” as a source document which outlines our strategic efforts,
shows the alignment of these efforts with our goals, and provides the necessary tools for the assessment and continuous
improvement of the recruitment process and teams. Having this plan is also in alignment with the university strategic annual plan and
the university vision which call for transparency, accountability, and the need to be data driven. I believe the following plan provides a
solid foundation for a productive and effective recruitment cycle.
I charged the enrollment leadership team with the development of this plan during an extremely hectic time of the recruitment cycle.
Due to the urgency of the moment, they did not have the time to involve as many faculty and staff in the development of the plan as
we would normally prefer. The intention is to use this as a source document upon which we can build our future recruitment plans
which will most undoubtedly be more inclusive both in planning and implementation. I wish to thank the members of the team: Daryl
Kingery, Malia Roberts, and LaCrissa Zuraw as well as Amy Lucas who led the team and coordinated the process through
completion.
As previously noted, this is a “working document” so feedback and suggestions (particularly ones that are accompanied with a
willingness to actively participate in the recommended activity) are encouraged. Please contact our team leader, Amy Lucas, on this
endeavor with comments/recommendations. As always, I appreciate the efforts, commitment and dedication of the entire DU
Community. I sincerely believe we are poised for greatness and together we can make it happen!
Sincerely,
Walter JH O’Neill, Ed.D.
Executive Vice President for Enrollment and Student Affairs
2014-2015 Strategic Recruitment Plan
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2014-2015 Strategic Recruitment Plan
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Introduction
The 2014-2015 Strategic Recruitment Plan is first and foremost a tool which reinforces the mission, vision, values, and guiding
principles of Davenport University (DU) as a code of professional practice for all faculty and staff engaged in the recruitment of future
DU alumni. The following are implied in each and every tactic employed in this plan and accepted as universal truths in our daily
implementation and engagement in these activities:
Davenport University Mission Statement
Davenport University prepares individuals and organizations to excel in the knowledge driven environment of the 21st Century.
Davenport University Vision Statement
Davenport aspires to be renowned as a quality institution of higher education that understands the market better than any other
institution. We strive to apply that understanding to our programs and teaching, preparing Davenport and its graduates to exceed
employer expectations, transform communities, and change lives by believing that every person can achieve his or her dream.
Davenport University Cultural Values
Serving Students with Quality
Trustworthiness
Accountability
Innovation and Creativity
Respect for People
Admission Guiding Principles
1. Provide GREAT customer service, both internally and externally
2. Demonstrate the following:
a. Innovation
b. Creativity
c. Optimism
d. Consistency
e. Will to Win (be the best)
f. Can-Do Attitude
3. Work as a team to achieve Admission goals
4. Embrace accountability
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2014-2015 Strategic Recruitment Plan
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Segment: Traditional Students – High School
Our traditional student recruiting efforts are focused on three (3) key initiatives (Relationship Building, Increasing the Number of
Signature Events, and Performance Management) and two (2) themes (Partnerships and Academic Differentiation). In fall 2013 we
realized 19% growth over fall 2012 in this segment. We expect to sustain and even build upon that growth in 2014-15 by
strengthening the significant relationships and improve upon the success established in fall 2013.
Definition of Segment: Traditional students are defined as First Time in Any College (FTIAC) students with a current high school
graduation year and the previous high school graduation year when the student type is “New.”
General Goal: The general goal of the High School Admission team is to increase traditional student enrollment (by exceeding fall
2013 high school enrollment target), with emphasis on enrollment at the W.A. Lettinga Campus.
Select Target Market: The select target market of the High School Admission Team is traditional students with an ACT
composite score of at least 18 and cumulative G.P.A. of 2.00, with efforts concentrated on feeder schools, school districts who have
expressed interest, and geographical considerations.
Description of Target Market: ACT college readiness assessment - Traditional students in the State of Michigan have seen
the average ACT score rise incrementally since 2010. The overall composite score for Michigan students on the ACT exam
increased to 19.7 in 2013. However, this is below the national average of 20.9. (See Appendix A: ACT Score Four-Year Trend).
Perceptions or Assumptions: Considering the average ACT score of a Michigan high school student and Davenport
University's admission standards, the recruitment strategy must be focused on qualified students emphasizing business, health and
technology.
Unique Needs of Target Market: Athletic clubs; residential campus; High school articulation/Dual enrollment/Advanced
Placement (AP)/International Baccalaureate (IB) credit options; Assistance with financial aid/scholarship/debt counseling; Availability
of scholarships.
2014-2015 Strategic Recruitment Plan
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Challenges: Cost; Availability of competitive scholarships; Availability of on-campus housing for all applicants; Acceptance criteria;
Brand awareness outside West Michigan. Michigan lags behind the national average of high school graduation rates (70.9% vs.
74.7% in 2012*) and the state is experiencing declining high school enrollment which declined 4.7% since 2009-2010**.
Opportunities: Solid relationships with key feeder schools; Strong dual and middle college programs; Strong Intercollegiate
Athletic Program; Brand and Name awareness in West Michigan; Programs in growing career fields; BPA and other organizations.
* Education Week. (2013). Diplomas count. Editorial Projects in Education, 32(34), 1. Retrieved from http://www.edweek.org/media/ew/dc/2013/embargo_34sgb.tx.h32.pdf
** MDE. State of Michigan, Department of Education. (2013). Number of public school districts (isds, leas, and psas) in michigan. Retrieved from website:
http://www.michigan.gov/mde/0,4615,7-140--36877--,00.html and Western Interstate Commission for Higher Education, (2012). Knocking at the college door. Retrieved from website:
http://www.wiche.edu/knocking-8th
2014-2015 Strategic Recruitment Plan
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Initiative I: Relationship Building
Supporting Action Ia: Steward Relationships at Feeder High Schools
Responsible Party
Utilize relationships at area high schools to establish pathways into specific academic
programs. Use key differentiators.
High School
Admission Team
with occasional
partners from
academic and
student affairs




Traditional students will be recruited by High School Admission
Representative by location and local assignment (See Appendix B: High
School Feeder List).
High schools will be ranked (“A” schools vs. “B” schools) and given priority for
contacts based on the historical number of leads, applications, and
enrollments generated.
High School Admission Team will become a familiar and welcomed partner at
each school in his/her territory.
Utilize key faculty and student affairs staff in relationship building with feeder
high schools.
KPI’s:







Promotion
As budget allows, ads
will be placed in some
high school yearbooks,
sports programs and
where appropriate,
sponsorship of club
and organizational
activities.
Supports Objective: #1
The “A” schools will be touched four to six times per year by a High School Admission Representative including campus visits
and classroom presentations.
The “B” schools will be touched by the High School Admission Representative two to three times per year.
Increase leads and applications by 5-10% over fall 2013 for “A” schools.
Increase leads and applications by 3-5% over fall 2013 for “B” schools.
Increase enrollments by 3-5% for “A” schools over fall 2013.
Increase enrollments by 2-3% for “B” schools over fall 2013.
Increase faculty and student affairs participation in high school relationship activities by 10-15% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
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Supporting Action Ib: Build/Strengthen Relationships with High School
Student Organizations
Establish/utilize relationships through targeted DU clubs and organizations to
strengthen pathways for traditional students involved in similar high school targeted
clubs and organizations to specific academic programs.





Traditional students will be recruited from targeted high schools with Business
Professionals of America (BPA), Distributive Education Clubs of America
(DECA), SkillsUSA, and Future Health Professionals (HOSA) student
organizations.
DU Presidential Scholarship will be leveraged to BPA, DECA, SkillsUSA &
HOSA National Champions with cumulative grade point average of 3.0.
Promote appropriate collegiate level clubs to all traditional students and high
school faculty advisors.
Coordinate BPA prep sessions for traditional students and promote DU key
academic programs.
BPA Prep Session Event Dates:
 November 15, 2013 – DU Livonia Campus
 November 22, 2013 – DU Lansing Campus
 December 6, 2013 – W.A. Lettinga Campus
 December 13, 2013 – DU Livonia Campus
KPI’s:


Responsible Party
Promotion
High School
Admission Team,
Director of
Admission for High
School, Davenport
University Faculty
Advisors
Scholarship brochures
and event materials will
be used and targeted
to: BPA membership
list, BPA, DECA and
HOSA competition
results lists.
DU swag for
participants (water
bottles, pens, t-shirts,
etc.).
Supports Objective: #1, 2, 3
Increase applications from high school student club/organization participants by 5-10% over fall 2013.
Increase enrollments from high school student organization participants by 3-5% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
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Supporting Action Ic: Strengthen Relationships with High School Influencers
Strengthen relationships with key high school influencers by providing on-campus
opportunities which will be leveraged to inform/update feeder high school key
influencers (High School Counselors, High School Teachers, Principals, and Athletic
Directors/Coaches) on what DU has to offer. Use key faculty as presenters and use
academic differentiators as theme.
Responsible Party
High School
Admission Team,
Academic Affairs
Agenda
Provide a breakfast or lunch.
Informational sessions presented by the Colleges of Technology, Business, Arts &
Sciences, and Health Professions.
Student testimonial provided by 2013-2014 a Ford Scholarship recipient.
Promote high school employee scholarship.





Campaign including
mail invitations,
emails/calls, host
meetings, seminars,
breakfasts, lunches.
High end DU swag
for participants
(coffee mugs,
portfolios, etc.).
October 16, 2013 W.A. Lettinga Campus
October 24, 2013 DU Lansing Campus
January 29, 2014 W.A. Lettinga Campus
March 25, 2014 W.A. Lettinga Campus
April 24, 2014 DU Livonia Campus
KPI’s:




Promotion
Supports Objective: #1, 2, 3
Increase the number of high school influencer events on campus by 10% over fall 2013.
Gain representation from at least 5 schools per event.
Increase attendance to 8 - 30 guests per event.
Increase faculty involvement in relationship activity by 10-15% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
20
Supporting Action Id: Strengthen Relationship with Athletic Program
Influencers
Build/strengthen relationship with high school athletic departments/coaches by
promoting athletic programs to traditional students and high school athletic
departments and by working collaboratively with the DU Athletic Department.
Promote and support athletic recruitment by leveraging academic scholarships and
key differentiators.





Promotion
Director of Admission
for High School, High
School Admission
Team, Coaching Staff
Coaching staff, web
site, recruiting
materials, FREE
Tickets.
Work directly with assigned coaching staff to recruit student athletes (See
Appendix C: HS and Athletics).
Provide traditional admission information at athletic competitions and during
on-campus visits.
Include student athletes and coaches in Panther Preview events.
Assist coaching staff with student athlete visitation programs.
Maintain student athlete status updates with each team via Google Docs.
KPI’s:




Responsible Party
Supports Objective: #1, 2, 3
Increase the number of athletic events used to attract students to campus (FREE tickets) by 5-10% over fall 2012.
Increase the number of joint presentations with DU coaches by 10% over fall 2013.
Increase the number of leads from potential athletes by 5-10% over fall 2013.
Enroll between 150 and 173 traditional athletes.
Status and Results:
2014-2015 Strategic Recruitment Plan
21
Supporting Action Ie: Strengthen Relationship with Residence Life
Communicate regularly and work directly with Residence Life to track traditional
students who complete the housing application and submit the housing deposit.
Maintain regular communication with the Student Affairs Systems Coordinator and
Director of Residence Life to leverage on-campus living with potential students.



Student Affairs Systems Coordinator provides updates through Google Doc
that tracks the status of housing applications (incomplete/complete) and the
deposit system (paid/unpaid).
High School Admission team follows up with the students to ensure the
housing application is completed and the deposit is paid.
Director of Residence Life facilitates the updates to marketing items.
KPI’s:



Responsible Party
Promotion
Director for High
School, HS
Admission Team,
Student Affairs
Systems Coordinator,
Director of Housing &
Residence Life,
Marketing
Google Doc
updates, housing
fliers, online housing
application, new
student orientation
Supports Objective: #1, 8
Increase residence life staff participation in recruitment activities by 10% over fall 2013
Increase the number of new student housing applications by 3-5% over fall 2103
Fill South Hall to capacity with the possible use of doubling if necessary.
Status and Results:
2014-2015 Strategic Recruitment Plan
22
Supporting Action If: Increase Dual Enrollment Opportunities
Responsible Party
Promotion
Work with high school counselors, educating them on benefits of Davenport's dual
enrollment opportunities that will eventually lead to matriculation.
Partner with schools to offer classes at their facility or online.
Coordinate effort with appropriate Department Chairs.
Director of
Admission for High
School
Recruitment, High
School Admission
Department,
Academics,
Campus leaders
where appropriate
One on one
relationship building
at key feeder
schools with
administration,
counseling staff, and
teachers. Flyers and
brochures.
Concurrent enrollment programs
 Advanced Technical Academy (ATA)
 Great Lakes Bay Early College
Off-campus dual enrollment programs
 East Kentwood High School
 Holland Christian High School
 Thornapple-Kellogg High School
 Van Buren Technology Center
 Ottawa Area ISD
Anticipated participation: Targeted high schools - designated on See Appendix D:
Dual Enrollment
KPI’s

Supports Objective: #1, 3
Increase the number of dual enrollment students who matriculate after graduation into a full time program by 5-10%
Status and Results:
2014-2015 Strategic Recruitment Plan
23
Supporting Action Ig: Increase Recruiting in Middle College Programs
Responsible Party
Promotion
Deliver high quality middle college programs to ultimately increase traditional student
enrollment through early adoption of Davenport programs.
 Deliver Davenport classes at high schools in year one.
 Deliver Davenport classes at Davenport University W.A. Lettinga Campus in
years two and three.
 Host middle college orientation sessions.
 Committed participants:
 Kenowa Hills High School
 Belding High School
 Prospective participants: Airport Community School .
 Anticipated participation: 11-25 students per year per school.
 Host middle college orientations involving students, parents, High School
administration, Davenport University staff (admission, student services,
academics) to facilitate a smooth transition into the program and throughout the
years.
 Utilize monthly Middle College Success Team meetings to ensure program
success and promote future opportunities.
Admission
Department,
Academics,
Student Services
KPI’s
Supports Objective: #1, 3

Work directly with
key high school
leaders including
superintendent,
principal and other
high school officials
Retain 80% of current middle college participants through completion of the three year program. (Unable to set matriculation
goal until the first cohort has completed high school year thirteen.)
Status and Results:
2014-2015 Strategic Recruitment Plan
24
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2014-2015 Strategic Recruitment Plan
25
Initiative II: Increasing Activities and Signature Events – See Appendix M
Please visit the following Dmail event calendars: All Admission Events Calendar and the Signature Admission Events Calendar
Supporting Action IIa: Execution of Michigan Association of Collegiate
Registrars & Admissions Officers (MACRAO) Strategy
Utilize MACRAO marketing efforts to promote DU to large assemblies of high school
juniors and seniors.




Participate in 55 MACRAO recruiting events in fall 2013 and 15 events in winter
2014 resulting in exposure to upwards of 15,000 potential students.
Standardize MACRAO recruiting events following MACRAO guidelines.
Actively participate in all MACRAO college day and evening recruiting events.
Promote MACRAO events on DU high school web pages (See Appendix E: HS
MACRAO).
KPI’s:


Responsible Party
Promotion
High School
Admission Team,
Director of
Admission for High
School, DU Web
Team
MACRAO promotes
through their
extensive counselor
network via emails
and newsletters, on
site at high schools
and on the
MACRAO website.
DU will distribute
standardized
marketing materials
at every event.
Supports Objective: #1
Increase leads by 5-10% over fall 2013
Increase applications and enrollments by 3-5% over fall 2013
Status and Results:
2014-2015 Strategic Recruitment Plan
26
Supporting Action IIb: Increase Classroom Presentations at Local High
Schools/Technology Centers
Increase exposure and awareness of DU to traditional students and teachers, utilizing
faculty as needed/as appropriate. (See Admission Events Calendar)


High School Admission Team will establish working relationships that foster
opportunities to allow representatives access to classrooms, counselor visits,
and promote on-campus tours.
Arrange for select faculty to visit classrooms when possible.
Responsible Party
Promotion
High School
Admission
Representatives,
Director of
Admission for High
School
Recruitment, and
Faculty
Personal interaction
with high school
teachers, counselors
Marketing
publications,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
KPI’s:



Supports Objective: #1, 3
Increase the number of presentations by 5-10% over fall 2013.
Increase leads and applications by 3-5% over fall 2013.
Increase faculty participation in events by 10-15% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
27
Supporting Action IIc: Increase High School Visits
Responsible Party
Promotion
Generate interest in DU and increase participation in high school interest sessions and
lunchroom visits (See Admission Event Calendar)
Director of
Admission for High
School, High
School Admission
Team, Lead
Management, Call
Center Manager,
Communication
Department
Email, calling
campaign and social
media campaign




Conduct informational sessions.
Execute on-site admission review by encouraging participants to bring transcript
for conditional acceptance.
Work directly with Lead Manager in Lead Management Department to inform
applicants and leads that a DU High School Team member will be visiting their
high school through email blasts, phone calls, and social media.
Based on the ACT calling campaign, early award scholarship information is
prepared for delivery on-site during the high school visit.
KPI’s:





DU marketing
materials,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2
Increase the number of high schools visits by 5-10% over fall 2013
Increase leads and applications by 5-10% over fall 2013 for “A” schools.
Increase leads and applications by 3-5% over fall 2013 for “B” schools.
Increase enrollments by 3-5% for “A” schools over fall 2013.
Increase enrollments by 2-3% for “B” schools over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
28
Supporting Action IId: Leverage BPA/DECA/HOSA/SkillsUSA Competitive
Events (Signature Event)
Generate interest in DU and specific programs by hosting Regional/State competitive
academic events. Host site for Regional (BPA & HOSA) and State (BPA) Competitions.









Region #2 HOSA: W.A. Lettinga Campus Friday, January 10, 2014.
Region #1 BPA Regional: W.A. Lettinga Campus Saturday, January 11, 2014.
Region #3 BPA Regional: DU Livonia Campus Friday, January 14, 2013.
State BPA Conference: W.A. Lettinga Campus March 21, 2014.
State BPA College Fair: Amway Grand, March 22, 2014.
State HOSA: Traverse City, April 24, 2014
Additional opportunities: DECA Regional level competition Jan 8, 2014 (judging
and table).
Leveraging BPA, DECA, HOSA, SkillsUSA scholarships.
Competition of students in Best Practices in Business.
KPI’s:


Responsible Party
Director of
Admission for High
School, Academic
Affairs, BPA &
DECA Faculty
Advisors
Involve Faculty Deb Kiss, Ron
Drayer, Todd Pitts,
Suzanne Gut. High
School Counselors,
national
organizations, web
Promotion
Promoted via BPA,
DECA and HOSA
Marketing materials,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3
Increase leads and applications from BPA, DECA and HOSA participants by 5-10% over fall 2013.
Increase enrollments from BPA, DECA and HOSA participants by 3-5% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
29
Supporting Action IIe: Increase the Number of Panther Previews (Signature
Event)
Generate interest in DU and key programs by bringing prospective students on
campus. This program is designed to give the prospective student and parents the
opportunity to learn about DU, take a guided tour of campus and to eat in our dining
hall.







Anticipated attendance: 1-50 students and guests per session.
Number of events: 22. More as needed based on demand.
The program is offered every other Friday and certain Saturdays.
Each session offered can accommodate up to 50 people.
Event features informational break-out sessions lead by faculty.
Athletic representation.
See Appendix F: Panther Preview Schedule
KPI’s:


Responsible Party
Promotion
Director of
Admission for High
School, High
School Admission
Team, Academic
Affairs, Call Center
Promotional emails,
campus visit
brochure, web
registration, calling
campaigns, social
media
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3
Increase attendance by 3-5% over fall 2013.
Increase applications generated by event by 5-10% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
30
Supporting Action IIf: Increase Group Visits/Bus Trips to DU (Signature Events)
Responsible Party
Increase awareness of DU's campuses and programs by bringing groups of prospective Director of
students to campus. High school instructors bring their entire class to perform hands-on Admission for High
activities and competition. DU admission presentation, campus tour, and t-shirt raffle.
Schools, High
School Admission
Team, Academics,
 See Appendix O for on-campus high school recruiting event details.
Call Center,
 College of Technology events (“Making Connections”)
Faculty, Financial
October 1, 2013 W.A. Lettinga Campus
Aid, Marketing, and
October 25, 2013 W.A. Lettinga Campus
Career Services
October 18, 2013 DU Livonia Campus
when appropriate
November 1, 2013 W.A. Lettinga Campus
November 15, 2013 W.A. Lettinga Campus
 Maine College of Business events (“Fish Tank”)
December 6, 2013 W.A. Lettinga Campus
April 17, 2014 W.A. Lettinga Campus
 College of Health Professions events
November 6, 2013 W.A. Lettinga Campus
December 5, 2013 DU Lansing Campus
December 13, 2013 W.A. Lettinga Campus
 General presentations and tours (“Junior Achievement Titan Challenge”, Open
House)
December 13, 2013 DU Saginaw Campus
February 25, 2013 W.A. Lettinga Campus
KPI’s:



Promotion
Call Center
Campaign, Email
and Social Media
Campaign
Marketing materials,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3
Increase the number of group events by 5-10% over fall 2013.
Increase leads and applications by 5-10% over fall 2013.
Increase faculty participation in events by 10-15% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
31
Supporting Action IIg: Increase Recruiting at ACT Prep Programs
Responsible Party
Provide traditional student with preparation and training to excel on the ACT exam.
DU-hosted ACT prep courses at W.A. Lettinga Campus.
Director of
Admission for High
School Recruitment
Dates:




Promotion
Web registration,
postcards
DU swag
Saturday, February 1, 2014
Saturday, February 15, 2014
Saturday, February 22, 2014
Saturday, May 10, 2014 (tentative)
Anticipated attendance: up to 120 traditional students.
Each five hour-session costs $50 and includes textbook and lunch.
Restricted to 40 students per class.
Utilize registration information to create new leads in Connect and follow-up
accordingly.
KPI’s

Supports Objective: #1
Increase leads and applications by 5-10% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
32
Supporting Action IIh: Increase Free Application for Federal Student Aid
(FAFSA) Workshops
Responsible Party
Promotion
Educate general population on how and when to file for financial aid.
FAFSA event details:
 Presentation of FASFA to traditional students and their families. Takes place at
the high school.
 Davenport University Foundation and Financial Aid will need to determine
funding levels early in the process so that the Admission Department knows
which scholarships are available.
 Caledonia, November 8, 2013 Caledonia High School.
 GRAPCEP February 4, 2014.
 East Kentwood High School February 21, 2014.
 Thornapple-Kellogg High School January 13, 2014.
 Thornapple-Kellogg High School February 12, 2014.
Director of
Financial Aid
Counselors, High
School Admission
Team
KPI’s:
Supports Objective: #1, 2


High School
Admission team
one-to-one
marketing to
counselors and
administrators.
The high school
markets to student
and parents.
Increase FAFSA’s received prior to March 1, 2014 by 5-10%.
Increase FAFSA workshops by 5%.
Status and Results:
2014-2015 Strategic Recruitment Plan
33
Supporting Action IIi: Open House Event at Davenport University W.A. Lettinga
Campus (Signature Event)
Event Strategy
 Create incentives for prospects to attend.
 Coordinate break-out sessions, by college.
 Financial Aid and admission presentations.
 Campus tours.
 Collect lead cards and applications.
 Anticipated attendance at each event: 10-30.
Event Dates
 February 10, 2014
 August 12, 2014
KPI’s:


Responsible Party
Promotion
Executive
Marketing materials
Directors of
by audience type,
Admission,
email blasts, calling
Director of
campaign
Community College
Recruiting, Director
of Admission for
High School
Recruitment,
Marketing Team,
Lead Management,
Call Center, and
Academics
Supports Objective: #1, 2, 3, 8
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
34
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2014-2015 Strategic Recruitment Plan
35
Initiative III: Performance Management
Supporting Action IIIa: Implement New Hire Training
Responsible Party
Establish a solid and consistent new admission rep training program
 Utilize a team based approach for curriculum development for Admission
Representative training.
 Identify and form a project team by January 10, 2014.
 Incorporate all aspects of our recruiting format; adult, FTIAC, and transfer.
 Share resources, subject matter experts and best practices across all admission
segments.
 Training areas include:
 Program
 Sales
 Networking
 Presentation
 Financial aid
 Transcript evaluation
 Lead management
 CRM training
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE
KPI’s:
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10


Promotion
N/A
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
36
Supporting Action IIIb: Ongoing Training Program
Responsible Party
Establish and maintain program and sales training for all Admission Representatives
and Call Center Admission Specialists
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE





Create a training calendar.
Work with OPE to identify subject matter and priorities, track attendance.
Follow and refresher training on CRM, Banner, and processes.
Create a series of ongoing training sessions for Admission Representatives
keeping them up to speed on new programs and knowledge necessary to
maximize new enrollment.
Offered 4 times a year.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
37
Supporting Action IIIc: Harmonize all Admission Segment Teams
Responsible Party
Develop and deliver opportunities to increase sense of team, share best practices,
improve communications, pool resources, review progress toward goals and adherence
to strategic plan, identify opportunities and review measures. Utilize the Admission
Superior Services Report (See Appendix N: Admission Superior Service Report).
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE



Call Center representation at admission team meetings at least once a month.
Encourage cross-segment representation at team admission meetings where
appropriate and available.
Participate in campus meetings with all admission segments represented.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
38
Supporting Action IIId: Weekly Strategy Meetings
Responsible Party
Keep Admission Representatives and Call Center informed with face to face and virtual
meetings, scheduled weekly or monthly, depending on territory.
Lead Corporate
Admission
Representative by
campus, Director of
Admission and
Executive Director
of Admission, with
ad hoc Call Center
attendance


Team building, updates, motivation, communication and sharing of best
practices.
Agenda prepared and distributed, meeting notes published.
Conduct regularly scheduled meetings with corporate recruiting team to discuss
strategy and tactics to maximize corporate for-credit enrollment.




N/A
Sharing of best practices.
Sales training.
Progress toward goals.
Identification of new opportunities.
KPI’s:


Promotion
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
39
Supporting Action IIIe: Personnel Management
Responsible Party
One-on-one meetings to enhance Admission Representative accountability. Monitor,
coach, identify growth areas, review goal action items to monitor Admission
Representative performance and focus on development. Monitor, train and evaluate
admission staff day-to-day utilizing:
Director of
Community College
Recruiting; Call
Center Manager,
Lead Manager






N/A
Admission Superior Services Report. (See Appendix N: Admission Superior
Service Report)
Contact center management system.
Lead management activity reports.
Daily reporting log located in Google documents.
Listen to recorded calls as available, each month.
Hold bi-weekly one-on-one meetings with each admission representative.
KPI’s:


Promotion
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-2015 Strategic Recruitment Plan
40
PAGE INTENTIONALLY
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2014-2015 Strategic Recruitment Plan
41
Segment: Direct Michigan Community College Recruitment
Our community college recruiting efforts are focused on three (3) key initiatives (Relationship Building, Increasing the Number of
Quality Events, and Performance Management) and two (2) themes (Partnerships and Academic Differentiation). In fall 2013 we
declined significantly in the number of new direct Michigan community college transfers over fall 2012. We expect to stop the
downward trend in this segment and even produce growth in 2014-15 by realigning our admission team to increase the attention on
community college recruitment and re-committing our energies to building relationships with our main community college feeder at
each of our campuses.
Definition of Segment: Community College “direct transfer” students are defined as having attended a Michigan community
college within the past year (or if attended-to date is blank; where attended-from date is within the last 3 years) and where student
type = Transfer.
General Goal: The general goal of community college recruiting is to attract transfer students to Davenport University directly after
graduation. The community college recruiting team utilizes a variety of tactics to reach the enrollment target (as outlined in detail in
the strategic plan below), which includes high-level involvement from the Campus Leaders, Academic Affairs, and other key
university staff.
Select Target Market: Michigan community college students who are currently attending or have attended within the past year,
focusing on those whose programs or needs are in alignment with Davenport University.
Description of Target Market: 57% female, 43% male; 65% attending community college part-time, 35% full-time; 19% of
community college students are First Time In Any College (FTIAC), of those 52% attend Full-time; 64% White, Non-Hispanic, 18%
Black/African American, 2% Asian American, and 3% Hispanic/Latino; 52% are between the ages of 18-24 yrs., 13% 25-29 yrs., 8%
30-34 yrs., 6% 35-39 yrs., 9% 40-49 yrs., and 4.5% are over age 50.
Perceptions or Assumptions: Davenport University is not known as being an expert in health or technology nor having
reasonable tuition (Davenport University Brand Perception Survey, 2012).
Unique Needs of Target Market: The unique needs of a direct community college transfer student are transferability, flexibility,
delivery options, close proximity, experts in the areas we teach, cost effectiveness, availability of financial aid and scholarships.
Challenges: A major challenge of the direct community college transfer student is transferability of general credits (lack of
MACRAO friendliness). According to the Demographic Enrollment Profile, 2011-2012, by the Workforce Development Agency,
60,000 students are enrolled in a Liberal Arts program. The MACRAO agreement allows for this type of student to transfer a high
number of general/liberal arts type courses to universities that have programs that match up well. DU does not have a program that
2014-2015 Strategic Recruitment Plan
42
matches up nicely with the MACRAO agreement. Cost is another challenge for recruitment of transfer students because this type of
student is cost conscious and is used to paying a much lower cost per credit hour.
Opportunities: More than half of the top 20 programs that Michigan community college students are enrolled in align with
Davenport University programs (See Appendix G: Top 20 Community College Programs); Strong relationships with several key
colleges; Brand and Name awareness in West Michigan.
*Demographic Enrollment Profile (Data Book) 2011-2012, Workforce Development Agency, State of Michigan, March 2013
2014-2015 Strategic Recruitment Plan
43
Initiative I: Relationship Building
Supporting Action Ia: Increase Campus Leaders Active Engagement with Local
Community Colleges
Responsible Party
Campus Leaders (CL) will establish relationships, increase networking opportunities,
and enhance awareness with community colleges. Work closely with the Director of
Community College Recruiting and the Community College team to identify and
overcome transfer barriers.
Campus Leaders,
Director of
Community College
Recruiting




CL will visit feeder community colleges once a month.
CL will establish two new relationships with key community college faculty and
administrators per academic year.
CL will attend a minimum of two community college events per year that are
outside of our typical recruiting events (eg. Schoolcraft Appreciation Dinner,
community college hosted golf outing, etc.).
CL will attend all DU signature events for local community colleges.
KPI’s:



Promotion
Standard recruiting
materials, phone
calls, email, event
attendance.
High end DU swag
for participants
(coffee mugs,
portfolios, etc.).
Supports Objective: #1
Increase leads and applications from key feeder community colleges by 5-10% over fall 2013.
Increase enrollment from key feeder community colleges by 5-10% over fall 2013.
Increase campus leaders’ participation in community college relationship activities by 10-15% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 44
Supporting Action Ib: Strengthen Relationships by Utilizing Key Community
College Contacts, Including Former DU Employees Working at Local Community
Colleges
There are significant relationships to be leveraged that already exist between DU and
many community colleges including former DU employees working at community
colleges, friends, family, and professional affiliated relationships with community
college employees.



Engage networking strategy to leverage friends of Davenport University to
develop and maintain relationships with community colleges.
Re-establish rapport with former Davenport, now community college employees
(See Appendix J: Key Connections).
Leverage relationships that DU faculty and staff have with other community
college employees.
KPI’s:




Responsible Party
Director of
Community College
Recruiting, Campus
Leaders,
Community College
Team, Academic
Affairs
Promotion
Standard recruiting
materials.
DU faculty/staff
calling campaign.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 3
Create a “Friends of DU” directory to add to the “Key Connections” list that already exist (see Appendix J: Key
Connections).
Increase the number of “Friends of DU” utilized in recruitment activities by 10-15%.
Increase referrals (leads and applications) from “Friends of DU” by 5-10% over fall 2013.
Increase enrollments from referrals of “Friends of DU” by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 45
Supporting Action Ic: Strengthen Relationship with Community Colleges by
Maintaining a Minimum Number of Touch-Points and Involve Faculty (see Dean
Event IIc)
The Community College Team will develop and maintain relationships through
assigned touch-points with their respective assigned community colleges (See
Appendix H: Representative Assignment Summary – CC) including the use of
faculty for in-class visits.
Admission Representative Responsibilities
 Fulfill eight touch-points per month with key community college feeder
 Complete two to four touch-points at remaining community colleges (Touchpoints include: scheduled visits, lunches, meetings with community college
staff/faculty, transfer days, college fairs, follow-up via email or phone, and
events).
 Establish a pathway for DU faculty to present or serve as “guest lecturer” in key
community college feeder classrooms.
Responsible Party
Community College
Admission Team,
Faculty
Promotion
Standard recruiting
materials
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Faculty and University Leadership Responsibilities:
 Report all interaction with community colleges to the Community College Team.
 Add community college meetings/lunches to the admissions event calendar.
KPI’s



Supports Objective: #1, 3
Increase the number of faculty appearances in classrooms or as a presenter on key community college feeder campus by 510%.
Increase leads and applications from key community college feeders by 5-10% over fall 2013.
Increase enrollments from key community college feeders by 5-10% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 46
Supporting Action Id: Build Relationships with Community College Influencers
through Appreciation Luncheon and Breakfast
Responsible Party
Host Community College Counselor Breakfast and Luncheon to educate community
college faculty and staff about DU and recognize/establish partnerships.
Community College
Admission Team,
Director of
Community College
Team, Director
of Transfer
Articulation, Deans
and Faculty






Engage our faculty and leadership with the counselors at targeted community
colleges to.
Reception with key speakers including school Deans/Associate Deans.
Provide updates on programs, differentiators, scholarships, and transferability.
Provide campus tour.
Anticipated attendance: 10-50 per lunch.
See Appendix I: Community College Luncheon and Breakfast Schedule
KPI’s:


Promotion
Personalized
invitations
Recruiting/Marketing
materials.
High end DU swag
for participants
(coffee mugs,
portfolios, etc.).
Supports Objective: #1, 2, 3
Increase leads and applications from participating community colleges by 5-10% over fall 2013.
Increase enrollment from participating community colleges by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 47
Supporting Action Ie: Establish Relationship with Phi Theta Kappa Clubs at
Local Community College
Responsible Party
Establish and maintain partnership with club leaders to increase transfer population
from Phi Theta Kappa Clubs.
Community College
Admission Team


Standard recruiting
materials
Establish a Phi Theta Kappa pathway at each participating community college
feeder.
Leverage academic scholarships.
KPI’s:


Promotion
Supports Objective: #1, 2
Increase the number of leads and applications from Phi Theta Kappa students by 5-10% over fall 2013.
Increase the number of enrollment of Phi Theta Kappa students by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 48
Supporting Action If: Strengthen Relationships and Create Pathways for
Transfer Students by Implementing a Community College Advisory Board
Establish a Community College Advisory Committee with membership from each major
key feeder community college. Membership should be key community college
influencer identified by our Community College Consultant but more than likely would
be CC Advisor, Dean, or Provost. Membership would be by invitation, and the invitation
would be from DU co-authored by the President, Provost, and EVP for Enrollment.



Meetings would be held once per semester and held on various DU campuses.
Meetings would offer round-table discussions on relevant issues regarding
transferability and pathways to 4 year and graduate degrees.
Key DU faculty and Deans would be guest speakers/facilitators.
KPI’s:


Responsible Party
President, Provost,
EVP Enrollment
and Student Affairs,
Director of
Community College
Recruiting,
Academic Affairs
Promotion
Press Release on
Creation of
Pathways “Think
Tank”
High end DU swag
for participants
(coffee mugs,
portfolios, etc.).
Supports Objective: #1, 2, 3
Increase leads and applications from participating community colleges by 5-10% over fall 2013.
Increase enrollments from participating colleges by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 49
Initiative II: Increasing Activities and Signature Events – See Appendix M
Please visit the following Dmail event calendars: All Admission Events Calendar and the Signature Admission Events Calendar
Supporting Action IIa: Leverage and Increase the Number of Recruitment
Events and Group Visits (Signature Events)
Increase the number of off-site awareness/recruiting events and on-site group visits.
Leverage key differentiators, scholarships, transfer articulations.
Daven-Pour events
Group visits
 Grand Rapids Community College visit to Davenport University W.A. Lettinga
Campus – two visits per year.
 Lansing Community College visit to Davenport Lansing campus – once per
year.
 Schoolcraft College visit to Davenport Livonia campus – two visits per year.
On-site group visits will include:
 Meeting current DU students.
 Admission presentation.
 Academic presentation including differentiators.
 Lunch.
 Campus tour.
 Collection of lead cards.
KPI’s:



Responsible Party
Promotion
Director of
Community College
Recruiting,
Community College
Team, Director of
Marketing Team,
Director of Transfer
Articulation,
Academic Affairs,
Financial Aid, Lead
Management, Call
Center
Transfer marketing
materials,
articulation
agreements,
catalogues, program
brochures, calling
campaign
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3
Increase the number of campus events by 5-10% over fall 2013.
Increase the leads and applications from these events by 10-15% over fall 2013.
Increase the enrollments from these events by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 50
Supporting Action IIb: Increase Involvement with Student Organization Events
and Leverage BPA/DECA/HOSA Club Relationships
Use state and national academic competitions to leverage DU’s strong academic
programs and student organizations (and success of).




State BPA Conference: March 21, 2014.
Table at BPA National competition in Indiana: April 30 – May 1, 2014.
Host site for Regional and State Competitions.
Involve Faculty - Deb Kiss, Ron Drayer, Todd Pitts, Suzanne Gut.
Responsible Party
Promotion
Director of
Community College
Recruiting,
Academic Affairs
(Involve Faculty Deb Kiss, Ron
Drayer , Todd Pitts,
Suzanne Gut)
Community College
Counselors, National
Organizations, Web
DU Marketing
materials,
brochures, etc.
DU swag
KPI’s:


Supports Objective: #1, 2, 3
Increase leads and applications from BPA, DECA and HOSA participants by 5-10% over fall 2013.
Increase enrollments from BPA, DECA and HOSA participants by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 51
Responsible Party
Promotion
Host recruiting and relationship building event at the W.A. Lettinga Campus in March,
2014
 Create incentives for community college students to attend.
 Bus students over from GRCC throughout the day.
 Provide campus tours.
 Presentation about programs, differentiators, scholarships, and transferability.
 Deans provide short presentation.
Community College
Admission Team,
Director of
Community College
Recruiting,
Academic Deans,
Lead Management,
Call Center
Email blasts,
marketing brochure
and postcard, calling
campaign
KPI’s:
Supports Objective: #1, 3
Supporting Action IIc: Meet the Deans Event for Grand Rapids Community
College (GRCC) Students (Signature Event)


Marketing Materials
DU swag
Increase leads and applications from GRCC by 5-10% over fall 2013.
Increase enrollment from GRCC by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 52
Supporting Action IId: Open House Event at Davenport University (Signature
Event)
Event Strategy
 Create incentives for prospects to attend.
 Coordinate break-out sessions, by college.
 Financial Aid and admission presentations.
 Campus tours.
 Collect lead cards and applications.
 Anticipated attendance at each event: 10-30.
Event Dates
 February 10, 2014 W.A. Lettinga Campus.
 August 12, 2014 All Davenport University Campuses.*
*Excludes Peter C. Cook Center – see graduate open houses for schedule
KPI’s:


Responsible Party
Promotion
Executive
Marketing materials
Directors of
by audience type,
Admission,
email blasts, calling
Director of
campaign
Community College
Recruiting, Director
of Admission for
High School
Recruitment,
Marketing Team,
Lead Management,
Call Center, and
Academics
Supports Objective: #1, 2, 3, 8
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 53
Supporting Action IIe: Community College Transferfest (Signature Event)
Responsible Party
Host three Community College Faculty and Staff visits for information sharing and
campus tour with community college faculty and staff
Community College
Admission Team,
Director of
Community College
Recruiting, Director
of Transfer
Articulation,
Academics





Create incentives for community college staff and faculty to attend.
Provide updates on programs, scholarships, and transferability.
Presentations from Deans.
Provide campus tour.
Plan for Fall 2014.
KPI’s:


Promotion
Personalized
invitations
Supports Objective: #1, 3
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 54
Initiative III: Performance Management
Supporting Action IIIa: Implement New Hire Training
Responsible Party
Establish a solid and consistent new admission rep training program.
 Utilize a team based approach for curriculum development for Admission
Representative training.
 Identify and form a project team by January 10, 2014.
 Incorporate all aspects of our recruiting format; adult, FTIAC, and transfer.
 Share resources, subject matter experts and best practices across all admission
segments.
 Training areas include:
 Program
 Sales
 Networking
 Presentation
 Financial aid
 Transcript evaluation
 Lead management
 CRM training
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE
KPI’s:
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10


Promotion
N/A
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 55
Supporting Action IIIb: Ongoing Training Program
Responsible Party
Establish and maintain program and sales training for all Admission Representatives
and Call Center Admission Specialists.
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE





Create a training calendar.
Work with OPE to identify subject matter and priorities, track attendance.
Follow and refresher training on CRM, Banner, and processes.
Create a series of ongoing training sessions for Admission Representatives
keeping them up to speed on new programs and knowledge necessary to
maximize new enrollment.
Offered 4 times a year.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 56
Supporting Action IIIc: Harmonize all Admission Segment Teams
Responsible Party
Develop and deliver opportunities to increase sense of team, share best practices,
improve communications, pool resources, review progress toward goals and adherence
to strategic plan, identify opportunities and review measures. Admission Superior
Services Report. (See Appendix N: Admission Superior Service Report)
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE



Call Center representation at admission team meetings at least once a month.
Encourage cross-segment representation at team admission meetings where
appropriate and available.
Participate in campus meetings with all admission segments represented.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 57
Supporting Action IIId: Weekly Strategy Meetings
Responsible Party
Keep Admission Representatives and Call Center informed with face to face and virtual
meetings, scheduled weekly or monthly, depending on territory.
Lead Corporate
Admission
Representative by
campus, Director of
Admission and
Executive Director
of Admission, with
ad hoc Call Center
attendance


Team building, updates, motivation, communication and sharing of best
practices.
Agenda prepared and distributed, meeting notes published.
Conduct regularly scheduled meetings with corporate recruiting team to discuss
strategy and tactics to maximize corporate for-credit enrollment.
 Sharing of best practices.
 Sales training.
 Progress toward goals.
 Identification of new opportunities.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 58
Supporting Action IIIe: Personnel Management
Responsible Party
One-on-one meetings to enhance Admission Representative accountability. Monitor,
coach, identify growth areas, review goal action items to monitor Admission
Representative performance and focus on development. Monitor, train and evaluate
admission staff day-to-day utilizing:
Director of
Community College
Recruiting; Call
Center Manager,
Lead Manager






N/A
Admission Superior Services Report. (See Appendix N: Admission Superior
Service Report)
Contact center management system.
Lead management activity reports.
Daily reporting log located in Google documents .
Listen to recorded calls as available, each month.
Hold bi-weekly one-on-one meetings with each admission representative.
KPI’s:


Promotion
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 59
Segment: Adult Recruitment (FTIACs, Indirect Transfers, Graduate,
Corporate, Military, International)
Our adult recruiting efforts are focused on three (3) key initiatives (Relationship Building, Increasing the Number of Quality Events,
and Performance Management) and two (2) themes (Partnerships and Academic Differentiation). In fall 2013, we realized a
significant increase in graduate students, but we realized a decline in the total number of adult students compared to fall 2012. There
is concern regarding the outlook in the adult and part-time markets which is evident in the significant decline in adult leads. We
expect to stabilize this trend through detailed, campus-driven, adult strategies formulated in conjunction with the executive directors
of admission, regional directors of admission, campus leaders, and local recruiting teams in partnership with academics, career
services and financial aid. These strategies involve specific targets for businesses aimed at both undergraduate and graduate
audiences and are aligned with program-specific tactics.
Definition of Segment: New students whose high school graduation date is NOT within past two years. Includes adults First
Time in Any College (FTIAC) students. Includes indirect transfer students and graduate students, regardless of high school
graduation date.
General Goal: The general goal of the adult recruiting team is to achieve adult new student enrollment targets, with emphasis on
International, Military and Graduate.
Select Target Market: The select target markets include undergraduate and graduate level adults, including military,
international, corporate, and partnerships. In-seat recruiting focuses on radius around campuses. Online recruiting focuses on the
following audiences and programs: Canadian partnerships, Ningbo, In-Holland, HIM, HIT, HIIM, medical and pharmaceutical
partnerships.
Description of Target Market: Adults ages 25-45, male and female, majority are unmarried, many are first-generation
students, require financial aid and/or loans, many have indirect transfer credits. For additional demographic information, see
Appendix L: People and Business Quick Facts.
Perceptions or Assumptions: Varying levels of reputation based on market. Known for being convenient, flexible, careerfocused. Unemployment levels have stabilized so we don’t foresee any significant shifts in the adult market.
Unique Needs of Target Market: Needs based on audience type:

Adult FTIACs: child care issues; finding time for work, class, homework and family; single parents who only have one income;
assistance with financial aid process
2014-15 Admission Strategic Plan
Page 60





Military: Program alignment to desired outcomes; ease of process; customer service and support
Partnership: Program alignment to desired outcomes; ease of process; customer service
International: Program alignment to desired outcomes; ease of process; affordability; support services
Corporate: Program alignment to desired outcomes; convenience; alignment with institutional strategy; customization of
courses
Graduate: Program alignment to desired outcomes; convenience; alignment to personal and career goals
Challenges: Cost (per Pre-Appointment Survey); decreased/eliminated federal and state funding; lack of full-time availability; brand
awareness outside West Michigan; lead volume; change in discount structure
Opportunities based on audience:




Partnership and Graduates: expansion of programs (MS, HIIM, MM); additional opportunities to move into new markets for
HIM/HIT
International: extended program offerings
Corporate: advanced level of articulation and curriculum customization to meet industry and organizational needs
Military: increase in returning service members, fertile environment due to Student Veterans Association (SVA) and
designation as “military-friendly” (Yellow Ribbon school)
2014-15 Admission Strategic Plan
Page 61
Initiative I: Relationship Building
Supporting Action Ia: Program-Specific Marketing and Recruiting
Responsible Party
Admission Teams work directly with College Deans, Department Chairs and Directors
of Academic Services to Promote and Recruit for New and Existing Programs.
Director of
Admission,
Admission Team,
Academic Affairs
Engage cross-functional teams for each new program and utilize faculty for promotion
of existing programs:
 Utilize specialized admission representatives as required by accreditation, for
subject matter expertise, and to establish outreach initiatives in the corporate
sector.
 Bi-weekly meetings starting in October 2013.
 Identify opportunities and report accomplishments.
 Request and provide information for new program marketing materials, using
differentiators.
 Develop and deliver targeted communication plans for graduate-level recruiting:
 Inside classrooms
 Alumni
 Prospective graduate students
KPI’s:


Promotion
Specific marketing
material as
appropriate for each
new program, calling
campaign, email
blast
Supports Objective: #1, 3, 4, 10
Increase adult leads and applications by 5-10% over fall 2013.
Increase adult new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 62
Supporting Action Ib: Enhance Corporate Initiative with Specialized Admission
Representatives
Cultivate corporate relationships:






Specialized team will take on more responsibilities for generating new corporate
relationships.
Individual development plan by representative.
Admission Leadership/Campus Leader meetings to develop localized
strategies.
Customized trainings, shadowing, and ongoing assessment.
2 customized trainings per year.
Monthly Corporate team conference calls.
KPI’s:



Responsible Party
Executive Director
of Admission,
Corporate
Admission
Representatives
Promotion
Community Leader
Scholarship
materials, Chambers
of Commerce
scholarship
materials, Chamber
and organization
web sites, program
brochures, catalogs
Supports Objective: #1, 3, 4, 10
Increase the number of corporate lead files in the CRM by 5% over fall 2013.
Increase corporate leads and applications by 5-10% over fall 2013.
Increase corporate new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 63
Supporting Action Ic: Increase Graduate Enrollment with Director of Graduate
Program Recruitment
Responsible Party
Promotion
Based out of Davenport University Peter C. Cook Center in Grand Rapids, will establish
and utilize corporate relationships on a regional level with a focus on graduate
programs to maximize graduate-level enrollment through corporate outreach.
Director of
Graduate Program
Recruitment
Community Leader
Scholarship
materials, Chambers
of Commerce
scholarship
materials, Chamber
and organization
web sites, program
brochures, catalogs




Initiate relationship with corporate partners by region.
Develop, maintain, and enhance corporate relationships.
Work closely with Academic Affairs and IPEx to promote graduate-level
enrollment.
University-wide interaction with admission representatives from all campuses.
KPI’s:


Supports Objective: #1, 3, 4, 5, 10
Increase graduate-level leads and applications by 5-10% over fall 2013.
Increase graduate-level new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 64
Supporting Action Id: Recruit and Support International Students
Responsible Party
Leverage cross functional team of enrollment and student affairs to better serve
international students and specifically meet international new student enrollment
targets.
Director of
Admission,
Partnership, Senior
International
Admission
Manager,
International
Admission Team




Promote articulations.
Monthly team meetings discussing promotion, lead generation, and conversion
of international students.
Total of 6 touch points in Canada: On-site recruiting, classroom presentations,
counselor visits, event participation.
Monthly virtual touch points: Phone call, email, video meetings, IM, social
media, text.
KPI’s:


Promotion
To specific
international
audiences as
appropriate
Supports Objective: #1, 3, 4, 10
Increase international leads and applications by 5-10% over fall 2013.
Increase international new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 65
Initiative II: Increasing Activities and Signature Events – See Appendix M
Please visit the following Dmail event calendars: All Admission Events Calendar and the Signature Admission Events Calendar
Supporting Action IIa: Open House Event at Davenport University (Signature
Event)
Event Strategy
 Create incentives for prospects to attend.
 Coordinate break-out sessions, by college.
 Financial Aid and admission presentations.
 Campus tours.
 Collect lead cards and applications.
 Anticipated attendance at each event: 10-30.
Event Dates
 February 10, 2014 W.A. Lettinga Campus
 August 12, 2014 All Davenport University Campuses*
*Excludes Peter C. Cook Center – see graduate open houses for schedule
KPI’s:



Responsible Party
Promotion
Executive
Marketing materials
Directors of
by audience type,
Admission,
email blasts, calling
Director of
campaign, radio
Community College
Recruiting, Director
of Admission for
High School
Recruitment,
Marketing Team,
Lead Management,
Call Center, and
Academics
Supports Objective: #1, 2, 3, 8
Increase the number of campus events by 5-10% over fall 2013.
Increase the leads and applications from these events by 10-15% over fall 2013.
Increase the enrollments from these events by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 66
Supporting Action IIb: Graduate Open Houses (Signature Event)
Responsible Party
Increase awareness, generate leads and applications for graduate-level programs
 Create incentive for prospects to attend.
 Campus tours.
 One on one Academic presentations with prospective students.
 Collect lead cards and applications.
Graduate Open House Dates
 February 5, 2014 at Peter C. Cook Center
 February 13, 2014 at all DU Campuses, excluding Peter C. Cook Center
 April 17, 2014 at Peter C. Cook Center
 June 19, 2014 at Peter C. Cook Center
 August 7, 2014 at Peter C. Cook Center
EMBA/Alumni Open House Dates
 March 20, 2014 at DU Livonia Campus
 April 17, 2014 at Peter C. Cook Center
Academics Affairs,
Director of
Admission,
Admission Team,
Lead Management
and Marketing
KPI’s:
Supports Objective: # 1, 3, 8



Promotion
Email blasts,
posters, and
classroom
announcements
Increase the number of campus graduate level events by 5-10% over fall 2013.
Increase new graduate leads and applications by 5-10% over fall 2013.
Increase new graduate enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 67
Supporting Action IIc: Grow Relationships with Military Organizations and
Constituencies
Promote goodwill with and show support of military and veteran audiences to gain
inclusion that will lead to recruiting opportunities.





Veteran Resume Workshops.
Yellow Ribbon Events.
Greater Grand Rapids Veteran Service Forums.
Battle Creek Air National Guard College Fair.
Veteran’s Day at Davenport University.
KPI’s:



Responsible Party
Director of
Admission for
Partnerships,
Military Admission
Representatives
Promotion
Radio, sponsorship,
military brochures,
networking, signage,
personal invitation,
giveaways
Supports Objective: # 1, 3, 8
Increase involvement in military events by 10% over fall 2013.
Increase military leads and applications by 3-5% over fall 2013.
Increase military new student enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 68
Supporting Action IId: State of Michigan Open House (Signature Event)
Responsible Party
Enhance awareness of Davenport’s offerings to the State of Michigan employees,
including the Department of Treasury and potentially the Department of Community
Health
Academic Affairs,
Director of
Admission,
Admission Teams,
IPEx
Event Strategy:
 Create incentive for prospects to attend.
 Campus tours.
 Have faculty available for one on one discussions with prospective students.
 Inform current and prospective students of on campus resources.
 Collect lead cards and applications.
Date:
 February 4, 2014 at DU Lansing Campus.
Promotion
Email blasts,
posters, and DoT
classroom
announcements

KPI’s:


Supports Objective: # 1, 3
Increase new adult leads and applications by 3-5% over fall 2013.
Increase new adult new student enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 69
Supporting Action IIe: Health Professions Open House (Signature Event)
Responsible Party
Enhance awareness of Davenport’s health programs and increase enrollment in the
health programs, using differentiators.
 Create incentive for prospects to attend.
 Coordinate demonstration of health/nursing labs.
 Campus tours.
 Academic one on one presentations with prospective students.
 Collect lead cards and applications.
Dates:
 Lansing: Thursday, December 12, 2013
 W.A. Lettinga: Thursday, January 16, 2014
 Warren: Thursday, January 23, 2014
 Midland: Thursday, January 30, 2014
Academic Affairs,
Director of
Admission,
Admission Teams,
Marketing and
Lead Management
KPI’s:
Supports Objective: # 1, 3, 8


Promotion
Email blasts, radio,
posters, calling
campaign
Increase new adult leads and applications by 3-5% over fall 2013.
Increase new adult new student enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 70
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2014-15 Admission Strategic Plan
Page 71
Initiative III: Performance Management
Supporting Action IIIa: Implement New Hire Training
Responsible Party
Establish a solid and consistent new admission rep training program.
 Utilize a team based approach for curriculum development for Admission
Representative training.
 Identify and form a project team by January 10, 2014.
 Incorporate all aspects of our recruiting format; adult, FTIAC, and transfer.
 Share resources, subject matter experts and best practices across all admission
segments.
 Training areas include:
 Program
 Sales
 Networking
 Presentation
 Financial aid
 Transcript evaluation
 Lead management
 CRM training
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE
KPI’s:
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10


Promotion
N/A
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 72
Supporting Action IIIb: Ongoing Training Program
Responsible Party
Establish and maintain program and sales training for all Admission Representatives
and Call Center Admission Specialists
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE





Create a training calendar.
Work with OPE to identify subject matter and priorities, track attendance.
Follow and refresher training on CRM, Banner, and processes.
Create a series of ongoing training sessions for Admission Representatives
keeping them up to speed on new programs and knowledge necessary to
maximize new enrollment.
Offered 4 times a year.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 73
Supporting Action IIIc: Harmonize all Admission Segment Teams
Responsible Party
Develop and deliver opportunities to increase sense of team, share best practices,
improve communications, pool resources, review progress toward goals and adherence
to strategic plan, identify opportunities and review measures. Admission Superior
Services Report. (See Appendix N: Admission Superior Service Report)
Directors of
Admission,
Assistant Directors
of Admission,
Executive Director
of Admission Lead Management,
OPE



Call Center representation at admission team meetings at least once a month.
Encourage cross-segment representation at team admission meetings where
appropriate and available.
Participate in campus meetings with all admission segments represented.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 74
Supporting Action IIId: Weekly Strategy Meetings
Responsible Party
Keep Admission Representatives and Call Center informed with face to face and virtual
meetings, scheduled weekly or monthly, depending on territory.
Lead Corporate
Admission
Representative by
campus, Director of
Admission and
Executive Director
of Admission, with
ad hoc Call Center
attendance


Team building, updates, motivation, communication and sharing of best
practices.
Agenda prepared and distributed, meeting notes published.
Conduct regularly scheduled meetings with corporate recruiting team to discuss
strategy and tactics to maximize corporate for-credit enrollment.
 Sharing of best practices.
 Sales training.
 Progress toward goals.
 Identification of new opportunities.
KPI’s:


Promotion
N/A
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 75
Supporting Action IIIe: Personnel Management
Responsible Party
One-on-one meetings to enhance Admission Representative accountability. Monitor,
coach, identify growth areas, review goal action items to monitor Admission
Representative performance and focus on development. Monitor, train and evaluate
admission staff day-to-day utilizing:
Director of
Community College
Recruiting; Call
Center Manager,
Lead Manager






N/A
Admission Superior Services Report. (See Appendix N: Admission Superior
Service Report)
Contact center management system.
Lead management activity reports.
Daily reporting log located in Google documents.
Listen to recorded calls as available, each month.
Hold bi-weekly one-on-one meetings with each admission representative.
KPI’s:


Promotion
Supports Objective: #1, 2, 3, 4, 5, 6, 7, 8,
9, 10
Increase leads and applications by 5-10% over fall 2013.
Increase enrollment by 2-3% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 76
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2014-15 Admission Strategic Plan
Page 77
Robust Recruitment Tactics: Enrollment Operations Center
Supporting Action a: Increase One-on-One Admission Appointments
Responsible Party
Determine fit, qualify student, and sell Davenport and its programs. Present features
and benefits, overcome objections, tour the facility and convert to application.
Call Center,
Admission
Departments, Lead
Management, and
Marketing
Scheduled appointments with Admission Representatives are available Monday –
Thursday from 8 a.m. to 6:30 p.m. and Friday from 8 a.m. to 5 p.m. Admission
Representatives are also available until 7 p.m. on weekdays and on the last Saturday in
the month of August. Representatives will work additional select Saturdays by
appointment.
 Appointments may be in person, phone, or virtual.
 One hour long appointment with follow up appointments as necessary.
 Deliver sales training and tools to improve appointment effectiveness.
 Increase appointment show rate from 65% to 70%.
 Utilize the Admission Superior Service Report and call monitoring to measure
and coach admission representatives. (See Appendix N: Admission Superior
Service Report)
 Utilize the Quality Assurance Report and call monitoring to measure and coach
call center admission specialists.
KPI’s

Promotion
Email, direct mail,
brochures, web
registration, calling
campaigns
Supports Objective: #1, 6, 7, 10
Increase new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 78
Supporting Action b: Increase High School Visits
Responsible Party
Generate interest in DU and increase participation in high school interest sessions and
lunchroom visits (See Appendices for Schedule of Visits)
Call Center,
Director of
Admission for High
School, High
School Admission
Team, Lead
Management, Call
Center Manager,
Communications
Department






Call center admission specialists will call all leads at the particular high school to
collect scholarship information.
Lead management team will send email to all leads at the particular high school
to promote the visit and to encourage them to bring transcripts for unofficial
acceptance.
Lead management team will prepare scholarship early award letter for hand
delivery at the visit.
Informational sessions to be presented by High School Admission
Representative with ad hoc Call Center assistance.
Director of Admission for High School Recruitment provides targeted event list
to Lead Manager for email.
Call Center Manager uses admissions event calendar for phone calls.
KPI’s


Promotion
Calling campaign
Email and Social
media campaign
DU marketing
materials,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3, 8
Increase new student leads and applications by 5-10% over fall 2013.
Increase new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 79
Supporting Action c: Increase Community College Office Hours
Responsible Party
Increase visibility. Promote scheduled and walk-in appointments on-site at community
college during office hours.
Call Center,
Community College
Admission Team,
Lead Management






Call center admission specialists will promote office hours and set admission
appointments during community college office hours and at transfer days.
Lead management team will promote office hours via email and newsletters.
Increase consistent office hours and transfer days at all community colleges.
Community College admission representative will collect lead cards.
All lead cards will be entered into the CRM and enrolled into the Michigan direct
community college communication plan.
See Appendix K: CC Office Hours/Transfer Days
KPI’s


Promotion
Calling campaign
Articulation
agreements
DU marketing
materials,
brochures, etc.
DU swag for
participants (water
bottles, pens, tshirts, etc.)
Supports Objective: #1, 2, 3, 8
Increase new student leads and applications by 5-10% over fall 2013.
Increase new transfer student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 80
Supporting Action d: Increase ACT Outbound Calling Campaign
Responsible Party
Call Michigan students with targeted ACT scores and collect GPA to award early
scholarship. Send early award letters and set admission appointment.
Director of Admission for High School Recruitment, High School Admission
Call Center, Lead
Management,
Director of
Admission for High
School
Recruitment, High
School Admission
Representatives,
Marketing





Marketing purchased ACT mail/email list (38,058).
Call Center purchased phone numbers (12,250).
Call Center provides scholarship certificates to High School Admission
Representative to deliver to students during upcoming high school visit.
Gain additional phone numbers through email campaign.
Send 1300 early award letters.
KPI’s

Promotion
Calling campaign,
email campaigns,
direct mail
Supports Objective: #1, 2, 8
Increase new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 81
Supporting Action e: Increase Adult Outbound Calling Campaigns
Responsible Party
In addition to the calls that are made as part of the normal communication plan, add
targeted outbound calling campaigns for the following audiences. Set admission
appointment and drive the student to complete the online application.
Call Center, Lead
Management,





Promotion
Calling campaign,
email campaigns,
direct mail
Applicants who have not finished the online application.
FAFSA leads who have not otherwise contacted DU.
Online-only students.
Community College students based on upcoming visits.
Students who have sent in their transcripts but have not otherwise contacted
DU.
Requires additional staffing hours for evenings and Saturdays.
KPI’s

Supports Objective: #1, 2, 8, 10
Increase new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 82
Supporting Action f: Increase Session 2 Enrollment
Responsible Party
Promotion
Design and implement aggressive recruiting tactics for Fall 2 and Winter 2 starts.
Executive Director
of Admission –
Lead Management,
Call Center, Lead
Management,
Marketing,
Financial Aid
Calling campaign,
email campaigns,
direct mail, radio, tv,
digital, web site




Texting campaign.
Pre-filled application campaign.
Calling campaign targeted to closed files where the student has informed us
that they will be attending another institution instead of Davenport.
Marketing campaign.
KPI’s


Supports Objective: #1, 2, 8, 10
Increase new student leads and applications by 5-10% over fall 2013.
Increase new student enrollment by 3-5% over fall 2013.
Status and Results:
2014-15 Admission Strategic Plan
Page 83
Supporting Action g: Redesign all Lead Communication Plans, Including a
Breakout Plan for Direct Michigan Community College Transfer Students
Redesign all comm plans to separate and compliment the new audience segments.
Communication pieces are scheduled based on the day of inquiry and include the
following modes:







Emails from Admission Team and Financial Aid.
Live web chat.
Text messages.
Phone Calls.
Newsletters.
Letters from Faculty.
Letters from Alumni.
Responsible Party
Executive Director
of Admission –
Lead Management,
Call Center, Lead
Management,
Marketing Team,
Athletics
Promotion
N/A
All comm plan pieces are designed to drive the prospect to visit and apply.
KPI’s

Supports Objective: #1, 2, 3, 8, 10
Increase new student enrollment by 3-5% over fall 2013
Status and Results:
2014-15 Admission Strategic Plan
Page 84
Supporting Action h: Aggressively Recruit by Transfer Program
Responsible Party
Identify transfer student’s current program at the community college and sell DU’s
corresponding bachelor program.
Executive Director
of Admission –
Lead Management,
Call Center, Lead
Management,
Academic Affairs,
Director of
Articulation



Collect current program via phone call or online survey.
Deliver communications from admission representatives and faculty to promote
the corresponding DU program.
Enroll students into 13 of the top 20 programs (See Appendix G: Top 20
Community College Programs).
KPI’s


Promotion
Calling campaign,
email campaigns,
direct mail
Supports Objective: #1, 2, 3, 8
Increase new student leads and applications by 5-10% over fall 2013
Increase new student enrollment by 3-5% over fall 2013
Status and Results:
2014-15 Admission Strategic Plan
Page 85
Supporting Action i: Integrate Marketing Department and all Admission Team
Segments to Increase Quality Leads
Responsible Party
Promotion
Work cross-functionally to develop and enhance marketing and communication efforts
 Identify opportunities and weaknesses
 Prioritize resources
 Develop strategies and related action plans to support hitting lead generation
and enrollment targets
 Meet monthly
Executive Directors
of Admission,
Director of High
School Recruiting,
Director of
Community College
Recruiting,
Executive Director
of Marketing,
Marketing
Manager, Creative
Director
KPI’s
Supports Objective: #1, 8, 9


N/A
Increase new student leads and applications by 5-10% over fall 2013
Increase new student enrollment by 3-5% over fall 2013
Status and Results:
2014-15 Admission Strategic Plan
Page 86
Supporting Action j: New Online Application and CRM
Responsible Party
Promotion
Design, develop, train staff on, implement, measure and enhance the new online
admission application and the new customer relationship management (CRM) tool.
Executive Directors
of Admission,
Directors of
Admission, Lead
Manager, Project
Manager, Call
Center Manager,
Admission
Representatives,
Call Center
Admission
Specialists, OPE
Email, direct mail,
broadcast media,
digital media, web
site, recruiting,
public relations,
training materials,
web site, knowledge
base


Online application launch – July 1, 2014 (IT Strategic Priority #3).
CRM launch – March 1, 2015 (project timeline March 2013 – March 2015).
KPI’s


Supports Objective: #1, 3, 4, 5, 6, 7, 8, 9,
10
Increase new student leads and applications by 5-10% over fall 2013
Increase new student enrollment by 3-5% over fall 2013
Status and Results:
2014-15 Admission Strategic Plan
Page 87
APPENDICES
2014-15 Admission Strategic Plan
Page 88
APPENDIX A: ACT Score 4-Year Trend
ACT Results by Subject
Subject/Year
Michigan ACT Mean Score on each Subject*
2010
2011
2012
2013
English
18.4
18.3
18.7
18.8
Reading
19.4
19.2
19.5
19.6
Mathematics
19.4
19.5
19.7
19.6
Science
19.7
19.9
19.9
20.1
19.3
19.4
19.6
19.7
Composite
Comparison of National and Michigan ACT Composite Scores**
National Average ACT Composite Score
Michigan ACT Mean Score
2010
2011
2012
2013
21
21.1
21.1
20.9
19.3
19.4
19.6
19.7
* Ackley, M. State of Michigan, Department of Education. (2013). 2013 Retrieved from website http://www.michigan.gov/som/0,4669,7-192-29939-306702--,00.html **APA, inc (2013)
National score trends. Retrieved from http://www.act.org/newsroom/data/2013/trends.html
2014-15 Admission Strategic Plan
Page 89
APPENDIX B: High School Feeder List and Assignments
High School Admission Representative Assigned Territory - Lansing and Battle Creek
Rank
A
A
A
A
A
B
B
B
B
B
A
A
B
B
A
B
B
B
A
B
A
A
B
B
HS Name
Bath High School
Branch County Career Center
Calhoun Area Career Center
Capital Area Career Center
Charlotte Senior High School
Coldwater High School
Columbia Central High School
Concord High School
Dansville High School
Dewitt High School
East Lansing High School
Eaton Rapids Senior High School
Fowler High School
Fowlerville High School
Grand Ledge High School
Grass Lake High School
Hanover-Horton High School
Harper Creek High School
Haslett High School
Hillsdale High School
Holt Senior High School
Jackson Area Career Center
Jackson High School
Laingsburg High School
2014-15 Admission Strategic Plan
HS Admission
Representative
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Rank
B
B
B
A
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
B
HS Name
Lakeview High School
Lansing Catholic Central High School
Leslie High School
Maple Valley Jr/Sr High School
Marshall High School
Mason High School
Napoleon High School
Northwest High School
Okemos High School
Olivet High School
Ovid-Elsie High School
Owosso High School
Pennfield Senior High School
Perry High School
Pewamo-Westphalia Jr. Sr. High School
Springport Public Schools
St. Johns High School
Stockbridge High School
Waverly Senior High School
Western High School
Williamston High School
Western High School
Williamston High School
HS Admission
Representative
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Alyssa Andrews
Page 90
High School Admission Representative Assigned Territory - Grand Rapids, Holland & Kalamazoo
Rank
B
A
B
A
B
B
B
A
A
A
A
A
A
B
B
B
B
B
A
B
A
A
A
A
A
B
A
B
B
A
B
A
A
B
B
HS Name
Allegan High School
Allegan Technical Career Center
Allendale High School
Belding High School
Big Rapids High School
Black River Public School
Byron Center Charter School
Byron Center High School
Caledonia High School
Calvin Christian High School
Careerline Technology Center
Catholic Central High School
Cedar Springs High School
Central Montcalm High School
City Middle/High School (GRPS)
Comstock High School
Comstock Park High School
Coopersville High School
Covenant Christian High School
Delton-Kellogg High School
East Grand Rapids High School
East Kentwood High School
Forest Hills Central High School
Forest Hills Eastern High School
Forest Hills Northern High School
Fremont High School
Fruitport High School
Galesburg-Augusta High School
Gobles High School
Grand Haven High School
Grand Rapids Christian High School
Grand River Preparatory School
Grandville High School
Grant High School
GRAPCEP (Creston High School)
2014-15 Admission Strategic Plan
HS Admission
Representative
Toni Spana
Toni Spana
Stacy Faulkner
Stacy Faulkner
Angeline VandenBout
Stacy Faulkner
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Stacy Faulkner
Melissa Rousseau
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Toni Spana
Angeline VandenBout
Angeline VandenBout
Toni Spana
Melissa Rousseau
Stacy Faulkner
Stacy Faulkner
Melissa Rousseau
Melissa Rousseau
Melissa Rousseau
Angeline VandenBout
Stacy Faulkner
Toni Spana
Toni Spana
Stacy Faulkner
Melissa Rousseau
Melissa Rousseau
Toni Spana
Angeline VandenBout
Melissa Rousseau
Rank
B
B
B
B
B
A
B
B
A
B
B
B
B
B
B
A
B
B
A
A
B
B
B
B
A
B
B
B
B
A
B
A
B
B
A
HS Name
Mecosta-Osceola Tech Center
Mona Shores High School
Montague High School
Montcalm Area Career Center
Montcalm Area Tech Center
Muskegon Area Career Tech Center
Muskegon Cath Cen High School
Newaygo High School
Newaygo Technical Center
North Muskegon High School
Northpointe Christian School
Northview High School
Oakridge High School
Otsego High School
Parchment High School
Paw Paw High School
Plainwell High School
Plymouth Christian HS
Portage Central High School
Portage Northern High School
Portland High School
Ravenna High School
Reed City High School
Reeths-Puffer High School
Rockford High School
Saranac High School
Saugatuck High School
Schoolcraft High School
Shelby High School
South Christian High School
South Haven High School
Sparta Senior High School
Spring Lake High School
Sturgis High School
Thornapple Kellogg High School
HS Admission
Representative
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Angeline VandenBout
Toni Spana
Toni Spana
Toni Spana
Toni Spana
Stacy Faulkner
Toni Spana
Toni Spana
Melissa Rousseau
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Stacy Faulkner
Toni Spana
Angeline VandenBout
Toni Spana
Stacy Faulkner
Angeline VandenBout
Stacy Faulkner
Toni Spana
Melissa Rousseau
Page 91
Rank
A
B
B
A
A
B
A
B
B
B
A
B
A
B
B
B
B
A
B
A
B
High School Admission Representative Assigned Territory - Grand Rapids, Holland & Kalamazoo - CONTINUED
HS Admission
HS Admission
HS Name
Representative
Rank
HS Name
Representative
Greenville High School
Angeline VandenBout
B
Three Rivers High School
Toni Spana
Gull Lake High School
Toni Spana
B
Traverse Bay Area Career Tech Center
Stacy Faulkner
Hackett Catholic Central
Toni Spana
B
Traverse City Central HS
Stacy Faulkner
Hamilton High School
Stacy Faulkner
B
Traverse City West HS
Stacy Faulkner
Hastings High School
Melissa Rousseau
B
Tri-County High school
Angeline VandenBout
Heartlands Institute of Technology
Melissa Rousseau
B
Tri-Unity Christian High School
Melissa Rousseau
Holland Christian High School
Stacy Faulkner
A
Unity Christian High School
Stacy Faulkner
Holland High School
Stacy Faulkner
A
Van Buren Technology Center
Toni Spana
Home School Building
Melissa Rousseau
B
Vicksburg High School
Toni Spana
Hopkins High School
Toni Spana
A
Wayland High School
Toni Spana
Hudsonville High School
Stacy Faulkner
B
Wellspring Preparatory High School
Toni Spana
Ionia High School
Melissa Rousseau
A
West Catholic High School
Melissa Rousseau
Jenison High School
Toni Spana
B
West Michigan Aviation
Stacy Faulkner
Kalamazoo Christian High School
Toni Spana
B
West Michigan Lutheran HS
Melissa Rousseau
Kelloggsville High School
Melissa Rousseau
A
West Ottawa High School
Stacy Faulkner
Kenowa Hills High School
Stacy Faulkner
B
Whitehall High School
Angeline VandenBout
Kent Career Technical Center
Melissa Rousseau
A
Wyoming Rogers High School
Melissa Rousseau
Lakewood High School
Angeline VandenBout
A
Zeeland East High School
Stacy Faulkner
Lawton High School
Toni Spana
B
Zeeland West High School
Stacy Faulkner
Lowell Senior High School
Melissa Rousseau
B
Zion Christian High School
Stacy Faulkner
Mattawan High School
Toni Spana
2014-15 Admission Strategic Plan
Page 92
High School Admission Representative Assigned Territory - Midland, Saginaw, Flint
Rank
A
A
A
B
B
B
A
A
B
B
B
B
B
B
B
A
A
A
A
HS Name
Bay Arenac ISD Career Center
Bay City Central High School
Bay City Western High School
Birch Run High School
Bullock Creek HS
Chesaning Union High School
Clio Area High School
Davison High School
Elizabeth Ann (E.A) Johnson Memorial HS
Fenton Senior High School
Flushing High School
Freeland Middle School/High School
Garber High School
Genesee Area Skill Center
Goodrich High School
Grand Blanc Community High School
H.H. Dow High School
Hemlock High School
Heritage High School
2014-15 Admission Strategic Plan
HS Admission
Representative
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Rank
B
B
A
B
B
B
B
B
A
B
A
B
B
B
A
A
A
B
HS Name
Hill-McCloy High School
Holly High School
International Academy of Flint (K-12)
Kearsley High School
Lake Fenton High School
Linden High School
Mayville High School
Meridian High School
Midland High School
Mount Pleasant Senior High School
Mount Pleasant Tech Center
Nouvel Catholic Central High
Pinconning High School
Powers Catholic High School
Saginaw Career Complex
Swan Valley High School
Swartz Creek High School
Valley Lutheran High School
HS Admission
Representative
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Page 93
High School Admission Representative Assigned Territory - Warren
Rank
B
B
B
A
B
A
A
B
B
A
A
A
A
B
B
B
A
B
B
HS Name
Allen Park High School
Anchor Bay High School
Athens High School
Berkley High School
Brighton High School
Center for Math and Science
Chippewa Valley High School
Clarkston High School
Dakota High School
Delasalle Collegiate High
Eisenhower High School
Ernest W. Seaholm High School
F.V. Pankow Vocational and Tech Center
Fraser High School
Grosse Pointe South High School
Grosse Pointe North School
Hartland High School
Howell High School
Lake Orion Community High School
2014-15 Admission Strategic Plan
HS Admission
Representative
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Rank
B
B
B
B
A
A
A
A
B
B
B
B
A
B
A
B
B
B
HS Name
Lakeview High School
L'Anse Creuse High School
Milford High School
Novi High School
Oakland Schools Tech Campus NE
Oakland Schools Tech Campus NW
Oakland Schools Tech Campus SE
Oakland Schools Tech Campus SW
Regina High School
Rochester Adams High School
Rochester High School
Royal Oak High School
Troy High School
Utica High School
Warren Career and Prep Center
Warren Mott High School
Waterford Kettering High School
Waterford Mott High School
HS Admission
Representative
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Page 94
High School Admission Representative Assigned Territory - Livonia
Rank
B
HS Name
Annapolis High School
HS Admission
Representative
Rhonda Spratling
Rank
B
HS Name
Mercy High School
HS Admission
Representative
Rhonda Spratling
B
B
A
A
B
A
B
B
B
B
B
B
B
A
B
A
B
Breithaupt Vocational and Technical
Center
Cabrini High School
Canton High School
Cass Technical High School
Churchill High School
Clarenceville High School
Crestwood High School
Edsel Ford High School
Farmington High School
Flat Rock Community High School
Franklin High School
Garden City High School
Golightly Technology Center
Harrison High School
Huron High School
John Glenn High School
Lakeland High School
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
A
B
B
B
B
B
A
A
A
B
B
B
B
B
B
A
B
Michael Berry Career Center/Dearborn
Magnet H.S.
North Farmington High School
Northville High School
Oscar A. Carlson High School
Pinckney Community High School
Pioneer High School
Plymouth High School
Randolph Technology Center
Renaissance High School
Roosevelt High School
Saline High School
Skyline High School
South Lyon East High School
Southgate Anderson High School
Stevenson High School
Taylor Career and Tech Center
Trenton High School
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
Rhonda Spratling
A
A
Lee M. Thurston High School
Livonia Career and Tech Center
Rhonda Spratling
Rhonda Spratling
B
A
West Bloomfield High School (Adover
and Lahser are combining to become
West Bloomfield H.S. in Fall 2013)
College visits w/resume at that time
William D. Ford Career and Tech Center
B
B
Marian High School (New Add-on for
territory)
Martin Luther King High School
Rhonda Spratling
Rhonda Spratling
B
B
Woodhaven High School
Ypsilanti Regional Career Tech Center
2014-15 Admission Strategic Plan
Page 95
APPENDIX C: HS & Athletics
High School Admission Team and Athletic Team Pairings
Sport
Lettinga HS
Admission
Representative
Baseball
Basketball, Men's
Basketball, Women's
Bowling, Women's/ Men's
CC, Women's/Men's
Cheer
Dance
Golf, Men's
Golf, Women's
Hockey D1, Men's
Hockey D3, Men's
Hockey, Women's
LAX, Men's
LAX, Women's
Rugby, Men's
Rugby, Women's
Soccer, Men's
Soccer, Women's
Stacy Faulkner
Toni Spana
Melissa Rousseau
Toni Spana
Stacy Faulkner
Angeline VandenBout
Stacy Faulkner
Melissa Rousseau
Melissa Rousseau
Toni Spana
Toni Spana
Toni Spana
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Angeline VandenBout
Angeline VandenBout
Melissa Rousseau
Softball, Women's
Tennis, Men's
Tennis, Women's
Track & Field, Women's/Men's
Volleyball, Women's
Toni Spana
Melissa Rousseau
Melissa Rousseau
Stacy Faulkner
Stacy Faulkner
2014-15 Admission Strategic Plan
Coaching Staff
Kevin Tidey (head coach), Doug Wabeke, Eric Lawrence, Bob Youngs, Ryan McCosky, Drew
Huard, Gary Cook, Chris Oppel
Burt Paddock (head coach), Taylor Langley, Craig Heatherly, Josh VanDuyn, Devin Steiner.
Mike Williams (head coach), Jori Monnich, Jonathan Goei, Karlee Despres.
Christopher Uffman (head coach), Reba Wilke, Mike Stodola
Scott Cook (head coach), Juan Villareal.
Rachel Nemmers (head coach), Katrina Wireman.
Linaya Hass (head coach), Loren Huggett.
Phil Sweeny (head coach), Ed Napieralski.
Melanie Loughin (head coach).
D1: Phil Sweeney (head coach), Joe Messina, Bill McSween.
D3: Chris Green (head coach), Scott Knight, Jeremy Bultema.
Tom Hofman (head coach).
Chris Gervat (head coach), Cedric Soubry, Chris Esquivel.
Rob Harris (head coach), Hannah Brogger.
Kruger Van Biljon (head coach), Thabu Eloff, Doug Powers, Isaac Herrick, James Wood.
Greg Teliczan (head coach), Joseph Marino
Chris Hughes (head coach), Bjorn Hansen, Andrew Goordhouse.
Chris Allen (head coach), Kristen Eible, Tim Bergsma.
Ronda Varnesdeel (head coach), McCall Salmon, Darrick Brown, Kristin Miedema, Cora Miller,
Cirina Jones.
Patrick Grashorn (head coach), Jeff Karasinksi.
Patrick Grashorn (head coach).
Scott Cook (head coach), Darrin Tape, Pam Villareal, Juan Villareal.
Megan Lenhart (head coach), Desirae Hemmes.
Page 96
APPENDIX D: Dual Enrollment
Discounted Dual Enrollment Rate $99/Credit Hour
Rank
HS Name
HS Admission
Representative
Rank
A
A
A
A
B
A
A
A
B
A
B
A
A
A
A
A
Allegan Technical Career Center
Bath High School
Bay Arenac ISD Career Center
Bay City Central High School
Bay City John Glenn
Bay City Western High School
Belding High School
Berkley High School
Birch Run High School
Branch County Career Center
Bullock Creek High School
Byron Center High School
Caledonia High School
Calhoun Area Career Center
Calvin Christian High School
Canton High School
Toni Spana
Alyssa Andrews
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Stacy Faulkner
Nick Travers
Jocelyn Hall
Alyssa Andrews
Jocelyn Hall
Angeline VandenBout
Angeline VandenBout
Alyssa Andrews
Melissa Rousseau
Rhonda Spratling
A
A
A
B
A
A
A
A
A
A
B
A
A
A
A
B
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
Capital Area Career Center
Careerline Technology Center
Cass Technical High School
Catholic Central High School
Cedar Springs High School
Center for Math and Science
Charlotte Senior High School
Chippewa Valley High School
Clarenceville High School
Clio Area High School
Covenant Christian High School
Crockett Technology Center
Davison High School
Delasalle Collegiate High
East Grand Rapids High School
Alyssa Andrews
Stacy Faulkner
Rhonda Spratling
Melissa Rousseau
Angeline VandenBout
Nick Travers
Alyssa Andrews
Nick Travers
Rhonda Spratling
Jocelyn Hall
Toni Spana
A
A
A
A
A
A
B
A
A
A
A
A
A
A
A
2014-15 Admission Strategic Plan
Jocelyn Hall
Nick Travers
Stacy Faulkner
HS Name
Hemlock High School
Heritage High School
Holland Christian High School
Holland High School
Holt Senior High School
Hudsonville High School
International Academy of Flint (K-12)
Jackson Area Career Center
Jenison High School
John Glenn High School
Kenowa Hills
Lakewood High School
Lee M. Thurston High School
Lowell Senior High School
Maple Valley Jr/Sr High School
Meridian High School
Michael Berry Career Center/Dearborn Magnet
H.S.
Midland High School
Mount Pleasant Tech Center
Mout Pleasant Senior High School
Muskegon Area Career Tech Center
Newaygo Technical Center
Nouvel Catholic Central High School
Oakland Schools Tech Campus NE
Oakland Schools Tech Campus NW
Oakland Schools Tech Campus SE
Oakland Schools Tech Campus SW
Paw Paw High School
Plymouth High School
Portage Central High School
Portage Northern High School
HS Admission
Representative
Jocelyn Hall
Jocelyn Hall
Stacy Faulkner
Stacy Faulkner
Alyssa Andrews
Stacy Faulkner
Jocelyn Hall
Alyssa Andrews
Toni Spana
Rhonda Spratling
Stacy Faulkner
Angeline VandenBout
Rhonda Spratling
Melissa Rousseau
Alyssa Andrews
Jocelyn Hall
Rhonda Spratling
Jocelyn Hall
Jocelyn Hall
Jocelyn Hall
Angeline VandenBout
Angeline VandenBout
Jocelyn Hall
Nick Travers
Nick Travers
Nick Travers
Nick Travers
Toni Spana
Rhonda Spratling
Toni Spana
Toni Spana
Page 97
Discounted Dual Enrollment Rate $99/Credit Hour - CONTINUED
Ran
k
A
A
A
A
A
A
A
A
A
B
B
A
B
A
A
A
A
A
A
A
A
A
A
A
A
HS Name
East Kentwood High School
East Lansing High School
Eaton Rapids Senior High School
Eisenhower High School
Ernest W. Seaholm High School
F.V. Pankow Vocational and Tech Center
Forest Hills Central High School
Forest Hills Eastern High School
Forest Hills Northern High School
Frankenmuth High School
Freeland High School
Fruitport High School
Garber High School
Grand Blanc Community High School
Grand Haven High School
Grand Ledge High School
Grand River Preparatory School
Grandville High School
Greenville High School
H.H. Dow High School
Hamilton High School
Harrison High School
Hartland High School
Haslett High School
Hastings High School
2014-15 Admission Strategic Plan
HS Admission
Representative
Stacy Faulkner
Alyssa Andrews
Alyssa Andrews
Nick Travers
Nick Travers
Nick Travers
Melissa Rousseau
Melissa Rousseau
Melissa Rousseau
Jocelyn Hall
Jocelyn Hall
Stacy Faulkner
Jocelyn Hall
Jocelyn Hall
Stacy Faulkner
Alyssa Andrews
Melissa Rousseau
Toni Spana
Angeline VandenBout
Jocelyn Hall
Stacy Faulkner
Rhonda Spratling
Nick Travers
Alyssa Andrews
Melissa Rousseau
Ran
k
A
A
A
B
A
A
A
A
A
A
A
B
A
A
B
A
A
A
A
A
A
A
A
B
HS Name
Randolph Technology Center
Renaissance High School
Rockford High School
Saginaw Arts & Sciences
Saginaw Career Complex
South Christian High School
Sparta Senior High School
Swan Valley High School
Swartz Creek High School
Taylor Career and Tech Center
Thornapple Kellogg High School
Tri-County High School
Troy High School
Unity Christian High School
Valley Lutheran High School
Van Buren Technology Center
Warren Career and Prep Center
Wayland High School
West Catholic High School
West Ottawa High School
William D. Ford Career and Tech Center
Wyoming Rogers High School
Zeeland East High School
Zeeland West High School
HS Admission
Representative
Rhonda Spratling
Rhonda Spratling
Angeline VandenBout
Jocelyn Hall
Jocelyn Hall
Toni Spana
Angeline VandenBout
Jocelyn Hall
Jocelyn Hall
Rhonda Spratling
Melissa Rousseau
Angeline VandenBout
Nick Travers
Stacy Faulkner
Jocelyn Hall
Toni Spana
Nick Travers
Toni Spana
Melissa Rousseau
Stacy Faulkner
Rhonda Spratling
Melissa Rousseau
Stacy Faulkner
Stacy Faulkner
Page 98
APPENDIX E: HS MACRAO
MACRAO Schedule
Rep
Location
Date
Time
Toni Spana
Lake Michigan College
9/16/2013
630pm-800pm
Alyssa Andrews
Branch Area Career Center
9/17/2013
600pm-730pm
Alyssa Andrews
Lakeview HS
9/18/2013
630pm-800pm
Angeline VandenBout
Muskegon CC
9/23/2013
600pm-730pm
Nick Travers
Brighton HS
9/24/2013
630pm-800pm
Katherine Baxter
NCMC
9/25/2013
630pm-800pm
Toni Spana
Southwestern Michigan College
9/25/2013
630pm-800pm
Stacy Faulkner
Hope College
9/26/2013
630pm-800pm
Nick Travers
Wayne CC-Western Campus
9/26/2013
630pm-800pm
Alyssa Andrews
Lansing CC - West Campus
9/30/2013
430pm-830pm
Jocelyn Hall
Sandusky HS
9/30/2013
630pm-800pm
Jocelyn Hall
Lapeer East
10/1/2013
600pm-730pm
Jocelyn Hall
CMU -Events Center
10/2/2013
630pm-800pm
Rhonda Spratling
Schoolcraft College -VisTaTech Center
10/2/2013
600pm-800pm
Jocelyn Hall
Northwood Univ.
10/3/2013
360pm-800pm
Melissa Rousseau
Ionia County College Fair
10/4/2013
900am - 1200pm
Alyssa Andrews
Hillsdale College
10/7/2013
630pm-800pm
Toni Spana
KVCC
10/7/2013
630pm-800pm
Nick Travers
Troy Athens HS
10/7/2013
630pm-800pm
Angeline VandenBout
West Shore CC
10/7/2013
630pm-800pm
Toni Spana
Glen Oaks CC
10/8/2013
630pm-800pm
Nick Travers
Howell HS
10/8/2013
630pm-800pm
Angeline VandenBout
Montcalm CC
10/8/2013
900am-1030am
2014-15 Admission Strategic Plan
Page 99
Stacy Faulkner
NMC
10/8/2013
630pm-800pm
Rhonda Spratling
Wayne CC-Downriver Campus
10/8/2013
630pm-800pm
Toni Spana
Allegan HS
10/9/2013
630pm-800pm
Rhonda Spratling
Southfield Regional Academic Campus High School
10/9/2013
600pm-800pm
Nick Travers
UM-Dearborn Fieldhouse
10/9/2013
900am-1200pm
Stacy Faulkner
10/10/2013
630pm-800pm
Angeline VandenBout
Cadillac HS
Newaygo County College and Career Night Out @
Fremont HS
10/10/2013
630pm-800pm
Nick Travers
Wayne State-Athletic Complex
10/10/2013
845am - 100pm
Nick Travers
Wayne State-Athletic Complex
10/11/2013
845am - 100pm
Rhonda Spratling
Bloomfield Hills HS
10/14/2013
630pm-800pm
Rhonda Spratling
Notre Dame Prep
10/15/2013
900am-1100am
Melissa Rousseau
Hastings HS
10/16/2013
630pm-800pm
Rhonda Spratling
Lakeland HS
10/16/2013
630pm-800pm
Alyssa Andrews
Adrian College
10/17/2013
600pm-730pm
Rhonda Spratling
Southfield High School
10/17/2013
745am-1030am
Rhonda Spratling
Oscar A Carlson High School
10/21/2013
630pm-800pm
Jocelyn Hall
Saginaw Valley State University
10/21/2013
630pm-800pm
Alyssa Andrews
Jackson Community College
10/22/2013
630pm-800pm
Nick Travers
Rochester High School
10/22/2013
630pm-800pm
Rhonda Spratling
St. Clair County Community College
10/22/2013
630pm-800pm
Jocelyn Hall
Bay-Arenac ISD Career Center
10/23/2013
430pm-645pm
Alyssa Andrews
Clinton County RESA
10/23/2013
630pm-800pm
Nick Travers
Cousino High School
10/23/2013
600pm-730pm
Melissa Rousseau
Aquinas College
10/24/2013
630pm-800pm
Jocelyn Hall
Mott Community College
10/24/2013
9:00 AM - 11:00 AM & 6:00 PM - 7:30 PM
Rhonda Spratling
Trenton High School
10/24/2013
600pm-730pm
Jocelyn Hall
Baker College of Owosso
10/25/2013
930am-1030am
2014-15 Admission Strategic Plan
Page 100
Jocelyn Hall
Bad Axe High School
10/28/2013
Nick Travers
Oakland Schools Technical Campus Northwest
10/28/2013
630pm-800pm
8:00 AM - 9:25 AM & 11:30 AM - 12:55
PM
Nick Travers
Monroe County Community College
10/29/2013
600pm-730pm
Jocelyn Hall
Tuscola Technology Center
10/30/2013
630pm-800pm
Alyssa Andrews
Kellogg CC
11/4/2013
630pm-800pm
Rhonda Spratling
Marian HS
2/25/2014
630pm-800pm
Jocelyn Hall
Concordia University
3/12/2014
600pm-900pm
Rhonda Spratling
Romeo HS
3/12/2014
630pm-800pm
Nick Travers
Lake Orion HS
3/17/2014
6:00pm-7:30pm
Stacy Faulkner
Gaylord HS
3/19/2014
630pm-800pm
Stacy Faulkner
Charlevoix HS
3/20/2014
630pm-800pm
Nick Travers
Anchor Bay HS
3/27/2014
630pm-800pm
Rhonda Spratling
Metro Detroit NACAC Fair
3/31/2014
6:00pm-8:00pm
Nick Travers
Metro Detroit NACAC Fair
4/1/2014
8:30am - 12:00pm
Angeline VandenBout
Mecosta Osceola ISD
4/3/2014
8:30am - 2:30pm
Nick Travers
Chippewa Valley HS
4/15/2014
630pm-800pm
Nick Travers
Utica Community Schools/Henry Ford II HS
4/16/2014
630pm-800pm
Toni Spana
Kalamazoo Central HS
4/17/2014
6:00pm-8:00pm
Nick Travers
Frederick Pankow Center/L'Anse Cruese
4/23/2014
630pm-800pm
Rhonda Spratling
Saline HS
4/23/2014
630pm-800pm
2014-15 Admission Strategic Plan
Page 101
APPENDIX F: Panther Preview
2013-14 Panther Preview Schedule
Date
10 am -2
pm
10/11/13
Sneden 2&3
Stacy Faulkner
10/19/13
10/25/13
11/01/13
11/09/13
Sneden 2&3
Sneden 3
Sneden 3
Sneden 3
11/15/13
12/07/13
Student
Ambassador
Student Athlete
College of
Business
Nicholas Travers
Courtenay Tafel
Courtenay Tafel
Amanda Remo
Toni Spana
Melissa Rousseau
Toni Spana
Angeline VandenBout
Jocelyn Hall
Rhonda Spratling
Alyssa Andrews
Alyssa Andrews
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Alyssa Andrews
Stacy Faulkner
Jocelyn Hall
Nicholas Travers
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
Courtenay Tafel
12/13/13
01/10/14
01/24/14
02/07/14
02/15/14
02/21/14
03/07/14
03/15/14
03/21/14
04/04/14
Sneden 3
Sneden 3
Sneden Rm
#208
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Melissa Rousseau
Stacy Faulkner
Toni Spana
Angeline VandenBout
Melissa Rousseau
Melissa Rousseau
Stacy Faulkner
Toni Spana
Toni Spana
Angeline VandenBout
Angeline VandenBout
Rhonda Spratling
Jocelyn Hall
Nicholas Travers
Rhonda Spratling
Rhonda Spratling
Jocelyn Hall
Nicholas Travers
Alyssa Andrews
Rhonda Spratling
Courtenay Tafel
Courtenay Tafel
04/18/14
04/19/14
05/16/14
06/20/14
07/11/14
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Sneden 3
Melissa Rousseau
Angeline VandenBout
Angeline VandenBout
Stacy Faulkner
Toni Spana
Jocelyn Hall
Alyssa Andrews
Nicholas Travers
Jocelyn Hall
Alyssa Andrews
Room
Assigned HS
Representative
2014-15 Admission Strategic Plan
Assigned HS
Representative
College of Health
College of
Technology
Nancy Hansen
Dan Willajan
Grant Lee
Judy Knapp
Jim Turner
Jackie Willis
Susan
Offenbecker
Amanda Metzler
Will Limp
Suzanne Garman
Tim Bergsma, Jack
Cichy, Grant Lee
Jim Gort
Jackie Willis
Linda Spang
Bob Clarkson
Tony McCutchen
Vanessa Munn
Tony McCutchen
Bob Clarkson
Tom Price
Brenda Lauer
Tom Price
Dan Willajan
Lizzie Overbeek
Suzanne Garman
Mark Griffin
Barbara Craft
Lizzie Overbeek
Mark Griffin
Mike Carey
Margaret
Mwenda/Linda
Crosby
Lizzie Overbeek
Suzanne Garman
Suzanne Garman
Page 102
APPENDIX G: Top 20 Community College Programs
Top 20 Programs with the Largest Enrollment in Michigan
Program Name
Liberal Arts and Sciences/Liberal Studies
General Studies
Business Administration and Management
Nursing-Registered Nurse Training (RN, A
Criminal Justice/Police Science
Licensed Practical/Vocational Nurse Train
Accounting Technology/Technician and Book
Automobile/Automotive Mechanics
Technology
Business/Commerce, General
Culinary Arts/Chef Training
Elementary Education and Teaching
Pre-Nursing Studies (new)
Computer Programming/Programmer,
General
Corrections
Criminal Justice/Law Enforcement
Administrator
Health Professions and Related Clincal Sc
Child Care and Support Services
Management
Medical/Clincal Assitant
Engineering, General
Emergency Medical Technology/Technician
Non
Re
Aln
335
602
361
355
37
37
55
Latin
1,74
8
626
589
634
314
161
162
54
55
29
36
12
Am. Ind./
Alaskan
Natl
Asn
Amer
i
Afr.
America
n
Pa
c
Isln
Non-
Two
Hispc
Grand
Unkn
Men
Wome
n
Total
530
194
186
144
83
48
53
874
377
299
373
59
103
136
18,155
2,962
4,870
3,255
1,571
908
730
49
29
24
27
7
12
6
29,945
13,949
10,914
12,939
5,246
3,602
3,394
840
314
263
242
130
75
48
7,611
2,185
1,694
1,173
690
332
386
23,141
9,655
9,987
3,058
5,228
717
1,748
36,946
11,583
9,213
16,084
2,909
4,561
3,222
60,087
21,238
19,200
19,142
8,137
5,278
4,970
141
118
133
102
132
40
23
31
21
43
80
61
55
35
24
897
741
1,282
601
243
3
0
3
3
2
2,441
2,649
1,911
2,535
2,687
48
34
45
48
57
448
414
422
384
181
3,884
2,062
2,079
860
454
268
2,033
1,832
2,905
2,927
4,152
4,095
3,911
3,765
3,381
88
3
87
122
17
21
96
12
812
1,115
0
0
1,684
958
42
29
422
305
2,504
911
744
1,654
3,248
2,565
27
19
114
98
23
9
18
62
633
522
3
6
1,379
1,508
23
100
289
151
1,448
528
1,061
1,947
2,509
2,475
80
15
31
607
1
1,448
33
69
20
44
463
1
1,510
25
79
15
73
361
6
1,405
19
56
24
30
259
3
1,508
26
5,56
2,84
18
2,44
103,61
Total
2,300
5
1,540
2
40,987
5
1
2
*Demographic Enrollment Profile (Data Book) 2011-2012, Workforce Development Agency, State of Michigan, March 2013
131
147
287
211
171
235
2,047
1,317
17,86
3
72,034
2,205
2,107
286
814
105,30
1
2,376
2,342
2,333
2,131
177,33
5
2014-15 Admission Strategic Plan
30
63
88
14
Page 103
APPENDIX H: Representative Assignment Summary CC
Community College Representative Assignment
Community College Admission Representative
1.)Terry Rostic
2.) TBD (Transition from Adult team)
3.) Jeanette Julian
4.) Jeneyel Harris - Outlier
5.) Jon Jakubowski (Transition from Adult team)
6.) Jennifer Salloum
7.) TBD - Hire new representative
8.) TBD - Warren - Hire new representative
9.) TBD - Hire new rep (will maintain office at Delta full-time)
2014-15 Admission Strategic Plan
Assigned CC's
*Grand Rapids CC
Montcalm CC
Muskegon CC
Grand Rapids CC – Lakeshore
Glen Oaks CC
*Kellogg CC
Lake Michigan CC
Southwestern Michigan College
Jackson CC
*Kalamazoo Valley CC
*Mott CC
Mid Michigan CC
*Lansing CC
*Oakland CC - Orchard Ridge
*Oakland CC - Highland Lakes
*Schoolcraft CC
*Henry Ford
Wayne CCC – Belleville
Wayne CCC – Taylor
Washtenaw
Oakland CC - Auburn Hills
*Oakland CC – Southfield
*Oakland CC - Royal Oak
*Wayne CCC – Downtown
Wayne CCC – Eastern
Wayne CCC – Northwest
*Macomb
St. Clair County CC
Monroe CC
*Delta College
Associated Campus
Grand Rapids
Grand Rapids
Grand Rapids
Holland
Kalamazoo
Battle Creek
Kalamazoo
Kalamazoo
Lansing
Kalamazoo
Flint
Midland
Lansing
Livonia
Warren/Livonia
Livonia
Livonia
Warren/Livonia
Warren/Livonia
Livonia
Warren/Livonia
Warren
Warren
Warren/Livonia
Warren/Livonia
Warren/Livonia
Warren
Warren
Warren
Saginaw/Midland
Page 104
10.) Katherine Baxter - (Transition from Adult Team) Outlier
North Central CC
*Northwestern Michigan College
Traverse City
Traverse City
Community College Representative Assignment - Continued
Unassigned CC's - visit annually to update plans
Westshore CC
Kirtland CC
Gogebic CC
Bay College
Alpena CC
Bay Mills CC
Traverse City
Midland/Online
Online
Online
Online
Online
*Denotes major CC for associated Davenport campus
2014-15 Admission Strategic Plan
Page 105
APPENDIX I: Community College Luncheon and Breakfast Schedule
Community College Appreciation Breakfast/Luncheon Schedule
Community College
Date
Kellogg Community College
Kalamazoo Valley Community College
Mott Community College
Delta College
Northwestern Michigan Community College
Schoolcraft College
Lansing Community College
Henry Ford Community College
GR Community College – small scale
GR Community College – full luncheon
Mid-Michigan Community College
October 3, 2013
September 20, 2013
June 12, 2014
June 19, 2014
November 24, 2013
March 4, 2014
February 27, 2014
April 10, 2014
September 18, 2013
April 17, 2014
March 20, 2014
2014-15 Admission Strategic Plan
Page 106
APPENDIX J: Key Connections
Community College Connections
·
Annette Black, Provost, District Student Services Division – Wayne CCC
·
Kojo Quartey, President – Monroe CC
·
Lynnae Selberg, Assistant Professor/Program Director – Grand Rapids CC
·
Jason Schuller – Grand Rapids CC
·
John Selmon, VP of Student Services – Muskegon CC
·
Laurie Katuah-Snyder, Associate Dean of Advising and Partnerships – Schoolcraft
·
Dave Flemming, VP of Instruction – Southwestern Michigan College
·
Cathryn Claerhout, Director of Admissions – Northwestern Michigan College
·
Emily Clement, Manager of Strategic Partnerships – Delta College
·
Leslie Porter, Admissions Representative – Henry Ford CC
·
Jessica Gordon, Advising – Lansing Community College
·
Alandis Baker, Advising – Lansing Community College
·
Marvin Harris, IT Instructor – Lansing Community College
2014-15 Admission Strategic Plan
Page 107
APPENDIX K: CC Office Hours/Transfer Days
Office Hours/Transfer Days
Community College
Activity
Date
Academics/Staff
Support
th
Purpose
Target evening students and
students that may work
until 5:00pm
GRCC
Mondays (Main Building 4 floor)
from 3:00pm-6:30pm
Weekly
N/A
GRCC
Office hours Tuesdays (Counseling
Center) from 9:00-4:00pm
Weekly
N/A
Target day students
GRCC
Every other Friday from 9:00-4:00pm
nd
on the 2 floor of the student building
Bi-Weekly
N/A
Target day students
GRCC Lakeshore campus
Office hours
Monthly
N/A
Target students for Holland
Campus
Delta
20 hours/week in the Transfer Center
Weekly
Mid-Michigan
transfer table
Bi-Weekly
Amanda
Irwin/Casey
Williams/Jodi Heil
N/A
Lansing CC
transfer table
Weekly
N/A
Discuss articulation plans
Schoolcraft
Oakland CC - Orchard Ridge/
Southfield
Wayne County CC - Taylor/Downtown
transfer table
Weekly
N/A
Discuss articulation plans
transfer table
Weekly
N/A
Discuss articulation plans
transfer table
Weekly
N/A
Discuss articulation plans
Discuss articulation plans
Discuss articulation plans
Henry Ford CC
transfer table
Weekly
N/A
Discuss articulation plans
Kalamazoo Valley CC
transfer table
Weekly
N/A
Discuss articulation plans
Lake Michigan College
transfer table
Monthly
N/A
Discuss articulation plans
Southwestern Michigan College
transfer table
Monthly
N/A
Discuss articulation plans
Kellogg CC
transfer table
Bi-Weekly
N/A
Discuss articulation plans
Macomb CC
transfer table
Weekly
N/A
Discuss articulation plans
Monroe CC
transfer table
Monthly
N/A
Discuss articulation plans
Mott CC
transfer table
Weekly
N/A
Discuss articulation plans
Washtenaw CC
transfer table
N/A
Discuss articulation plans
Jackson CC
transfer table
N/A
Discuss articulation plans
Glen Oaks CC
transfer table
Monthly
One time per
semester
One time per
semester
N/A
Discuss articulation plans
2014-15 Admission Strategic Plan
Page 108
APPENDIX L: People and Business Quick Facts
People QuickFacts
Population, 2012 estimate
Population, percent change, April 1, 2010 to July 1, 2012
Michigan
USA
9,883,360
Z
313,914,040
1.7%
Female persons, percent, 2012
50.9%
50.8%
White alone, percent, 2012 (a)
80.1%
77.9%
Black or African American alone, percent, 2012 (a)
14.3%
13.1%
American Indian and Alaska Native alone, percent, 2012 (a)
0.7%
1.2%
Asian alone, percent, 2012 (a)
2.6%
5.1%
Z
0.2%
2.2%
4.6%
2.4%
16.9%
76.2%
63.0%
Foreign born persons, percent, 2007-2011
6.0%
12.8%
Language other than English spoken at home, percentage 5+
9.0%
20.3%
High school graduate or higher, percent of persons age 25+,
88.4%
85.4%
Bachelor's degree or higher, percent of persons age 25+, 2007-2011
25.3%
28.2%
711,613
$48,669
22,215,303
$52,762
15.7%
14.3%
Native Hawaiian and Other Pacific Islander alone, percent, 2012 (a)
Two or More Races, percent, 2012
Hispanic or Latino, percent, 2012 (b)
White alone, not Hispanic or Latino, percent, 2012
Veterans, 2007-2011
Median household income, 2007-2011
Persons below poverty level, percent, 2007-2011
Business QuickFacts
Michigan
USA
1
217,344
3,379,0351
7,354,043
113,425,965
2.8%1
1.3%
Nonemployer establishments, 2011
687,228
22,491,080
Total number of firms, 2007
Black-owned firms, percent, 2007
816,972
8.9%
27,092,908
7.1%
Private nonfarm establishments, 2011
Private nonfarm employment, 2011
Private nonfarm employment, percent change, 2010-2011
2014-15 Admission Strategic Plan
Page 109
Hispanic-owned firms, percent, 2007
1.3%
8.3%
Women-owned firms, percent, 2007
30.4%
28.8%
http://quickfacts.census.gov/qfd/states/26000.html
2014-15 Admission Strategic Plan
Page 110
APPENDIX M: Admission Signature Events Calendar
Start
09/18/2013 07:00
09/28/2013 15:30
09/30/2013 08:30
10/01/2013 09:00
10/03/2013 07:00
10/11/2013 10:00
10/12/2013 08:30
10/15/2013 09:30
10/16/2013 07:30
10/16/2013 09:30
10/17/2013 09:00
10/18/2013 09:00
10/19/2013 10:00
10/21/2013 09:00
10/22/2013 10:00
10/24/2013 07:30
10/25/2013 09:00
10/25/2013 10:00
11/01/2013 09:00
11/01/2013 10:00
11/06/2013 07:30
11/09/2013 10:00
11/12/2013 09:00
11/15/2013 10:00
11/18/2013 17:30
11/23/2013 09:00
12/05/2013 10:00
12/05/2013 11:00
End
09/18/2013 09:00
09/28/2013 17:00
09/30/2013 17:00
10/01/2013 13:00
10/03/2013 09:00
10/11/2013 13:00
10/12/2013 14:30
10/15/2013 16:00
10/16/2013 09:00
10/16/2013 16:00
10/17/2013 14:00
10/18/2013 13:00
10/19/2013 13:00
10/21/2013 15:00
10/22/2013 15:00
10/24/2013 09:00
10/25/2013 13:00
10/25/2013 13:00
11/01/2013 13:00
11/01/2013 13:00
11/06/2013 13:30
11/09/2013 13:00
11/12/2013 11:00
11/15/2013 13:00
11/18/2013 20:30
11/23/2013 13:00
12/05/2013 11:30
12/05/2013 14:00
2014-15 Admission Strategic Plan
Title
Appreciation Breakfast (CC)
Soccer Camp presentation (HS)
ROCKFORD HS ACT PREP CLASS (HS)
"Making Connections" Technology Event (HS)
Appreciation Breakfast (CC)
Panther Preview (HS)
Michigan Council Women in Technology (HS)
Muskegon CC Daven-pour Event (CC)
High School Influencers Breakfast (HS)
Grand Rapids Community College DAVEN-POUR EVENT (CC)
Mott Community College DAVENPOUR (CC)
"Making Connections" (HS)
Panther Preview (HS)
Davenpour Delta College (CC)
Lansing CC-Davenpour Event (CC)
High School Influencers Breakfast (HS)
"Making Connections" Technology Event (HS)
Panther Preview (HS)
"Making Connections" Technology Event (HS)
Panther Preview (HS)
Health Professions Event (HS)
Panther Preview (HS)
Ottawa Area ISD Freaky Sneakers (HS)
Panther Preview (HS)
Caledonia High School Financial Aid Night (HS)
Early Acceptance Event (HS)
ATA Interest/On-site Visit (HS)
Health Professions Event (HS)
Duration
02:00
01:30
08:30
04:00
02:00
03:00
06:00
06:30
01:30
06:30
05:00
04:00
03:00
06:00
05:00
01:30
04:00
03:00
04:00
03:00
06:00
03:00
02:00
03:00
03:00
04:00
01:30
03:00
Description
Grand Rapids Community College
Kellogg Community College
Mott Community College
Lansing Community College
Page 111
12/06/2013 09:00
12/07/2013 10:00
12/12/2013 16:00
12/13/2013 07:30
12/13/2013 08:00
12/13/2013 08:00
12/13/2013 10:00
01/10/2014 08:00
01/10/2014 10:00
01/11/2014 08:00
01/13/2014 18:30
01/14/2014 09:00
01/16/2014 16:00
01/17/2014 08:00
01/23/2014 16:00
01/24/2014 10:00
01/29/2014 07:30
01/30/2014 16:00
01/31/2014 08:00
02/01/2014 09:00
02/04/2014 17:00
02/05/2014 17:00
02/07/2014 10:00
02/10/2014 16:00
02/12/2014 18:30
02/13/2014 17:00
02/15/2014 09:00
02/15/2014 10:00
02/21/2014 10:00
02/22/2014 09:00
12/06/2013 13:00
12/07/2013 13:00
12/12/2013 19:00
12/13/2013 10:00
12/13/2013 14:00
12/13/2013 14:00
12/13/2013 13:00
01/10/2014 15:00
01/10/2014 13:00
01/11/2014 16:00
01/13/2014 20:00
01/14/2014 14:00
01/16/2014 19:00
01/17/2014 14:00
01/23/2014 19:00
01/24/2014 13:00
01/29/2014 09:00
01/30/2014 19:00
01/31/2014 14:00
02/01/2014 15:00
02/04/2014 19:00
02/05/2014 19:00
02/07/2014 13:00
02/10/2014 19:00
02/12/2014 20:30
02/13/2014 19:00
02/15/2014 15:00
02/15/2014 13:00
02/21/2014 13:00
02/22/2014 15:00
2014-15 Admission Strategic Plan
"Fish Tank" Business Event (HS)
Panther Preview (HS)
Health Professions Open House (All Audiences)
Jr. Achievement Titan Challenge (HS)
"Making Connections" Technology Event (HS)
College of Health event- Tour and Case simulation (HS)
Panther Preview (HS)
Region #2 HOSA (HS)
Panther Preview (HS)
Region #1 BPA Regional (HS)
Financial Aid Night at TKHS (HS)
Region #3 BPA Regional (HS & CC)
Health Professions Open House (Adult)
Region #3 BPA Regional (HS)
Health Professions Open House (All Audiences)
Panther Preview (HS)
High School Influencers Breakfast (HS)
Health Professions Open House (All Audiences)
College of Technology Gaming Event (HS)
ACT Prep (HS)
State of Michigan Open House (Adult)
Graduate Open House (Adult)
Panther Preview (HS)
DU Open House (All Audiences)
Financial Aid night at TKHS (HS)
Graduate Open House (Adult)
ACT Prep
Panther Preview (HS)
Panther Preview (HS)
ACT Prep
04:00
03:00
03:00
02:30
06:00
06:00
03:00
07:00
03:00
08:00
01:30
05:00
03:00
06:00
03:00
03:00
01:30
03:00
06:00
06:00
02:00
02:00
03:00
03:00
02:00
02:00
06:00
03:00
03:00
06:00
Page 112
02/25/2014 08:00
02/27/2014 07:00
03/04/2014 07:00
03/07/2014 10:00
03/15/2014 10:00
03/20/2014 07:00
03/20/2014 17:00
03/21/2014 00:00
03/21/2014 08:00
03/21/2014 10:00
03/25/2014 00:00
04/04/2014 10:00
04/10/2014 07:00
04/11/2014 00:00
04/17/2014 09:00
04/17/2014 11:30
04/17/2014 17:00
04/17/2014 17:00
04/18/2014 10:00
04/19/2014 10:00
04/24/2014 00:00
05/10/2014 09:00
05/16/2014 10:00
06/12/2014 07:00
06/19/2014 07:00
06/19/2014 17:00
06/20/2014 10:00
07/11/2014 10:00
08/07/2014 17:00
08/12/2014 16:00
02/25/2014 13:00
02/27/2014 09:00
03/04/2014 09:00
03/07/2014 13:00
03/15/2014 13:00
03/20/2014 09:00
03/20/2014 19:00
03/22/2014 00:00
03/21/2014 13:00
03/21/2014 13:00
03/26/2014 00:00
04/04/2014 13:00
04/10/2014 09:00
04/12/2014 00:00
04/17/2014 13:00
04/17/2014 13:30
04/17/2014 19:00
04/17/2014 19:00
04/18/2014 13:00
04/19/2014 13:00
04/25/2014 00:00
05/10/2014 15:00
05/16/2014 13:00
06/12/2014 09:00
06/19/2014 09:00
06/19/2014 19:00
06/20/2014 13:00
07/11/2014 13:00
08/07/2014 19:00
08/12/2014 19:00
2014-15 Admission Strategic Plan
Jr. Achievement Titan Challenge (HS)
Appreciation Breakfast (CC)
Appreciation Breakfast (CC)
Panther Preview (HS)
Panther Preview (HS)
Appreciation Breakfast (CC)
EMBA Alumni Open House (Adult)
HOLD- High School Visit Day (HS)
State BPA Conference (HS & CC)
Panther Preview (HS)
High School Influencers Breakfast (HS)
Panther Preview (HS)
Appreciation Breakfast (CC)
HOLD- 2nd High School Visit (HS)
"Fish Tank" Business Event (HS)
Appreciation Luncheon (CC)
EMBA Alumni Open House (Adult)
Graduate Open House (Adult)
Panther Preview (HS)
Panther Preview (HS)
High School Influencers Breakfast (HS)
ACT Prep (Tentative)
Panther Preview (HS)
Appreciation Breakfast (CC)
Appreciation Breakfast (CC)
Graduate Open House (Adult)
Panther Preview (HS)
Panther Preview (HS)
Graduate Open House (Adult)
DU Open House (All Audiences)
05:00
02:00
02:00
03:00
03:00
02:00
02:00
24:00
05:00
03:00
24:00
03:00
02:00
24:00
04:00
02:00
02:00
02:00
03:00
03:00
24:00
06:00
03:00
02:00
02:00
02:00
03:00
03:00
02:00
03:00
Lansing Community College
Schoolcraft College
Mid-Michigan Community College
Henry Ford Community College
Grand Rapids Community College
Mott Community College
Delta College
Page 113
08/14/2014 17:00
08/14/2014 19:00
Admission Open House
02:00
APPENDIX N: Admission Superior Service Report
2014-15 Admission Strategic Plan
Page 114
APPENDIX O: High School Recruiting Events on a DU Campus
HS
Recruitment
Events at a
DU Campus
Date
Event Title
Rep
Campus
High School
7/11/2013
7/18/2013
Camp Tall Turf
Project Graduation
Melissa
Rousseau
Nick Travers
Lettinga
Lettinga
GRPS, Wyoming
7/25/2013
7/26/2013
Renaissance VBS
Panther Preview
Angeline
VandenBout
Toni/Angeline
Rhonda
Spratling
Lettinga
Lettinga
Various High Schools
ATA
Various High Schools
Various High Schools
COB
x
7/27/2013
10/4/2013
10/11/2013
ATA Open House
Hip Hop Preso - Dr. Perry
Panther Preview
Nick/Stacy
Livonia
Lettinga
Lettinga
10/12/2013
10/17/2013
10/19/2013
Michigan Council Women in
Technology
Saugatuck HS
Panther Preview
Rhonda
Spratling
Stacy Faulkner
Toni/Jocelyn
Livonia
Lettinga
Lettinga
Various High Schools
Saugatuck High School
Various High Schools
10/24/2013
Lowell Visit
Melissa
Rousseau
Lettinga
10/25/2013
Making Connections
Alyssa Andrews
Lettinga
Lowell High School
Capital Area CC, Allegan
Tech, VanBuren Tech,
Calhoun
10/25/2013
Panther Preview
Melissa
Rousseau
Lettinga
Various High Schools
x
10/28/2013
11/1/2013
11/1/2013
Michigan Collegiate High School
Flint Campus Tour
Panther Preview
Making Connections
Jocelyn Hall
Alyssa Andrews
Stacy Faulkner
Flint
Lettinga
Lettinga
Various High Schools
East Kentwood
x
Greenville MS
Angeline
VandenBout
Lettinga
Greenville Middle School
11/5/2013
2014-15 Admission Strategic Plan
x
COHP
x
x
COT
Other
Academic
Involvement
---
18
30
--
35
30
x
x
Dr. Pierce
Dr. Perry
10
13
22
x
Dr. Booker
x
x
x
x
x
Head
count
x
25
74
21
40
x
180
x
x
20
x
x
x
25
10
24
190
Page 115
11/6/2013
Saginaw Career Complex
Jocelyn
Lettinga
Saginaw Career Complex
KCTC
Panther Preview
Beer MS
Freaky Sneakers
Melissa
Rousseau
Angeline/Alyssa
Nick Travers
Stacy Faulkner
Lettinga
Lettinga
Warren
Holland
KCTC
Various High Schools
Beer Middle School
OAISD
11/15/2013
Panther Preview
Alyssa
Andrews/Jocelyn
Hall
Lettinga
11/15/2013
11/15/2013
BPA Practice Session
Making Connections
Nick Travers
Stacy/Melissa
Livonia
Lettinga
Various High Schools
Troy, Troy Athens, Dearborn,
Waterford Kettering,
Southfield, ATA
KCTC
11/20/2013
Maple Valley HS Visit to
Lansing Campus
Alyssa Andrews
Lansing
Maple Valley HS
11/6/2013
11/9/2013
11/9/2013
11/12/2013
11/22/2013
11/23/2013
12/6/2013
12/6/2013
12/7/2013
BPA Practice Session
Alyssa Andrews
Lansing
Beaverton, Charlotte, Eaton
Rapids, Bedford, Brandon
Accepted Student Event
Angeline
VandenBout
Lettinga
Various High Schools
BPA Practice Session
ACCT/FINC Event
Panther Preview
Angeline
VandenBout
Jocelyn
Stacy Faulkner
Lettinga
Lettinga
Lettinga
Wayland, Newaygo, Lowell
Mt Pleasant Tech Center
Various High Schools
12/7/2013
12/10/2013
Track/CC Event
Ottawa Area ISD Orientation
Stacy Faulkner
Stacy Faulkner
Lettinga
Holland
12/12/2013
12/12/2013
12/12/2013
12/12/2013
12/13/2013
12/13/2013
Hour of Code
Hour of Code
Healthcare Open House
Ottawa Area ISD Orientation
JA Titan Challenge
Panther Preview
Melissa
Rousseau
Nick Travers
Alyssa Andrews
Stacy Faulkner
Jocelyn Hall
Melissa/Toni
Lettinga
Livonia
Lansing
Holland
Saginaw
Lettinga
12/13/2013
12/13/2013
12/13/2013
12/16/2013
BPA Practice Session
COH Event
COH Event
KCTC
Nick Travers
Stacy/Angeline
Alyssa Andrews
Melissa/Toni
Livonia
Lettinga
Lansing
Lettinga
2014-15 Admission Strategic Plan
x
x
x
x
x
x
100
x
x
39
12
30
15
x
12
x
100
80
x
x
x
x
x
Dave
Veneklase
x
51
60
35
x
x
x
x
40
36
13
x
Various High Schools
Ottawa Area ISD
x
x
Lowell, Thornapple Kellogg,
Catholic Central, Northview
Golightly
Track head
coach, Scott
Cook
Linda Hood
x
x
7
14
100
20
x
Ottawa Area ISD
Various High Schools
Various High Schools
Dearborn, Clarenceville,
Brandon
CTC, Traverse Bay
Calhoun Area Career Center
KCTC
x
x
x
x
Linda Hood
80
18
x
x
80
130
130
74
x
x
x
Page 116
12/19/2013
1/10/2014
1/10/2014
1/11/2014
1/11/2014
1/17/2014
1/24/2014
1/29/2014
1/31/2014
1/31/2014
2/1/2014
2/7/2014
2/7/2014
Muskegon Tech
HOSA
Panther Preview
Dance Invitational
BPA
BPA Regionals
Panther Preview
GR Prep Visit
COT Gaming Event
Griffins Youth Foundation
ACT Prep
Panther Preview
Warren Career Prep Health
Simulation
Angeline
VandenBout
Alyssa Andrews
Stacy Faulkner
Stacy Faulkner
Nick Travers
Toni/Jocelyn
Melissa
Rousseau
Stacy Faulkner
Toni Spana
Lettinga
Lettinga
Lettinga
Lettinga
Lettinga
Livonia
Lettinga
Muskegon Tech
Various High Schools
Various High Schools
Various High Schools
Various High Schools
Various High Schools
x
x
x
GR Prep
Angeline/Nick
Lettinga
Lettinga
Lettinga
Lettinga
Lettinga
Various High Schools
Various High Schools
x
Nick Travers
Warren
Warren Career Prep
x
Lettinga
Lettinga
Various High Schools
Various High Schools
HS Team
Lettinga
Lettinga
Lettinga
Lettinga
Various High Schools
Various High Schools
Various High Schools
Various High Schools
Melissa
Rousseau
x
Dance coaching
staff
300
110
x
x
x
Panther Preview
ACT Prep
2/21/2014
2/22/2014
2/22/2014
2/25/2014
Panther Preview
Accepted Student Event
ACT Prep
JA Titans
3/5/2014
3/7/2014
3/15/2014
3/21/2014
3/21/2014
Northview Job Shadow
Panther Preview
Panther Preview
Panther Preview
BPA
Melissa
Rousseau
Stacy/Jocelyn
Toni/Nick
Toni/Alyssa
HS Team
Lettinga
Lettinga
Lettinga
Lettinga
Lettinga
Northview
Various High Schools
Various High Schools
Various High Schools
Various High Schools
4/4/2014
4/17/2014
4/18/2014
4/19/2014
5/16/2014
Panther Preview
ACCT/FINC Event
Panther Preview
Panther Preview
Panther Preview
Angeline
VandenBout
HS Team
Melissa/Jocelyn
Angeline/Alyssa
Angeline/Nick
Lettinga
Lettinga
Lettinga
Lettinga
Lettinga
Various High Schools
Melissa
Rousseau
HS Team
115
550
x
2/15/2014
2/15/2014
2014-15 Admission Strategic Plan
x
x
x
x
Various High Schools
Various High Schools
Various High Schools
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Hockey coach
x
Mike Volk
40
200
100
Page 117
6/20/2014
7/11/2014
Panther Preview
Panther Preview
2014-15 Admission Strategic Plan
Stacy/Jocelyn
Toni/Alyssa
Lettinga
Lettinga
Various High Schools
Various High Schools
x
x
x
x
x
x
Page 118
APPENDIX P: Davenport University Program Differentiators
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Bachelor of Applied Science:
DU students transfer credits to Kuyper College in Grand Rapids, and upon completion of their program, receive not only
the Bachelor of Applied Science Degree from DU, but also a Bachelor of Social Work from Kuyper.
KEY FEATURES/BENEFITS





Kuyper program in Social Work is nationally accredited
Required 400 hour field practicum internship in a social service agency
International field work placement is possible in Romania, Uganda, Liberia, Ecuador and the Dominican Republic
Low student : Instructor ratio (10:1 to 16:1) for all Kuyper and DU courses
Kuyper program graduates are eligible for “Advanced Standing” whereby Kuyper social work credits transfer into
MSW programs which can shorten time for completion of the MSW degree by up to one year
KEY DIFFERENTIATORS


Kuyper program ranked 5th out of 22 Michigan accredited social work programs in 2012 for the number of
graduates entering MSW programs
Two degrees are conferred because Kuyper is accredited to offer the BSW degree in Social Work (DU is not). DU
offers a degree because it sponsors 25 credits of Foundation of Excellence courses as well as 39 credits in an
Interdisciplinary Major supporting Social Work which Kuyper does not, including courses from the Davenport
College of Business and Health Professions e.g., Health Care Law and Ethics Foundations, Cultural Issues in
Health Care, Management Foundations, Organizational Behavior. These interdisciplinary courses may provide a
competitive advantage to students.
CONTACT INFORMATION
Dr. Steve Snyder, Associate Dean of Developmental Studies
ssnyder19@davenport.edu
616-554-6176
2014-15 Admission Strategic Plan
Page 119
PROGRAM DIFFERENTIATORS
Foundation of Learning Program
Davenport is committed to increasing access of students that leads to success. The Foundation of Learning (FOL)
program assists students testing into pre-College level Math and/or English developmental courses. This program is
completed before enrollment into some courses and is started the first semester entering Davenport.
KEY DIFFERENTIATORS
Pass rates in Davenport’s developmental course sequence are significantly higher than any Michigan Community College
Davenport is the four-year University in Michigan to have multiple alternatives to taking in-seat FOL classes including:
Math Bridge Program
• A method to quickly refresh math skills at minimal expense and test into higher level math courses.
• 80% success rate bypassing MATH030
Accelerated learning Program:
 Placement into higher gatekeeper course in specialized sections of MATH125/ENGL109
 84% success rate passing higher course in first attempt
Open Class Academy Materials:
 Prepare on your own to take or re-take COMPASS test for
 Math/English courses
 Convenience of using free resources on your own time frame
 Possibility of bypassing lower level courses by improving course placement scores
These alternatives can serve as a method of bypassing the developmental sequence thereby shortening the time to
degree completion as well as saving tuition money
CONTACT INFORMATION
Dr. Thomas Lonergan, Dean, College of Arts and Sciences
616-554-5829
tlonergan1@davenport.edu
2014-15 Admission Strategic Plan
Page 120
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Graduate Certificate in Data Analytics
A 4 course, 12 credit Post-Baccalaureate Certificate providing the foundational skills in the field of “big data” which helps
make predictions about future trends allowing organizations to operate more efficiently and optimize organizational
resources.
KEY FEATURES/BENEFITS
Certificate can be completed in 9 months (2 semesters) which shortens the time to complete Certificate
KEY DIFFERENTIATORS



One of only 6 online programs offered nationally in Analytics and the only online program in Michigan
Only national program intended for a general audience suited for managers charged with making recommendations
for resource allocation
Only Certificate Program where 100% of courses transfer into the MS in Analytics, thereby completing 40% of the
Master of Science in Analytics degree.
Demonstration of introductory proficiency in data analytics at the certificate level could lead to a pay increase or a better
job.
CONTACT INFORMATION
Dr. Tom Lonergan, Dean, College of Arts and Sciences
tlonergan1@davenport.edu
616-554-5829
2014-15 Admission Strategic Plan
Page 121
PROGRAM DIFFERENTIATORS
AS and BS Paralegal (and Post-Baccalaureate certificate)
The American Bar Association (ABA) approved program prepares students to successfully perform the duties of a paralegal. Graduates from the
paralegal program are prepared for careers in law offices, government agencies and other law-related settings.
KEY FEATURES/BENEFITS


Graduate with a portfolio of documents. / Students who can demonstrate experience in creating documents of like nature and quality as
those created by a potential employer, however, have a significant advantage over candidates who cannot demonstrate this ability. For
example, when students have a Chapter 7 bankruptcy petition in their portfolio, they are more marketable to an employer who does
bankruptcy law.
Classes are taught by attorneys. / Students develop personal relationships with local experience attorneys who then become a source for
references, internships and possible employers.
KEY DIFFERENTIATORS



Preparation class for national paralegal certification exam. / Our average student pass rate during the past 3 years has been 86% while
the national pass rate for this same period of time has been 48%; a 40% advantage for DU paralegal students.
In a recent survey of graduates, 100% of the respondents reported they would recommend the Paralegal program to family and friends.
Mandatory Internship class. All students will participate in an applied, practical learning / You will be able to demonstrate your technical
skill and your ability to work with others.
Lettinga Campus
 DU is the only ABA approved paralegal program in west Michigan offering three levels of programs (AS, BS and certificate). / You can
start and finish with us or transfer in at any level.
Lansing Campus
 Only university in the state offering an ABA approved Bachelor’s degree completion program./ Local community college graduates can
complete the course of study in their home community and earn a higher salary.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
If communicated to the public the following statement should be included: "While paralegals are an important part of the legal team, they cannot
give legal advice or other direct legal services to clients and must work under the supervision of a licensed attorney."
2014-15 Admission Strategic Plan
Page 122
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Accounting – Fraud Investigation
This program combines the development of technical skills in accounting, computer security and legal investigation that are needed in fraud
examination.
KEY FEATURES/BENEFITS


One of fifty five bachelor programs in the U.S. in Fraud Investigation; the only program offered in the State of Michigan. / Graduates have
a more in-depth understanding and a competitive advantage for positions in the field.
Our Association of Certified Fraud Examiners Student Chapter is one of only 19 student chapters in the world. / Able to attend monthly
meeting with professional speakers and networking opportunities.
KEY DIFFERENTIATORS


In a recent survey of graduates, ninety three percent of respondents would recommend the Accounting – Fraud Investigation to family and
friends. Ninety three percent of respondents also reported being employed within six months of graduation.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 123
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA/MBA Honors Professional Accountancy Program
Students in this program are eligible to sit for five certification exams (CPA, CMA, CIA, CFE) along with special recognition on their transcript.
KEY FEATURES/BENEFITS

The Accounting Honors program includes sixty one hours of accounting coursework, more coursework in accounting than competitive
programs. / Employers are impressed with the depth of knowledge and readiness to work demonstrated by our graduates.
o
o
o
o
o
o
Attainment of both a B.B.A. and an M.B.A.
Special recognition on the transcript that the student has graduated from an honors program.
Selective admission with enrollment caps.
Dedicated faculty mentors assigned to each student.
Eligibility to sit for five accounting certification exams (CPA, CMA, CIA, and CFE) immediately upon graduation, as well as other
national and state certifications.
Competitive edge; more universities are moving in the direction of a combined B.B.A./M.B.A. since the 150 credit hour change
instituted by the National Association of State Boards of Accountancy (NASBA), but such programs are still in their infancy.
Since its inception in 2006 we have 99% employment in the field of accounting of our honors students within 1 year of graduation.
The mentor acts as a “business coach.” They not only guide and grade the six honors projects; they counsel the student to stretch themselves
professionally and personally, taking risks to do try things they normally would not do. Many of our honors accounting students appreciate the
“push” and find it one of the best benefits of the program.
KEY DIFFERENTIATORS

Earn both BBA and MBA in 5 years. / Program takes a year or more off the time to be ready to sit for the CPA exam. Increase your
earning potential at least a year faster. There is no comparably designed accounting program in Michigan.

Cohort Experience
2014-15 Admission Strategic Plan
Page 124
The honors students join as a cohort. These benefit each individual student in several ways. They attend classes with other careerminded honors students and use the form of networking to find out about job opportunities. They form study groups and teams keeping
each other accountable for their academic performance and excellence. They also form networks in the workplace and pipelines for
incoming honors students. (BDO Siedman internship and Jonathan Geisen, alumni interviewing students at the CPA Fair, etc)

Internship Requirement
Students may take advantage of up to three opportunities within their program to have real-world experiences – the required internship at
the undergraduate level, an internship for one of their honors projects and a third internship as their MBA capstone experience.
Some of our student are hired directly from their internship experience and have an accounting job upon graduation.

Six experiential projects required (internships and consulting) / You will be able to demonstrate your technical skill and your ability to work
with others.
The six honors projects are designed to increase the honors students’ first-hand knowledge of the
accounting profession through
job shadows, joining a professional association and through service learning. Other projects are designed to supplement and build skills such
as an
advanced excel project, research and individualized learning. These projects enhance the
employability of the honors
student and continue to broaden their accounting perspective.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 125
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA/MBA Strategic Management General Business
This degree provides the opportunity for a student to earn a BBA combined with an MBA with a concentration in Strategic Management.
DU provides the knowledge and applied skills that typically make a graduate successful when competing against other similarly educated
competitors. Showing an employer a DU transcript for this combined degree program can only lead to one conclusion: the DU candidate has
more breadth and depth of knowledge in business management.
KEY FEATURES/BENEFITS


Combination of business fundamentals and graduate level decision making skills are attractive to employers
There is a reduction in time to earning the degree as well as the corresponding reduction in cost. This enables a graduate to enter the job
market sooner and with a higher credential.
It also demonstrates to an employer that this graduate has the ability and drive to earn both degrees – to stay the course for a more
challenging program than typical undergraduates complete.
KEY DIFFERENTIATORS

If you attend full time and follow the course sequence you can earn both the BBA and MBA in 5 years. The program takes a full year off
the time it would take to earn both degrees separately.
While many universities in Michigan offer the combined degrees, DU is one of the few that offers the combination in the same discipline.

Continuity in the learning experience is invaluable. Remaining focused on business management from multiple perspectives (strategic to
tactical) provides the graduate a holistic understanding of business that separate degrees.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 126
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA/MBA Professional Accountancy Program
This degree meets the 150 hour educational requirement for most State Boards of Accountancy (including Michigan) for students pursuing CPA
licensure.
KEY FEATURES/BENEFITS

More coursework in accounting than competitive programs. / Employers are impressed with the depth of knowledge and readiness to work
demonstrated by our graduates.
KEY DIFFERENTIATORS


Earn both BBA and MBA in 5 years. / Program takes a year or more off the time to be ready to sit for the CPA exam. Increase your
earning potential at least a year faster.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 127
PROGRAM DIFFERENTIATORS
BBA Accounting Information Management
Students learn to use accounting information as a decision-making tool. Integrated in the accounting coursework is the understanding and use of
accounting information systems technology.
KEY FEATURES/BENEFITS



The program includes fifty three credits of accounting coursework, more credits in the major compared to other programs. / Employers tell
us that our graduates are better prepared to be useful right from the beginning.
Active VITA program. Students gain volunteer experience preparing taxes for clients in need. / Gain “hands on” experience working with
real clients.
Institute of Management Accounts Student Chapter. / Students are able to network with professionals and other students with the same
career interests.
KEY DIFFERENTIATORS





Certified Management Accountant (CMA) exam prep. course / DU graduate pass rates compared to national averages are as follows: Part
one, National average is 52%, DU graduates pass rate is 55%; Part two, National average is 60%, DU graduates pass rate is 66%.
Demonstrated competency in your field.
DU’s Business Professionals of America (BPA) organization has won First Place in the Nation for the last 4 years in a variety of business
competitions. / You have the opportunity to demonstrate your competency on a national stage.
In a recent survey of graduates ninety four percent of respondents would recommend the Accounting Information Management program to
family and friends.
According to the most recent graduate survey, 97% of graduates were employed, with almost 70% employed in a career related to their
degree.
All students will participate in an applied, practical learning class (internship, consulting). / You will be able to demonstrate your technical
skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 128
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Finance
Students will have the opportunity to learn skills in the analysis and interpretation of financial data to help them make more prudent financial
business decisions.
The finance BBA is designed to prepare students for professional positions in business, financial management and personal finance. Students will
learn to analyze, formulate, evaluate and recommend appropriate, ethical solutions to finance-related problems. The analysis and implications of
market trends and conditions in a variety of situations will also be emphasized. A finance degree from Davenport prepares graduates for
successful careers in financial management—the strategic application of financial data.
The focus in finance can concentrate on three different career paths:



the credit analyst side which includes the ability to read and dissect financial statements to determine strengths and weaknesses of a
company’s financials.
the financial analyst side which focuses on financial forecasting and planning utilizing budgets and pro forma statements.
the financial planning side which includes personal and business comprehensive wealth building strategies
KEY FEATURES/BENEFITS


Specialty finance electives. / Greater depth of knowledge in specialties such as investment banking, financial planning, portfolio
management, and corporate finance.
Participation in the ACG cup competition. / Opportunity to exhibit classroom learning in a business case competition against other
universities. Great networking opportunity.
KEY DIFFERENTIATORS

One of nine Certified Financial Planner (CFP) Standards Board Registered programs in Michigan. / Students receive a waiver into the
CFP exam.
2014-15 Admission Strategic Plan
Page 129


All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
Increased salary opportunities. / In a recent survey of DU graduates, ninety percent reported a salary increase upon graduation. Ninety
four percent of respondents would recommend the Finance program to family and friends.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 130
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA General Business
Degree prepares students to enter either the business or government sectors as general managers.
KEY FEATURES/BENEFITS




Transfer friendly / Students can complete their degree in up to 50% less time.
Full transfer of business or professions oriented associate degree (60 hours) /Completion of your degree sooner since we credit more of
your prior academic work.
Learning opportunities include study abroad, case analysis, projects with real businesses and dynamic interactive simulations / You
receive a well-rounded business education preparing you for the challenges facing today’s business managers. You learn by doing;
applied experiential learning.
The program offers a substantial number of elective courses in a variety of business areas. / You can tailor your degree program to meet
your individual career objectives; you can fill in knowledge and experience gaps – graduating with courses that are best for your career
direction.
KEY DIFFERENTIATORS


All students will participate in an applied, practical learning class (internship, consulting). / You will be able to demonstrate your technical
skill and your ability to work with others.
In the most recent graduate survey, ninety one percent of the graduates from this program reported being employed within six months of
graduation.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 131
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Human Resources
Gain skills in human resource management fundamentals. The emphasis is on the strategic role of human resources in today’s business world.
KEY FEATURES/BENEFITS

Certification exam preparation – DU offers courses that prepare HR professionals to pass the PHR or SPHR certification exams. / Passing
the certification exams demonstrates competency at a national level.
KEY DIFFERENTIATORS



Recognized by the Society for Human Resource Management (SHRM) as having all courses aligned with SHRM guidelines for
professional competencies. / We guarantee our program covers each of the HR content areas specified in the guidelines.
In 2013, almost ninety one percent of graduates reported being employed within six months of graduation.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 132
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA International Business
Prepares students to meet the challenges of the global workplace. Successful students will acquire business fundamentals with the skills to
manage cultural, social and linguistic diversity.
Job titles include: export/import manager, international business analyst.
KEY FEATURES/BENEFITS


Required study abroad or internship experience. / You’ll gain real world experience. Traveling and working abroad demonstrates
competence in international business. Only three out of eleven regional colleges/universities have this same requirement.
International focus on all aspects of business from finance to marketing, management to law./ You learn comprehensive business
functioning in a global context.
KEY DIFFERENTIATORS


In 2013, ninety one percent of graduates reported being employed within six months of graduation.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 133
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Management
Program offers elective specialties in Entrepreneurship, Financial Management, Global Project Management, Leadership Effectiveness, Risk
Management and Insurance, or Sustainable Business Development.
KEY FEATURES/BENEFITS

The specialty options allows for customization of your business studies. / Employers appreciate the greater depth of knowledge is a
specific area.
KEY DIFFERENTIATORS



DU is recognized by the ICPM as a preferred provider of the Certified Manager credentialing course. / DU graduates have a pass rate of
94% on the certification exam, compared to 89% nationally. Most national test takers are working professionals. Our students do better
on the exam than people already working in the field.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
In a recent study, ninety three percent of graduates reported being employed within six months of graduation. Over ninety one percent of
respondents would recommend the BBA in Management to family or friends.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 134
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Marketing
Students have the opportunity to acquire skills that deliver customer value and enhance customer relationships. Specialties within the discipline
included professional selling, advertising and promotion, sports marketing or business to business marketing.
KEY FEATURES/BENEFITS



Specialties in the most popular marketing areas. / Employers appreciate the in-depth understanding of marketing activities.
Sports Marketing housed within the College of Business, not Athletics or Physiology department. / Program deals with the “business of
sports”, not an add-on to traditional athletics programs.
Professional selling taught using extensive role plays and experiential exercises. / Students will have demonstrable skill in selling
professionally. They will know how to craft a persuasive presentation, negotiate contracts and close the sale.
KEY DIFFERENTIATORS



In a recent survey of graduates, over ninety two percent of respondents reported being employed within six months of graduation.
Ninety one percent of respondents would recommend the marketing program to family and friends.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 135
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BBA Sports Management
Students gain skills in the legal, regulatory, marketing and operational aspects of sport venue management.
KEY FEATURES/BENEFITS


The program is housed in the College of Business, not Physiology or Athletics. / You receive a degree in the “business of sports”; a wellrounded business education.
COSMA accreditation coming in 2014. / You can be assured that the DU program is recognized for excellence. Only the best programs,
programs such as Ohio University, Slippery Rock University and the University of Louisville, are accredited.
KEY DIFFERENTIATORS


In a recent survey of graduates, 100% of respondents reported that they would recommend the Sports Management program to family or
friends.
Required 6 credit hours of internship. All students will participate in an applied, experiential learning class (internship, consulting). / You
will be able to demonstrate your technical skill and your ability to work with others. Our students have interned at the Detroit Pistons,
Detroit Redwings, USA football, The Palace of Auburn Hills and the West Michigan White Caps, amongst others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 136
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Executive Masters of Business Administration (EMBA)
The degree for experienced, senior level professionals who want to learn in an integrative and comprehensive program of study. The EMBA takes
seasoned executives to the next level in decision-making and leadership skills.
KEY FEATURES/BENEFITS




Program employs a cohort learning model. / Peer to peer support and collaborative learning. Develop life-long colleagues and friends.
Special leadership and management development assessments. / Provides greater knowledge on oneself and a clear plan for
individualized executive development.
Weekend format. Three sessions in seven weeks. Program completion in twenty one months. / Concentrated focus. A quick return on
your investment.
Capstone challenge solves a strategic problem for a global company in a “living case” format. / Presentation to corporate client in a foreign
country demonstrated global competency.
KEY DIFFERENTIATORS


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One of two EMBA programs in Michigan.
Less than half the program cost compared to in-state competitor.
All students will participate in an applied, experiential learning class (internship, consulting). / You will be able to demonstrate your
technical skill and your ability to work with others.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 137
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Masters of Business Administration (MBA)
Concentrations in Accounting, Finance, Health Care Management, Human Resources, Marketing, Operations and Supply Chain Management,
Strategic Management.
A comprehensive program of business study for mid-level and senior managers, with a focus on quantitative analysis for informed decision
making.
KEY FEATURES/BENEFITS

Concentrations allow for development of specialized knowledge couple with comprehensive business skills. / Program provides both the
breadth and depth of business knowledge employers expect from MBA graduates.
KEY DIFFERENTIATORS

In a recent graduate survey, over ninety three percent of respondents reported they would recommend the MBA program to family and
friends.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 138
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Master of Management (MM) Program
The program exposes students to principles of leadership, collaboration, change management and innovation in contemporary organizations.
KEY FEATURES/BENEFITS
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33 credit hour program. / A graduate business education with a fast return on your investment.
A qualitative focus on business leadership. / Learn to manage people rather than numbers.
KEY DIFFERENTIATORS

One of four MM programs in Michigan.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 139
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
MBA & MM Online
Fully accredited graduate business programs taught by experienced, credentialed faculty. Optimized online learning environment for self-directed
adult students that meets all University standards for quality.
KEY FEATURES/BENEFITS
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Convenient / Allows professionals to have a work/ life balance.
On-line advisors are easily accessible. / Responsive and knowledgeable support.
Accelerated learning in a direct degree path. / Provides focus on subject matter, greater learning and retention.
Global Connections / Faculty and students from around the world provide broader perspective of issues
KEY DIFFERENTIATORS
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Long-term, committed online Faculty / Students experience consistent support for learning
Longevity of Program / Systems and processes that include best practices in online learning
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 140
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Bachelors of Science – Computer Information Systems
The degree is designed to provide students a broad range of computer programming skills in order to analyze information needs and determine
ways in which computer systems can be used to meet those needs. Students will choose between four majors: Computer Gaming and
Simulation, Database Management, Programming, and Web Design and Development.
KEY FEATURES/BENEFITS
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Transfer friendly and transfer credit options such as credit for certification, articulation plans, and full transfer of professions associates
degree (60 hours) allowing for degree completion sooner
Students are ready to contribute quickly and compete effectively as a result of competence gained through “hands-on” learning in highly
equipped computer labs.
Strong job and career opportunities in high growth/high compensation roles (National average salary $77.1K as per Bureau of Labor
Statistics 5/2012)
KEY DIFFERENTIATORS
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100 percent of the recent graduates from the Computer Information System bachelor’s degree program reported they would recommend
the program to a friend. 100 percent of the Computer Gaming and Simulation graduates surveyed reported they had a new position after
graduation; 80% reported a higher salary in that new position from the previous position.
In 2012, CIS students won 1st at Nationals for Business Professionals of America in Java programming, VB.NET programming and C++
st
programming. Again in 2013, a DU CIS student won 1 at Nationals in C++ programming.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 141
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
MS- Technology Management
This program offers a high quality, interdisciplinary technical and business graduate curriculum in technology management for today’s
organizations. This program is designed to prepare graduates for a lifelong career addressing critical leadership roles in private, public or
government organizations. The program combines a set of business and technical competencies to give Davenport University graduates the
competitive advantages needed to lead information technology departments in the global economy.
KEY FEATURES/BENEFITS
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A variety of courses are being taught by current or former CIOs and Vice Presidents of Information Technology departments.
MSTM Students will be prepared to be leaders in the implementation of innovative technology in different industries. After completing the
program, students will be ready to be contributors in the management of technology.
Fast track to “in-demand” high compensation careers in technology management professions. There is an 18% national growth in these
occupations which is higher than most occupations. (National average salary $129 K as per Bureau of Labor Statistics 5/2012)
KEY DIFFERENTIATORS
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
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Davenport University is a Registered Education Provider (REP) with PMI (the Project Management Institute) to deliver project
management courses. / Many employers require PMP certification for employment.
Students admitted into the program come from different formal education backgrounds and industry fields, adding to the program a
multidisciplinary dimension critical to the implementation of enhancements and innovation in technology.
The MSTM requires a final project to graduate which could be used as their portfolio project to obtain employment as a technology
manager. In this project students are required to: 1) research an actual technology in the form of a service or product, or create a new
company to create a new technology product or service, 2) prepare a return on investment and the strategy for the technology product or
service, and 3) design the implementation and management strategy for the technology product or service.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 142
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Bachelors of Science – Networking Technology
The Networking Technology bachelor’s degree is designed to prepare the graduate with the technical knowledge and skills needed to design,
install, administer, and maintain computer network systems. Students will choose between two majors: Network Security or Computer Networking
with a specialty in Server Administration or Advanced Cisco Networking.
KEY FEATURES/BENEFITS


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Transfer friendly and transfer credit options such as credit for certification, articulation plans, and full transfer of professions associates
degree (60 hours) allowing for degree completion sooner. Time to degree can be significantly shortened since up to 30 credits in the
major could be completed with the appropriate certification credit within the last 2 years.
Students are ready to contribute quickly and compete effectively as a result of competence gained through “hands-on” learning in highly
equipped computer labs stocked with both current and legacy equipment for a complete understanding of what might be connected to a
network.
Fast track to “in-demand” high compensation careers in Computer Networking and Network Security (National average salary $75.4 K as
per Bureau of Labor Statistics 5/2012)
KEY DIFFERENTIATORS
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Designated “Center of Academic Excellence” in Information Assurance by NSA, DOD, and DHS. There are only 5 CAE institutions in the
State of Michigan (per the National Security Agency – 2013). This brings exceptional scholarship and career opportunities with leading
edge government agencies in addition to industry.
Cisco Academy credentialed course delivered by Cisco certified faculty required of all networking majors.
Required courses in Microsoft, Linux and Cisco networking ready students to complete certification in key networking areas to improve job
opportunities after graduation.
89.5 percent of the graduates from this program reported they were employed within six months of graduation. Ninety two percent of
recent graduates reported they would recommend the program to a friend.
Since 2008, Davenport University’s Network Design Team has placed in the top 3 of national teams in Business Professionals of America.
st
The team has brought home a 1 place trophy in three of these years.
2014-15 Admission Strategic Plan
Page 143

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In 2013, Davenport University’s Cyber Defense competitive team won a 1 place trophy at the Michigan Collegiate Cyber Defense
Competition.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 144
PROGRAM DIFFERENTIATORS
Bachelors of Science – Security and Information Assurance
Biometric and application security concepts are combined with hands-on tools and techniques to present the student with the security layers
necessary to best protect an organization’s information assets. Students will choose between three majors: Information and Computer Security,
Biometric Security or Digital Forensics.
KEY FEATURES/BENEFITS



Transfer friendly and transfer credit options such as credit for certification, articulation plans, and full transfer of professions associates
degree (60 hours) allowing for degree completion sooner.
Students are ready to contribute quickly and compete effectively as a result of competence gained through “hands-on” learning in highly
equipped computer labs.
Fast track to “in-demand” high compensation careers in Computer Security fields. (National average salary $76.1K as per Bureau of Labor
Statistics 5/2012)
KEY DIFFERENTIATORS




Designated “Center of Academic Excellence” in Information Assurance by NSA, DOD, and DHS. There are only 5 CAE institutions in the
State of Michigan (per the National Security Agency – 2013). This brings exceptional scholarship and career opportunities with leading
edge government agencies in addition to industry.
Davenport University is a thought leader and a pioneer in Security education. Per U.S. News and World Report, “11 Hot College Majors
that Lead to Jobs”, Biometrics is a top major – “As biometric readers replace photo IDs and passwords in both the public and private
sectors, the industry is expected to grow to $363 million by 2018, according to New York-based Transparency Market Research… West
Virginia University and Davenport University are the pioneers offering undergrad degrees in the discipline …”
Davenport University’s most recent class of Information/Computer Security Bachelor’s degree graduates reported an overall employment
rate of approximately 86% as of six months after graduation. Ninety three percent of recent graduates reported they would recommend the
program to a friend.
st
In 2013, Davenport University’s Cyber Defense competitive team won a 1 place trophy at the Michigan CCDC competition.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 145
PROGRAM DIFFERENTIATORS
Bachelors of Science – Technology Management
Course work integrates and ties concepts from accounting, finance, project management and a specialization in IT spanning across health care,
business and technology. Students will also refine their focus by selecting course concentration options in a technical specialty (Global IT Project
Management major: CIS, Database Management, Information Security, Networking, Web Design), along w/ a course that will help prepare them to
complete Project Management Professional (PMP) exam or a Project Management Internship.
KEY FEATURES/BENEFITS



Transfer friendly and transfer credit options such as credit for certification, articulation plans, and full transfer of professions associates
degree (60 hours) allowing for degree completion sooner.
Students are ready to contribute quickly and compete effectively as a result of competence gained through “hands-on” learning in highly
equipped computer labs and a required internship in the field.
Many employers require PMP certification for employment – Program prepares students to take PMP certification test. Fast track to “indemand” high compensation careers in Technology Management or Project Management (National average salary $77.1K as per Bureau
of Labor Statistics 5/2012)
KEY DIFFERENTIATORS




Davenport University is a Registered Education Provider (REP) with the Project Management Institute to deliver project management.
Courses in Project Management, Microsoft, Linux and Cisco technologies. Students prepare to complete certification in key technical
areas to improve job opportunities after graduation. Many employers require PMP certification for employment. The elective course
GPMT 499 Certified Project Management Professional Preparation prepares students to take the PMP certification test.
Designated “Center of Academic Excellence” in Information Assurance by NSA, DOD, and DHS. There are only 5 CAE institutions in the
State of Michigan (per the National Security Agency – 2013). This would apply to those focusing their technical specialty in an area of
computer security.
In 2012, 100% of recent graduates surveyed reported they would recommend the program to others. 100% of recent graduates surveyed
reported they had a new position in employment within six months of graduation and 100% reported a higher salary after graduation.
st
In 2013, a DU technology student won 1 place in Project Management Concepts at the National Business Professionals of America
competition.
CONTACT INFORMATION
Michael Bowers
Mbowers8@davenport.edu
616-554-5187
2014-15 Admission Strategic Plan
Page 146
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Practical Nursing Diploma
The Practical Nursing program is designed to prepare the graduate at the diploma level with the skill and knowledge necessary to function in the
role of Licensed Practical Nurse (LPN). The LPN uses the nursing process to meet the needs of patients in all age groupings. The LPN graduate
will also use effective communication with members of the health care team, provide appropriate health teaching and serve as an advocate for
both patient and families. Graduates are prepared to sit for the Practical Nursing boards.
KEY FEATURES/BENEFITS
-Maintain highest quality standards through continuous accreditation by the Accreditation Commission for Education in Nursing (ACEN) and have
been granted 8 year continuing accreditation Fall 2012.
-Only practical nursing program with focused leadership, management and geriatric coursework as compared to traditional curriculums.
-Experienced faculty who are credentialed to teach in nursing education and meet the standards for teaching by the ACEN (formerly NLNAC).
-Expert nursing faculty credentialed at the University level. Higher than national pass rates for practical nursing boards (PN-NCLEX).
-Job ready to meet employers need for leadership and management with specialized knowledge in geriatrics- the field where most practical nurses
are employed.
-Ready to work as a nurse in 1 year at a median salary of $24,000/year
-Graduates are finding employment: Lutheran Home, Allergy, Asthma & Pulmonary Center, 3M Health Center, Bay County Medical Care Facility,
Carriage House and Kings Daughters Home, John Dingel V.A. in Detroit, St. John Oakland Hospital, Sacred Heart Rehabilitation Center, Oakmont
Assisted Living, Harbor Oaks Hospital-Psychiatric positions, Henry Ford Health Systems hires LPNs as scrub nurses and for the health care
division called Henry Ford at Home, Presbyterian Villages
KEY DIFFERENTIATORS
-Taught in a university setting with University Resources. Credits apply to higher degrees and graduated can ladder into Bachelor’s
degree.
-State of the art curriculum to prepare PNs to function effectively within health care reform (revised 2013).
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 147
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Bachelor of Science in Nursing Pre-Licensure
This program is designed for students who have chosen to pursue a career as a professional nurse. The purpose of the bachelor’s degree nursing
program at Davenport University is to prepare the graduate with the skill and knowledge necessary to function in the role of the professional nurse
through the use of critical thinking, advanced assessment skills, communication, collaborating practices, applied research, self-directed learning,
leadership and management skills, systems thinking, and professional development. This program prepares graduates for nursing practice across
the continuum of care and in communities.
KEY FEATURES/BENEFITS
-Maintain highest quality standards through continuous accreditation by Michigan Board of Nursing. Accreditation Commission for Education in
Nursing (ACEN) and have been granted 8 year continuing accreditation Fall 2012.
-Students learn from and are mentored by expert credentialed nursing faculty who serve across the region, state and nationally in nursing
organizations: Michigan Council of Nursing Education ( President), Michigan Association of College of Nursing, State appointed positions to sit on
the Michigan Nursing Education Council, National League for Nursing Ambassador, Board Member of Michigan Association of Nurse Practitioners,
Cahir of the Education Committee in the West Michigan Simulation Society.
-96-100% National Nursing Board pass rate at GR campus (national average 90%) with100% employment 2 years in a row (Alumni Survey 2012).
-Nursing students express high degree of student satisfaction (5.94/7) while in the program (Student Satisfaction Survey 2012) and subsequently
after graduating 98% would highly recommend this program to a friend (Graduate Survey 2012).
-Davenport University is the first Survivorship Training and Rehabilitation (STAR) Program University. STAR cancer rehabilitation training offers
more job opportunities to program graduates who wish to specialize in oncology.
KEY DIFFERENTIATORS
-Only BSN Program with Advanced Certification opportunities available through STAR certification, Post-Baccalaureate Certification in
Medical Case Management, and Advanced Cardiac Life Support (ACLS).
-BSN prepared RNs are highly sought after for by Magnet level healthcare organizations (Magnet designation coveys the organization
has achieved the highest level of Nursing excellence).
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 148
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
BSN Completion, online
This program is designed for currently practicing registered nurses who are seeking a bachelor’s degree in nursing. Davenport University is to
prepare the graduates to advance in the nursing profession through the use of critical thinking, advanced assessment skills, communication,
collaboration, applied research, self-directed learning, leadership and management skills.
KEY FEATURES/BENEFITS
-Maintain highest quality standards through continuous accreditation by the Accreditation Commission for Education in Nursing (ACEN) and have
been granted 8 year continuing accreditation Fall 2012.
- State of the art online technology & flexible online course delivery geared to the working adult.
-20% tuition discount for Michigan Hospital Association employees.
-Students learn from and are mentored by expert credentialed nursing faculty who serve as leaders across the region, the state and nationally in
nursing organizations: Michigan Council of Nursing Education ( President), Michigan Association of College of Nursing, State appointed positions
to sit on the Michigan Nursing Education Council, National League for Nursing Ambassador, Board Member of Michigan Association of Nurse
Practitioners, Cahir of the Education Committee in the West Michigan Simulation Society.
-Students with STAR certification develop expertise in cancer rehabilitation and have additional job options in that field.
-Widens opportunities for graduates in job markets that demand a Bachelor’s prepared nurse.
KEY DIFFERENTIATORS
-Only BSN Completion Program in the country with Advanced Certification available through STAR certification, Post-Baccalaureate
Certification in Medical Case Management, and Advanced Cardiac Life Support (ACLS).
-BSN prepared RNs are highly sought after for Magnet level healthcare organizations.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 149
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Masters of Science in Nursing
The online Master of Science in Nursing (MSN) at Davenport University offers an advanced level of graduate study expanding on the knowledge,
skills, and competencies acquired at the baccalaureate or entry-level nursing education program. It prepares individuals for advanced roles in
practice, education, administration or other specialties, including nursing informatics, policy, and advocacy. The core curriculum for this program
reflects the Essentials of Master’s Education in Nursing (AACN, 2011) and the Outcomes and Competencies for Graduates of Master’s Programs
in Nursing (National League of Nursing, 2010).
KEY FEATURES/BENEFITS
-Maintain highest quality accreditation standards. In candidacy status from the Accreditation Commission for Education in Nursing (ACEN formally
NLNAC), and Commission on Collegiate Nursing Education (CCNE).
-Flexible Online course delivery geared to the working adult.
-Opportunity to take Nursing Education courses will enable nurses to advance career into teaching.
-STAR Program University Certification available. Students with STAR certification develop expertise in cancer rehabilitation and have additional
job options.
-20% discount for Michigan Hospital Association employees.
-State of the art online technology with small online classes that encourage the interaction and support that professional adult students need.
-Student may become a nurse educator or continue to a doctoral degree upon completion of the Master in Science in Nursing program.
-Students with STAR certification develop expertise in cancer rehabilitation and have additional job options.
KEY DIFFERENTIATORS
Expert nursing faculty to mentor and guide practicing nurses in advancing their career with salary range for Master’s prepared nurse
between $60,000 and $90,000. (BLS 2010).
Electives available in nursing education, human patient simulation in nursing education and business.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 150
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Health Information Technology Associate in Applied Science
This program, accredited by the Commission on Accreditation for Health Informatics and Information Management Education (CAHIIM), prepares
the individual to analyze, manage, and utilize patient care data and health information resources. Graduates will have an understanding of coding
information for reimbursement and research, standards and regulations regarding health information/managing medical records and health care
information. Graduates are eligible to sit for certification (RHIT).
KEY FEATURES/BENEFITS
th
-4 largest Health Information Technology program in the United States. Cutting edge in-demand healthcare degree with fast growing job market.
-Maintain highest quality standards through continuous accreditation by the Commission on Accreditation for Health Informatics and Information
Management.
- Students work closely with expert certified and credentialed HIM faculty who serve across the region, state and nationally in HIM organizations
such as President of the Michigan Health Information Management Association (state), member of Communities of Practice Advisory Committee
for Association of Health Information Management Association (national), President Mid-Michigan Health Information Management Association
(local), Western Michigan Health Information Management Association (local), and TJ Hunt has been nominated to serve on the International
Committee for AHIMA.
- Opportunity to learn from industry experts and demonstrate your abilities as a healthcare information manager prior to graduation in a guided
academic practicum experience.
KEY DIFFERENTIATORS
Award winning program: Recognized by the Michigan Health Council for innovation in education and training strategies with the
Building Michigan’s Healthcare Workforce Award (December 2012).
Outstanding results:
-100% employer satisfaction 2012 (Employer Survey 2012) & -95% of graduates willing to recommend program to a friend
(Alumni Survey 2012)
-79% pass on the Registered Health Information Technician (RHIT) certification exam 2012 (higher than national average 72%
2012).
-95% of graduates rate the level of job preparation in this program as “exceptional” (Alumni Survey 2012).
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 151
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Health Information Management Bachelor of Science
The successful graduate holding a bachelor’s degree in health information management possesses the expertise to develop, implement, and/or
manage individual, aggregate and public healthcare data collection and reporting systems. These systems ensure the quality, integrity,
availability, and the preservation of healthcare data in support of patient safety and privacy, as well as the confidentiality and security of health
information. Graduates will be eligible to sit for certification (RHIA).
KEY FEATURES/BENEFITS
-Projections from the 2010-2011 U.S. Bureau of Labor and Statistics (BLS) estimate the demand in the health information field with continue to
grow through 2020.
-Maintain highest quality standards through continuous accreditation by the Commission on Accreditation for Health Informatics and Information
Management.
-American Health Information Management Association states bachelor level salaries have increased 21% to an average of $84,790 (AHIMA).
-Graduates report 94% employment rate (Alumni Survey 2012) and 100% employer satisfaction in 2011 (Employer Survey 2011).
-94% of graduates rate the value of this DU degree as “good” or excellent” (Alumni Survey 2012) and 94% would recommend this program to a
friend (Alumni Survey 2012).
-Students work closely with expert certified and credentialed HIM faculty who serve across the region, state and nationally in HIM organizations
such as President of the Michigan Health Information Management Association (state), member of Communities of Practice Advisory Committee
for Association of Health Information Management Association (national), President Mid-Michigan Health Information Management Association
(local), Western Michigan Health Information Management Association (local), and TJ Hunt has been nominated to serve on the International
Committee for AHIMA.
-Opportunity to learn from industry experts and demonstrate your abilities as a healthcare information manager prior to graduation in a guided
academic practicum experience.
KEY DIFFERENTIATORS
Award winning program: Recognized by the Michigan Health Council for innovation in education and training strategies with the
Building Michigan’s Healthcare Workforce Award (December 2012).
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 152
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Master of Science in Health Informatics and Information Management
Davenport University's graduate program in Health Informatics and Information Management is an interdisciplinary program providing a unique
blend of business, technology and health care graduate education for current health systems environments. Reflecting the most contemporary
practices in the field, the program is structured to provide experiences in the development, implementation, and maintenance of software and data
systems; data analysis, privacy, and security; and strategic and operational resource planning; and decision making based in the informationdriven, knowledge-based health care environment in order to prepare leaders in the field of Health Information Management.
KEY FEATURES/BENEFITS
- Prepare practitioners for advanced careers and leadership roles related to the information-dependent environment of healthcare.
-Essential role within healthcare taught by industry experts.
-Program will be submitted for accreditation by the Commission on Accreditation for Health Informatics and Information Management.
-Students work closely with expert certified and credentialed HIM faculty who serve across the region, state and nationally in HIM organizations.
- The degree would combine Davenport University’s academic competitive advantages, Business, Health, and Technology, for a true interdisciplinary degree.
-Cutting edge program advocated by the American Health Information Management Association (AHIMA). Their strategic plan published in 2013
outlines the need for graduate prepared HIM professionals and the need for development of graduate degree programs.
KEY DIFFERENTIATORS
-Only graduate program in the Health Informatics and Information Management profession offered in Michigan.
-Program contains coursework in Data analytics and information security.
-This program would be eligible for accreditation by Accreditation of Health Informatics and Information Management (CAHIIM). At this
time only 8 programs in the country are accredited.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 153
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Health Services Administration Bachelor of Science
The Health Services Administration program prepares students for entry-level management positions in various health care settings or
organizations. Health services administration careers can include working in integrated health care systems, retirement and long term care
facilities, physicians’ practices, community health organizations, health care associations and insurance carriers-third party administrators.
Specialties are designed to assist students needing or desiring a more focused area of interest.
KEY FEATURES/BENEFITS
-In demand health care major essential in healthcare reform.
-Highly credentialed instructors with real world healthcare administration experience.
- Deliver curriculum to the highest quality certification standards of the Association of University Programs in Health Administration. Program
received 3 year certification November 2013.
-Completion program available for graduates with Associate’s degree in a health major.
-Completing this bachelor’s may mean a significant increase in salary: According to the U.S. Bureau of Labor Statistics (BLS) May 2010 data, the
median annual salary for an individual employed in the health services administration field is $84,270.
-Opportunity to learn from highly recognizable industry experts and demonstrate abilities as a healthcare administrator prior to graduation guided
120 hour academic practicum experience.
-High quality education that meets or exceeds industry standards.
KEY DIFFERENTIATORS
The BLS reports a projected 22% job growth rate through 2020, a faster than average pace. Davenport's overall HSA job placement rate
is 95%.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 154
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Medical Case Management Bachelor of Science
This program is designed to prepare the individual who is interested in entering or advancing in the area of medical case management. The
student will learn the components of case management including assessing, planning, implementing, coordinating, monitoring, and evaluating the
care of a client across the continuum of care.
KEY FEATURES/BENEFITS
-In demand health care job. This professional will be key in assisting people in navigating the complexities of health care reform as an informed
health care advocate
- Outlook for medical case management in
Michigan is strong, with 262 average annual job openings statewide with 80% employment rate (Alumni Survey 2012).
-Give students real world experience through medical case management practicum with the flexibility to complete online.
-A career in medical case management could earn between $61,500 to $68,000 annually, according to U.S. Bureau of Labor Statistics 2011.
-Opportunity to learn from certified medical case management experts and demonstrate your abilities prior to graduation guided academic
practicum experience.
-Geared toward the busy working adult student.
-Graduates rate this program as “exceptional” in job preparation (Alumni Survey 2012).
KEY DIFFERENTIATORS
-Only university in State of Michigan offering a Bachelor’s degree in Medical Case Management. Post Baccalaureate Certificate also
available.
-Only non- clinical program in the State of Michigan in
which graduates are approved to sit for certification after 1 year of preceptorship with a certified case manager.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 155
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Medical Assisting Associate of Applied Science Degree
The program is designed to prepare competent entry-level medical assistants in the cognitive (knowledge), psychomotor (skills), and affective
(behavior) learning domains. Students are prepared in the basics of patient care, basic laboratory practices, and medical office procedures. In
addition, students will have developed their interpersonal communication skills and acquired a foundation in both psychology and cultural diversity.
Upon completion of course work and the practicum, students are eligible to take the certification exam of the American Association of Medical
Assistants (CMA) and/or the American Medical Technologist Exam (RMA).
KEY FEATURES/BENEFITS
-Rated as the #1 in “Healthcare Careers that are Built to Last” by Yahoo Education (2012).
-In demand health care occupation. For this multi-skilled healthcare professional who is essential in assisting physicians in caring for patients in
healthcare reform.
-According to the U.S. Bureau of Labor Statistics (BLS), jobs in medical assisting are expected to grow by 31% by 2020 a much faster than
average pace. BLS (2010) reported Medical Assistants earned a salary range of $28,860-$39,570.
-Maintain highest quality standards through continuous accreditation with the Commission on Accreditation of Allied Health Education Programs.
-Experienced and highly credentialed faculty who are experts in healthcare
-Graduates are able to pass certification exams (78% in 2012) at a rate higher that the national average (68%).
-Provide intensive practicum experiences in which students are able to practice the skills and knowledge attained in class.
-96% of DU graduates are willing to recommend this program to a friend (Alumni Survey 2012).
KEY DIFFERENTIATORS
-91% of graduates secure a new position with an increase in salary upon graduation (Alumni Survey 2012) with employers reporting
100% employer satisfaction with DU graduates for the last 2 years (Graduate Survey 2011).
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 156
PROGRAM DIFFERENTIATORS
NAME OF PROGRAM
Masters of Science in Occupational Therapy
The Master of Occupational Therapy Program is designed to provide entry level education for post baccalaureate students. Graduates will be
prepared to provide occupation-focused evidenced-based care in a variety of settings serving patients across the lifespan.
KEY FEATURES/BENEFITS
-Program designed for students aspiring to one on one occupational healthcare practice.
-Extensive experiential learning is an integral part of the education experience.
-Current curriculum designed with the latest knowledge, research, theory and best practices in Occupational Therapy.
-Students will be prepared to sit for the Occupational Therapy Board exam- required, in order to practice as an Occupational Therapist.
-In 2010, the median annual salary for an individual employed in Occupational Therapy was $72,320 with projected growth rate of 33% (U.S.
Bureau of Labor Statistics, 2010) which is much faster than average for all occupations.
-Students will be highly skilled and prepared to excel in real-world practice with opportunities for advanced certification.
-One of six Masters entry level program in the State of Michigan
KEY DIFFERENTIATORS
-Master degree entry-level program created according to the highest accreditation quality standards from ACOTE with candidacy
granted Dec 2013 allowing students to begin program Fall 2014.
-Curriculum blends the best of the OT traditions with innovative and creative approaches to the discipline essential with healthcare
reform.
CONTACT INFORMATION
Dean: Dr. Karen Daley
kdaley@davenport.edu
616-871-6160
2014-15 Admission Strategic Plan
Page 157