STRATEGIC ENROLLMENT MANAGEMENT CONSULTING FOR USDE
TITLE V-FUNDED PROJECT V-COACH, HIALEAH CAMPUS
TITLE PAGE
Miami Dade College’s key contacts at SEM WORKS are listed below. Dr. Jim Black will
be your lead consultant, Pete Lindsey your primary contact, and Maggie Killoran your
project manager.
SEM WORKS
Dr. Jim Black, President/CEO
407 Pebble Ridge Court
Greensboro, NC 27455
E-mail: jblack@semworks.net
Toll Free: 800/494-3710
Fax: 336/644-7393
www.semworks.net
Primary Contact
Pete Lindsey, Director of Business Development
E-mail: plindsey@semworks.net
Toll Free: 800/494-3710
Direct: 336/339-3571
Fax: 336/644-7393
Project Manager
Maggie Killoran
E-mail: mkilloran@isothermal.edu
Direct: 828/894-3092 ext. 288
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TABLE OF CONTENTS
PART
DESCRIPTION
PAGE
1.
A. Introduction
4

Staffing and Experience
4

Community College Clients
6

Partial Client List
8
2.
B. SEM Best Practices
3.
C. Assessment of Campus Enrollment Programs
E. Assessment of Campus Retention Programs
10
10
4.
D. Strategic Enrollment Planning
13
5.
F. Development of Campus Recruitment, Marketing, and
Communications Plans
G. Development and Deployment of SEM Technology Systems
14
14
6.
Table 1 and Schedules (Timeline)
15
7.
Appendices
20
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
Dr. Black’s Vitae (unbound)

SEM WORKS Brochures (unbound)

SEM WHITE PAPER (unbound)

Endorsement Statements
9
20
3
1. A. INTRODUCTION—STAFFING AND EXPERIENCE
The SEM WORKS staff is comprised of twenty-one individuals, primarily current or
former practitioners in the field, with over 252 years of experience in higher education
and consulting. SEM WORKS has worked with over 300 higher education clients and has
extensive experience with community colleges. Recently, over sixty percent of our
current and former clients were from community colleges. Also, Dr. Black presented at
Miami Dade’s 2007 faculty and staff professional develop conference. Finally, as a
testimony to our commitment to community colleges and the students you serve, SEM
WORKS hosted the third annual Community College Enrollment Management and
Student Marketing Symposium in Cary, North Carolina, with support from the League
for Innovation in the Community College and NISOD, a corporate partner of SEM
WORKS. Also, last year we offered the Community College Student Success Institute,
which was held in Palm Springs, California. Through these annual events, market
research we have conducted at numerous two-year institutions, and related publications,
SEM WORKS will continue to invest in and support the mission of community colleges.
Jim Black, Ph.D., President and CEO
Project Responsibilities: Lead Consultant
The president and CEO of SEM WORKS, Dr. Jim Black, is the
founder of the National Conference on Student Retention in
Small Colleges, and cofounder of the National Small College
Admissions Conference and the National Small College
Enrollment Conference. He formerly served as the director of
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1. A. INTRODUCTION—STAFFING AND EXPERIENCE
AACRAO’s Strategic Enrollment Management Conference.
Dr. Black has published a monograph titled, Navigating Change in the New Millennium:
Strategies for Enrollment Leaders, and three books, The Strategic Enrollment
Management Revolution, considered to be a groundbreaking publication for the
enrollment management profession, Gen Xers Return to College, and Essentials of
Enrollment Management: Cases in the Field. Among his other published works are
numerous articles and book chapters including a feature article in College & University,
“Creating Customer Delight”; a chapter, “Creating a Student-Centered Culture,” for a
book on best practices in student services published by SCUP and sponsored by IBM; a
chapter on enrollment management in a Jossey-Bass book on student academic services;
as well as a bimonthly feature in The Greentree Gazette.
Black was honored as the recipient of the 2005 AACRAO Distinguished Service Award.
He has been interviewed by publications such as The Chronicle of Higher Education,
Converge Magazine, The Enrollment Management Report, The Lawlor Review, and was
interviewed for AACRAO’s Data Dispenser. Black also was featured in an international
teleconference on enrollment management sponsored by The Center for the Freshman
Year Experience at the University of South Carolina, and a PBS broadcast on “Blending
High Tech and High Touch Student Services.” Since 1999, Jim Black has been an IBM
Best Practices Partner, one of only twenty-three in the world. He was invited by The
College Board to Heidelberg, Germany, to evaluate the APIEL Exam and most recently
was invited to lead conferences on enrollment management and student services in the
United Kingdom and the Netherlands.
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1. A. INTRODUCTION—STAFFING AND EXPERIENCE
Dr. Black has served on the boards of several technology companies and has consulted
with companies such as Microsoft, Blackboard, and the SAS Institute. Higher education
clients have included two-year, four-year, public, and private institutions. Jim earned a
B.A. in English education and an M.A. in higher education administration from the
University of South Carolina, as well as a Ph.D. in higher education curriculum and
teaching from The University of North Carolina at Greensboro.
1. A. INTRODUCTION—SEM WORKS’ COMMUNITY COLLEGE CLIENTS

Seminole Community College: enrollment audit

St. Petersburg College: enrollment management audit of the system and
enrollment management plan

Randolph Community College: marketing study, image analysis, marketing/
communications audit

Quinsigamond Community College: enrollment audit, recruitment training, and
market research

North Shore Community College: marketing and branding, market research,
enrollment planning retreat, marketing retreat, enrollment projection model

Springfield Technical Community College: enrollment audit, marketing, market
research, and Web development

Capital Community College: enrollment audit, one-stop consulting, customer
service training—part of a Title III grant

St. Louis Community College: marketing and branding, market research

Trident Technical College: admissions and registration audit
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1. A. INTRODUCTION—SEM WORKS’ COMMUNITY COLLEGE CLIENTS

Community College of Baltimore County: enrollment and student services audits
and enrollment planning, market analysis, student recruitment audit

Confederation College (Canada): enrollment and marketing audit, enrollment
planning, market research, process reengineering, and business analytics

Aiken Technical College: enrollment audit, SWOT analysis, market analysis,
enrollment planning process

Durham College (Canada): enrollment management audit

South Carolina Technical College System: student services workshop

Truckee Meadows Community College: enrollment plan and customer service
training

George Brown (Canada): enrollment management audit

Northwestern Michigan College: enrollment, student services workshops

Trenholm State Technical College: enrollment audit
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1. A. INTRODUCTION—PARTIAL CLIENT LIST
St. Petersburg College
Michigan Community College
Association
South Carolina Technical Community
College System
Northwestern Michigan College (2year)
Robert Morris College (2-year)
Sir Sandford Fleming College (2-year
Canada)
Quinsigamond Community College
Terra Community College
Community College of Baltimore
Central Carolina Technical College
County
Randolph Community College
Aiken Technical Community College
University of Vermont
North Shore Community College
Ferris State University
Southern Piedmont Community
South Texas College
College
Buffalo State College
Sierra College
Southeast Missouri State University
Edison Community College
University of Maine at Machias
Truckee Meadows Community College
Slippery Rock University
Capitol Community College
University of California at Santa Cruz
Lansing Community College
Adams State College
Seminole Community College
Medical University of South Carolina
St. Clair Community College
Cochise College
St. Louis Community College
Arkansas State University
Trenholm State Technical College
University of Wisconsin at Eau Claire
Springfield Technical Community
Washington Community College
College
Lexington Community College
George Brown College (2-year
Canada)
System
University of Texas at Dallas
Indiana University Purdue University
Indianapolis
Durham College (2-year Canada)
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2. B. SEM BEST PRACTICES
We are SEM WORKS, and as our name suggests, strategic enrollment management is
what we do best. Our collaborative approach fosters buy-in across campus and educates
key constituents regarding best practices in enrollment management. Common enrollment
management methodologies employed by SEM WORKS include: strategic plan-aligned;
objective-based; student-centered, promise-oriented; market-driven; and net revenue
driven. Examples of tools and techniques include strategic enrollment management
audits, interviews and focus groups with key constituents, SWOT analyses, affinity
diagrams, enrollment management planning, and on-site observations of key enrollment
offices.
PROJECT PHASES
SEM WORKS will approach the project in four phases.
 Assessment
 Planning
 Implementation
 Evaluation
3. ASSESSMENT
C. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMS
E. ASSESSMENT OF CAMPUS RETENTION PROGRAMS
1. Develop a detailed consulting visit agenda for MDC
2. Review of MDC trend data, competitor information, survey data, publications and
Web sites, strategic plans, enrollment plans, organizational charts, and related
documents
3. Review of related workflow in enrollment and retention offices
4. Audit existing enrollment and retention practices
5. Observations in enrollment offices
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3. ASSESSMENT
C. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMS
E. ASSESSMENT OF CAMPUS RETENTION PROGRAMS
6. Submit a written enrollment audit report complete with observations, detailed
recommendations, and a prioritization of initiatives.
Four-day Enrollment Management Audit
Dr. Jim Black, your lead consultant, will conduct a four-day enrollment management
audit to assess MDC’s enrollment management structure, marketing and recruiting
strategies, and retention programs, and SEM software to support the V-Coach Systems
Initiative.
During the off-site preliminary review, Dr. Black will examine institutional trend data,
market research, competitor information, retention data, yield data, survey data,
publications and Web sites, strategic plans, enrollment plans, marketing, advertising and
recruiting budgets, organizational charts, and satisfaction and service data. This review
will inform and direct the four-day audit and student focus groups.
Marketing, retention, and recruiting initiatives will be assessed based on their fit with the
College’s mission and vision and return on investment (ROI). The relative value of
strategies and tactics will be measured by the potential and actual impact each has on
increasing the College’s enrollment. SEM WORKS will recommend enhanced
allocations of financial and human resources for high-yield low-cost strategies and
tactics. Objectives also will be examined and assessed for synergy, duplication, and
potential conflicts. This process could result in the reallocation of funds and staff time as
well as possible requests for additional financial or human capital.
Dr. Black also will assess SEM software vendors and their products and offer
recommendations for software procurement in support of the V-Coach Systems Initiative.
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3. ASSESSMENT
C. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMS
E. ASSESSMENT OF CAMPUS RETENTION PROGRAMS
On-site Audit Visit
During the four-day audit, Dr. Black will conduct interviews with Dr. Miles, enrollment,
financial aid, and retention staff, marketing professionals, Enrollment Management
Committee (if appropriate), and faculty to assess existing marketing, recruiting, retention,
budgets, and staffing, barriers to new and returning student enrollment and opportunities,
market penetration, gap identification, and effectiveness of institutional branding. Three
student focus groups will be conducted consisting of: traditional students (1);
nontraditional/adult learners (1); and workforce development students (1), all balanced
for gender and ethnicity. This informed and collaborative approach will generate
strategies for MDC to create an integrated strategic enrollment management plan that
includes plans for retention, student recruitment, marketing, and communications that
will have broad institutional support.
Dr. Black will spend time in the enrollment offices observing daily operations and
analyzing workflow to identify opportunities to improve recruiting (inquiry generation,
application processing, and conversion strategies, etc.), marketing, retention, and
communications strategies (Web marketing, media mix, resource allocation, etc.).
Audit Report
At the conclusion of the visit, Dr. Black will provide an executive summary of findings
and submit a written report for review and feedback in four to five weeks. The final
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3. ASSESSMENT
C. ASSESSMENT OF CAMPUS ENROLLMENT PROGRAMS
E. ASSESSMENT OF CAMPUS RETENTION PROGRAMS
report will reflect changes that do not compromise the integrity of the report. Using a
combination of the physical evidence described above along with secondary data sources,
on-campus interviews, focus groups, and direct observations of existing practices, Dr.
Black will utilized a research method known as “triangulation” to validate findings. Any
finding supported by all three research techniques will be considered to be valid. A
complementary method called “pattern matching” will be used to validate findings that
did not appear to be triangulated. Pattern matching describes reoccurring themes that
emerge from one or more of these research techniques.
The report will include an introduction, college context, strategic opportunities,
integrated marketing opportunities, inquiry generation, prospective student cultivation,
service delivery, student retention strategies, and antecedents for success, (staffing,
resources, organizational structures, leadership support, etc.). Dr. Black also will offer
recommendations for software procurement in support of the V-Coach Initiative and
evaluative feedback on developed V-Coach systems. Recommendations will be
prioritized as MC (mission critical), E (essential), and D (desired). MDC is encouraged to
work first on items denoted as “mission critical.” In year two of implementation, address
the items listed as “essential,” and in year three, work on items that are identified as
“desired.”
Based on the off-site preliminary review and four-day audit, Dr. Black will recommend
appropriate measures and strategies to evaluate progress and success. The focus will be
on activities and strategies that will lead MDC to maximum return on investment (ROI).
Recommendations will be prioritized as mission critical (MC), essential (E), and
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desirable (D).
4. PLANNING
D. STRATEGIC ENROLLMENT PLANNING
7. Kick off the SEM planning process and strategic enrollment management retreat
with designated enrollment leaders, retention leaders, marketing staff, and related
work teams.
8. Facilitate the creation of an overview of the enrollment context from student focus
groups, audit results, and on-going initiatives.
9. Decide on a planning model that takes into account and leverages existing structures
and planning processes.
10. Assist in the identification of key performance indicators and other evaluation
metrics.
11. Review and prioritize recommendations using small groups for designated areas of
interest and large groups for prioritization.
12. Organize high priority items by affinity group (e.g., recruitment, marketing, retention,
academics, enrollment, research).
13. Identify work teams organized around high priority items.
14. Submit brief reports to the V-Coach Project Director outlining progress to date,
recommended midcourse adjustments, and related implementation strategies.
15. Conduct a formative evaluation of the planning process, related deliverables, and the
early stages of implementation.
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5. IMPLEMENTATION
F. DEVELOPMENT OF CAMPUS RECRUITING, MARKETING, AND
COMMUNICATIONS PLANS
G. DEVELOPMENT AND DEPLOYMENT OF SEM TECHNOLOGY SYSTEMS
16. Provide ongoing feedback and coaching.
17. Based on the audit findings and recommendations and Dr. Black’s research, facilitate
the development and deployment of SEM Technology Systems.
18. Dr. Black will submit a final comprehensive SEM Plan that will include
marketing/communications and retention plans. The SEM plan will include an
introduction, enrollment vision, environmental scan, market position, guidelines for
SEM planning, internal EM planning campaign, and easy-to-read tables that include
strategic opportunities, related strategies, antecedents for success, lead unit/
individual, target audience, action items, start time, objective, effectiveness measure,
and objective outcome.
19. Conduct a summative evaluation of the execution of the plan and the degree to which
objectives have been met.
20. Submit a written report describing the findings and related recommendations for
improvement and sustainability.
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6. TABLE 1 AND SCHEDULES (TIMELINE)
PROJECT TIMELINE
The following chart outlines a suggested work plan and schedule with an estimated start date in
the first week of June 2008. This schedule may be modified by mutual agreement between SEM
WORKS and MDC.
Activity
Timeline
Methodology
Develop a planning
June, week 1,
team and detailed
2008
consulting visit agenda
for MDC
Dr. Black will work in collaboration with the VCoach Project Director to agree on a schedule,
composition of an Enrollment Management Planning
Committee (EMPC) and MDC will be responsible
for making related arrangements.
Conduct off-site
review in preparation
of audit
June, week 1
Dr. Black will review institutional trend data,
competitor information, survey data, publications
and Web sites, strategic plans, enrollment plans,
organizational charts, retention plans, and related
documents.
Review of related
workflow in
enrollment and
retention offices
June, week 1
Staff in enrollment offices will be asked to provide
process maps that outline workflow and will be
discussed during the interviews with staff.
Four-day enrollment
management audit of
enrollment and
retention practices,
and assessment of the
V-Coach Systems
Initiative ($16,000)
June, week 2
Student focus groups and interviews of faculty and
staff will assess existing practices and barriers to
enrollment, retention and student services, and the VCoach Systems Initiative. College offices included
will be from the functional areas of the president,
recruitment, marketing, financial aid, enrollment
management, retention, counseling and advising, etc.
Observations in
enrollment offices
June, week 2
Dr. Black will spend time in each functional area
observing daily operations to identify barriers and
improvement opportunities.
On-site report
June, week 2
An executive briefing of preliminary findings will be
provided on-site at the conclusion of the four-day
audit and recommendations that require immediate
action in order to impact next semester’s enrollment
outcomes will be identified.
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6. TABLE 1 AND SCHEDULES (TIMELINE)
PROJECT TIMELINE
Activity
Timeline
Methodology
Submission of a
written audit report
($2,500)
Approximately
one month
after the initial
visit
Kick off the SEM
planning process and
strategic enrollment
management planning
retreat (three 2-day
visits, $24,000)
July
August
September
Dr. Black will provide a preliminary draft for review
and comment, and the final draft will incorporate
suggested changes that do not compromise the
integrity of the report. The report will be complete
with observations, detailed recommendations, and a
prioritization of initiatives to impact enrollment and
retention, evaluative feedback on the V-Coach
systems, and recommended SEM software vendors
to support the V-Coach Systems Initiative.
Dr. Black will kick off the planning process with a
SEM planning retreat that will include designated
enrollment and retention leaders, marketing staff, and
related work teams. The focus will be on issues that
may derail or impede implementation of the SEM
plan.
Facilitate the creation
of an overview of the
enrollment context
July
August
September
As part of the SEM planning retreat, Dr. Black will
facilitate the development of MDC’s enrollment
context from audit results and on-going initiatives.
Decide on a planning
model
July
August
September
As part of the SEM planning retreat, Dr. Black will
facilitate a decision on a planning model that takes
into account and leverages existing structures and
planning processes.
Assist in development
of effectiveness
measures
July
August
September
As part of the SEM planning retreat, Dr. Black will
assist in the identification of key performance
indicators and evaluative metrics related to strategic
opportunities.
Review and prioritize
recommendations
July
August
September
Recommendations will be prioritized using small
groups for designated areas of interest and large
groups for prioritization.
Organize high priority
items
July
August
September
High priority items will be organized by affinity
group (e.g., recruitment, marketing, retention,
academics, enrollment, research).
Implementation
facilitation (two 2-day
visits, $16,000)
October
Work teams will be organized around high priority
items.
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6. TABLE 1 AND SCHEDULES (TIMELINE)
PROJECT TIMELINE
Activity
Timeline
Methodology
Submit brief reports to the
V-Coach Project Director
Ongoing
Conduct a formative
evaluation of the planning
process, related
deliverables, and the early
stages of implementation
(one 2-day visit, $8,000)
October
Submit brief quarterly and
annual reports to the VCoach Project Director
Ongoing
Dr. Black will provide a
preliminary draft for review
and comment, and the final
draft will incorporate
suggested changes that do
not compromise the
integrity of the report.
Review and comment on
the final plan
Upon completion of the
final plan
Provide ongoing feedback
and coaching ($12,000)
Ongoing for one year
(September 2009)
Phone, e-mail, fax, mail
exchange will take place
between Dr. Black and the
V-Coach Project Director
Unlimited phone, e-mail,
fax, mail exchange with Dr.
Black and the V-Coach
Project Director.
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Reports will outline
progress to date,
recommend midcourse
adjustments, and related
implementation strategies.
Using Stake’s Countenance
Model, Dr. Black will
compare intended
objectives with observations
on three levels: (1)
implementation
antecedents, (2) transactions
or execution, and (3)
outcomes.
17
6. TABLE 1 AND SCHEDULES (TIMELINE)
PROJECT TIMELINE
Activity
Timeline
Submit a final SEM plan
($6,000)
One month after final visit
Conduct a summative
evaluation of the execution
of the plan and the degree to
which objectives have been
met (one 1-day visit,
$4,000)
The final visit will occur
within six months of the
completion of the strategic
enrollment plan
Submit a written report
describing the findings and
related recommendations
Approximately one month
after the visit
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Methodology
Dr. Black will submit a
final comprehensive SEM
Plan that will include
marketing/communications
and retention plans. Plans
will be presented in easy-toread tables that include
strategic opportunities,
related strategies,
antecedents for success,
lead unit/individual, target
audience, action items, start
time, objective,
effectiveness measure, and
status of objectives.
Using Stake’s Countenance
Model, Dr. Black will
compare intended
objectives with observations
on three levels:
(1) implementation
antecedents
(2) transactions or
execution
(3) outcomes.
Dr. Black will provide a
preliminary draft for review
and comment, and the final
draft will incorporate
suggested changes that do
not compromise the
integrity of the report.
18
6. TABLE 1 AND SCHEDULES (TIMELINE)
PROJECT TIMELINE
#
ITEM DESCRIPTION
1.
2.
3.
4.
5.
5.1.
5.2.
5.3.
5.4.
5.5.
5.6.
Conduct SEM review to assess current status
of campus enrollment programs and make
recommendations to align efforts to achieve
enrollment outcomes.
Perform strategic enrollment planning by
supplying templates for organizing
enrollment goals to facilitate campus-wide
dialog to develop a comprehensive set of
enrollment goals with institutional
consensus.
Conduct an analysis of current campus
retention efforts; identification of areas of
greatest need; and assistance in developing a
retention plan for long-term success.
Supply strategies, tools, and techniques to
project staff for the development of campus
recruitment, marketing, and communications
plans.
Assist the campus in implementing
automated SEM systems by:
Introducing SEM principles to project staff
through consultation sessions and
workshops,
Analyzing and improving targeted outcomes
for systems implementation,
Conducting high-level review of campus
business practices, offering
recommendations for revisions to align
practices more effectively with the new
strategic enrollment management systems,
Advising the project staff in the organization
and prioritization of implementation steps,
Assess SEM software vendors and their
products, offering recommendations for
software procurement in support of the VCoach Systems Initiative, and
Offer evaluative feedback on developed VCoach systems.
336/339-3571
EST.
HRS.
18.52
(Four-day
audit &
report/3)
72.07 (3
two-day
visits)
PRICE
PER HR.
$333/hr.
TOTAL
COST
$6,166.68
$333/hr.
$24,000
18.52
$333/hr.
(Four-day
audit &
report/3)
18.52
$333/hr.
(Four-day
audit &
report)
138.14
$333/hr.
(Seven
days of
site visits,
written
SEM plan,
and 12
months of
remote
consulting
assistance)
$6,166.68
$6,166.68
$46,000
19
7. APPENDICES
Dr. Black’s curriculum vitae, list of publications, writing sample, and SEM WORKS
brochure are included unbound.
ENDORSEMENT STATEMENTS
University of West Florida
Deborah L. Ford
Vice President for Student Affairs
1100 University Parkway
Pensacola, FL 32514
850/474-2214 or dford@uwf.edu
“Jim Black and SEM WORKS have supplied our institution with a thorough review of
the challenges and opportunities related to improving recruitment, retention, and
service for our students. He and his staff took the time needed to get to know us and
then offered their insights and ideas about how to make enrollment management work
for us. I highly recommend Jim, and I know he provides sound advice from an
educator's point of view.”
Deborah L. Ford, Vice President for Student Affairs
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7. APPENDICES— ENDORSEMENT STATEMENTS
Community College of Baltimore County Maryland, 2006–2007
Sandra Kurtinitis, Ph.D., President
7201 Rossville Blvd.
Baltimore, MD 21237
416/918-4015 or skurtinitis@ccbcmd.edu
SEM WORKS conducted audits for the areas of enrollment management and student
services. Following these audits, SEM WORKS will facilitate the development of a
comprehensive enrollment plan, the creation of a back office processing center, and onestop student services at each of CCBC’s three campuses and two extension centers.
“We have been very pleased with the work of Dr. Jim Black and the SEM WORKS
team. It was clear from the start that Jim had thoroughly prepared for the enrollment
management and student services audits before he stepped foot on our campus. This
preparation and his analytical and approachable manner during the audits enabled
him to understand our culture, identify our critical issues, and move to smart strategic
recommendations. Jim clearly understands the complexities of a multicampus
community college system. We look forward to an integrated enrollment management
plan that will improve our student services and grow our enrollment.”
Sandra Kurtinitis, Ph.D., President
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7. APPENDICES— ENDORSEMENT STATEMENTS
St. Petersburg College, 2007
Doug Duncan, Director of Human Resources
P.O. Box 13489
St. Petersburg, FL 33733-3489
727/341-3246 or duncand@spcollege.edu
SEM WORKS conducted a four-day enrollment management audit of St. Petersburg
College’s ten campuses and centers. The audit included such functional areas as
recruitment, marketing, enrollment management, retention, counseling, and advising, as
well as career planning and placement. The comprehensive audit served as the basis for
the development of an integrated strategic enrollment plan for all campuses and centers.
“We are grateful for Dr. Black's work in helping St. Petersburg College consolidate
and streamline the way in which we recruit, retain, and enroll students. He clearly
understands the issues faced by colleges as they evolve from a single entity into
complex, multicampus institutions with diverse programs and methods of delivery.
Jim's knowledge and expertise are evident through his insightful and collaborative
approach to information gathering and problem solving."
Doug Duncan, Director of Human Resources
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7. APPENDICES— ENDORSEMENT STATEMENTS
St. Louis Community College, 2005
Pat Crowe, Director of Communications
300 South Broadway
St. Louis, MO 63102-2810
314/539-5141 or pcrowe@stlcc.edu
SEM WORKS consulted with the four college campuses of St. Louis Community
College and conducted a comprehensive audit of existing communications and branding
practices including the College’s recruitment publications/Web site, logos and marks,
promotional materials, standards and graphics, etc.; analyzed existing market research;
administered a competitor analysis; developed a brand identity and marketing strategies;
completed Web site development; created strategies for Internet Marketing; and
developed collaterals, print, broadcast, and Out-of-Home Advertising. SEM WORKS
established a detailed consulting agenda consulted with the college to include: a
comprehensive audit of communications and branding practices; brand identity and
marketing plan; Web site development; Internet marketing; collateral development; and
print and broadcast out-of-home advertising.
"We have been impressed with the branding and marketing consulting work that SEM
WORKS has done for St. Louis Community College. Dr. Black and the SEM WORKS
team have carefully explored and assessed our culture and image. Dr. Black is highly
skilled at analyzing complex issues and providing smart, realistic, and creative
solutions. Thanks to SEM WORKS we are building a powerful brand through a
focused strategic marketing plan that will enhance our market position and sustain us
for many years to come."
Pat Crowe, Director of Communications
336/339-3571
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7. APPENDICES— ENDORSEMENT STATEMENTS
Springfield Technical Community College, 2005–2006, eighteen months
Dr. Patrick E. Tigue, Vice President of Enrollment Management
One Armory Square, P.O. Box 9000, Suite 1
Springfield, MA 01102-9000
413/755-4402 or tigue@stcc.edu
SEM WORKS performed an Enrollment Audit, conducted market research, developed a
marketing plan and branding strategy, redesigned the College’s Web site, hosted an
enrollment management retreat, and presented a customer service workshop.
"We have been delighted with the careful and insightful work that Dr. Black and SEM
WORKS have done for Springfield Technical Community College. The enrollment
audit was comprehensive and the report was detailed, focused, and very easy to read.
Also, as we work with Dr. Black on our marketing plan, it is clear that he is an
attentive listener who demonstrates a deep understanding of our issues and the unique
culture of community colleges."
Dr. Patrick E. Tigue, Vice President of Enrollment Management
336/339-3571
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7. APPENDICES— ENDORSEMENT STATEMENTS
Quinsigamond Community College, 2005–2006, one year
Steve Sullivan, Vice President for Enrollment and Student Services
670 W. Boylston Street
Worcester, Massachusetts 01606-2092
dbsullivan@qcc.mass.edu or 508/853-2300
SEM WORKS provided the following consulting services for Quinsigamond
Community College in Worcester, Massachusetts: an audit of data collection, analysis,
and tracking procedures; prioritization of recommendations for improving existing
communication, marketing, and recruitment plans; clarification of QCC’s message and
mission as they relate to the enrollment process and outcomes; an instrument and a
process for collecting, analyzing, and incorporating customer service feedback into
continuous improvement of enrollment processes; an assessment of Admissions Office
staffing needs based on national staffing patterns, the scope of the operation, and the
objectives of the institution; an analysis of the existing and potential student markets
using institutional data as well as external data regarding demographic, economic, and
job trends; an image study specific to the institution’s influence of student enrollment
decisions on the local community; a competitor analysis of the top five competitors for
students; a branding strategy with a clearly defined brand identity and detailed action
plan; a market demand analysis for instructional programs; Web site development; and
recommendations regarding the optimal use of portal and e-mail technology to support
and enhance enrollment management practices.
336/339-3571
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7. APPENDICES— ENDORSEMENT STATEMENTS
“Jim was sensitive to the culture of our school and in recognizing our uniqueness,
which was taken into account when dealing with the issues at hand. Due to this, we
were given a terrific report with appropriate objectives tailored to our institution. No
cookie cutter analysis and solutions from SEM WORKS! Most important of all, our
spring headcount is up 7% from last year and 4% compared to the previous spring.
Our fall comparison numbers for new student inquiries, apps., and accepts are
literally up in the 20% area from a year ago. We are delighted!”
Steve Sullivan, Vice President for Enrollment and Student Services
Enrollment Success:

Enrollment increased 2% from fall 2005 to fall 2006, and 7% from spring 2006
to spring 2007.

The fall 2007 headcount and credits are the highest in the college’s history.
Compared to last fall, the headcount is up 10.55% and credits are up 11.20%.
336/339-3571
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7. APPENDICES— ENDORSEMENT STATEMENTS
Salem College
Krispin Barr
Dean of Students
Winston-Salem, NC 27108-0548
Phone: 336/721-2627
E-mail: barr@salem.edu
SEM WORKS conducted a comprehensive retention audit that included a review of
existing practices and retention trend data. Opportunities for improvement as well as gaps
in retention strategies were identified in areas such as academic advising, the first-year
experience, support services, and the Salem Signature.
“Dr. Black’s extensive experience in enrollment management and his understanding of
how things work inside the Academy enabled him to identify retention issues at Salem
College that we did not see and provide a review and implementation process that was
exceptional. He helped us focus our valuable time and energy on customized retention
solutions where we could have the greatest impact and see positive results right
away. We learned how to work smarter, not harder, which has been a tremendous gift
given our limited staff and resources.”
Krispin Barr, Dean of Students
336/339-3571
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