SEM WORKS, LLC
Regional University Shared Services Study
RFP # 2008–02
TABLE OF CONTENTS
Tab 1:
Title Page
3
Tab 2:
Experience
4
Tab 3:

Similar Reviews and References
4

Partial Client List
9

Company Profile
10

Staff Biographies and References
11
Scope of the Work
18

Process and Components
18

Timeline
23
Tab 4:
Cost Summary
25
Tab 5:
Summary Statement
26
2
TAB 1: TITLE PAGE
SEM WORKS’ PROPOSAL FOR RFP #2008–02,
REGIONAL UNIVERSITY SHARED SERVICES STUDY,
MARCH 17, 2008
SEM WORKS
Dr. Jim Black, President and 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
Project Management
Ginger Gibson Marr, Project Manager
E-mail: gmarr@semworks.net
Toll Free: 800/494-3710
Direct: 803/322-2006
3
TAB 2: SIMILAR REVIEWS AND REFERENCES
1. Experience
Experience with Regional University administrative and student services
operations:
a. Please provide evidence of the successful completion of similar reviews
for higher education. Please provide the name, address, and telephone
number of an appropriate contact person(s) for such projects.
North Carolina Central University, 2005
Janice Harper, Ph.D., Assistant Vice Chancellor for University Programs
801 Fayetteville St., Durham, NC 27707
336/530-5069 or jharper@nccu.edu
SEM WORKS conducted an audit of services provided to students and
provided recommendations for improvement. Dr. Black facilitated a campuswide effort to develop a customer service plan. As part of the project, we
drafted the initial plan, gathered feedback on the proposed plan, and sought
campus buy-in through meetings with key internal constituents along with
presenting service concepts at the institution’s yearly convocation for faculty
and staff.
“Jim Black of SEM WORKS conducted an audit of existing servicerelated practices and customer service issues as it relates to
retention and student satisfaction. The final report was comprehensive, detailed, and addressed the uniqueness of the culture of our
institution. It included a summative evaluation of suggested action
steps,
effectiveness
measures,
implementation
strategies,
and
recommendations for continuous improvement. Jim has the ability to
work with diverse groups, build consensus, and possesses a keen
insight for developing solutions to complex problems and issues. In
addition, Jim conducted workshops for our Faculty and Staff, which
included best practices in customer service as it relates to retention
and student satisfaction. Our faculty and staff were very impressed
with his excellent presentation skills, graphic display of information,
current statistics, and supporting data to support the best practices.
4
TAB 2: SIMILAR REVIEWS AND REFERENCES
1.a. (cont.)
We were extremely pleased with Jim’s work and look forward to
working with him again in the near future.”
Janice Harper, Ph.D., Assistant Vice Chancellor for University
Programs
5
TAB 2: SIMILAR REVIEWS AND REFERENCES
1. a. (cont.)
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 ten 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
6
TAB 2: SIMILAR REVIEWS AND REFERENCES
1. a. (cont.)
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 one-stop 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 multi-campus 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
7
TAB 2: SIMILAR REVIEWS AND REFERENCES
1.a. (cont.)
Eastern Oregon University
Dr. Michael Jaeger, Provost and Vice President for Academic Affairs
Inlow Hall
One University Boulevard
LaGrande, OR 97850
541/962-3544 or mjaeger@eou.edu
SEM WORKS conducted a comprehensive four-day enrollment management
audit including a review of existing institutional inquiry, application and
retention trend data, gender and racial data, market research, survey data,
financial aid allocation strategies, organization charts, marketing budgets,
competitor information, communications materials, collaterals, Web sites,
marketing, recruiting, and retention plans. Emphasis was placed on a review
of data and strategies that explain and impact the EOU’s brand, marketing,
admissions policies, retention programs, and financial aid processes. Goals
included strategies to: increase applicant pools; improve and stabilize yields
at inquiry, application and enrollment stages; financial aid packaging;
follow-up activities after inquiry and application, improve retention rates by
assessing student services, increase demographic diversity and/or ethnic
diversity; and activities to evaluate progress and success.
8
TAB 2: EXPERIENCE—PARTIAL CLIENT LIST,
1. a. (cont.)
Eastern Oregon State University
University of Regina (Canada)
South Carolina Technical Community
Aiken Technical College
College System
Truckee Meadows Community College
Michigan Community College Association
Fayetteville State University
St. Louis Community College
Springfield Technical Community College
St. Petersburg College
University of Windsor (Canada)
University of California at Santa Cruz
College of Saint Rose
Community College of Baltimore County
Paisley University (Scotland)
Arkansas State University
Northwestern Michigan College (2-year)
North Carolina Central University
Lenoir-Rhyne College
East Stroudsburg University
William Paterson University
University of Vermont
Kettering University
University of Wisconsin at Eau Claire
North Shore Community College
Indiana University Purdue University
Edison Community College
Indianapolis
Robert Morris College (2-year)
University of Missouri-Kansas City
Mars Hill College
The University of West Florida
Randolph Community College
Buffalo State College
George Brown College (2-year Canada)
Ferris State University
Capital Community College
Quinsigamond Community College
Carson Newman College
University of Victoria (Canada)
Salem College
East Stroudsburg University
City University of New York
Southeast Missouri State University
New England Culinary Institute
University of Maine at Machias
Winona State University
Slippery Rock University
Roosevelt University
University of Idaho
Adams State College
The University of Texas at Dallas
Confederation College (Canada)
Southern New Hampshire University
Cochise College
University of Saskatchewan (Canada)
9
TAB 2: EXPERIENCE—COMPANY PROFILE, 1.a. (cont.)
Jim Black and Associates, Inc., converted to SEM WORKS in February of 2004
as an LLC. Prior to February 2004, Jim Black and Associates, Inc., had been
working and performing services in the higher education consulting industry
for ten years. SEM WORKS was founded by Dr. Jim Black and is grounded in
a long history of higher education clients through consulting and professional
development. The combined experience of the SEM WORKS team includes
more than 300 higher education clients from five countries. SEM WORKS
staff has experience with community colleges, technical colleges, four-year
public and private institutions, graduate and professional schools, proprietary
schools, nonprofit and for-profit organizations, and college and university
systems.
While our core business is consulting, we also provide some of the best
conferences, technology services, on-site training opportunities, market
research, and creative services in the industry. SEM WORKS offers creative
and technology solutions designed to improve enrollment and development
outcomes without overtaxing the client’s resources such as budgets, staffing,
and IT support.
Using our technology services, we can provide institutions with turnkey
solutions
for
Web
development,
e-mail
customization,
portal
content
management, and a variety of other marketing and retention tools.
SEM WORKS provides consulting services to colleges and universities needing
to assess existing operations and develop related plans. Areas of consulting
include:
Student Retention
Process Redesign
Organizational Structure
Marketing
Administrative and Student Services
Organizational Change
Enrollment Management
Relationship Management
Customer Service
Web Development
Branding
Student Recruitment
Graphic Design/Publication Development
Electronic Communications
10
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES, 1.a. (cont.)
1. b. Please identify specific person(s) who would be responsible for the proposed
work and include a brief resume for each. Please list references for each person
identified, including name, address, and phone numbers of appropriate reference
contact persons.
The SEM WORKS staff is comprised of twenty-one individuals, primarily current or
former practitioners in the field. We are able to share our expertise, talents, and
innovations with SEM WORKS clients and work to reinforce some of the fundamental
tenets of best practices in higher education. Our first priority is your SUCCESS. In
working with our management, consulting, or creative team, you will learn first-hand
that we strive to ensure your needs are met.
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 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.
11
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES, 1.a. (cont.)
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.
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.
References:
Rick Stripling, Vice Chancellor
Arkansas State University
PO Box 189
Jonesboro, Arkansas 72467
ricks@astate.edu or 870/972-2048
Robert Smith, President
Slippery Rock University
Old Main
Slippery Rock, PA 16057
robert.smith@sru.edu or 724/738-2001
Steve Sullivan, Vice President for Enrollment and Student Services
Quinsigamond Community College
Worcester, Massachusetts 01606-2092
dbsullivan@qcc.mass.edu or 508/853-2300
12
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES,
1. b. (cont.)
Theresa Waterbury, Director of Institutional Research, Winona
State University
Expertise: Process Reengineering
Theresa Waterbury is the director of Institutional Research
and
an
adjunct
faculty
member
at
Winona
State
University. She has a strong statistical background and an
M.Ed. in human resource development from the University
of Minnesota. Currently, she is a doctoral student in
organization and management. Her professional experience includes nine years of extensive work in the area of quality
management and improvement, and eight years in the area of
assessment and research.
Theresa has facilitated a number of process improvement teams to
improve student, staff, and faculty satisfaction and to eliminate nonvalue-added activities. Areas in which she has experience include student
services (transfer students, admitted students, advising, on-going
registration,
first-week
program,
preparing
for
graduation,
and
withdrawing from the university), human resources, and student life
cycle. Process mapping is a significant component of the team activities.
Theresa is Lean certified in business applications. Lean concepts and
applications have widely been accepted in manufacturing and service
industries as a model to improve services, reduce costs, shorten leadtimes, and delight customers. Theresa’s dissertation topic is a Lean
implementation strategy for higher education and services.
References:
Mary J. Gander, Ph.D.
Professor Emeritus of Business Administration and Operations Management
Winona State University
219 7th Street
Winona, MN 55987
mgander@winona.edu or 507/358-3009
Ann MacDonald, Leadership Institute Director
Winona State University
P.O. Box 5838
Somsen 109B
Winona, MN 55987
AMacdonald@winona.edu or 507/457-5085
13
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES,
1. b. (cont.)
References for Theresa Waterbury (cont.)
Maggie McDermott, Ph.D.
Assistant Professor Marketing
Winona State University
Somsen 102
P.O. Box 5838
Winona, MN 55987
MMcDermott@winona.edu or 507/457-2794
Kathy Kimpton
Director of Student Success and Registrar
Confederation College
P.O. Box 398
1450 Nakina Drive
Thunder Bay, ON, Canada
P7C4W1
807/475-6364 or kkimpton@confederation.on.ca
14
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES, 1.b. (cont.)
Ginger Gibson Marr, Project Responsibilities: Project Manager
Ginger has managed over sixteen projects for SEM WORKS for clients from
colleges, community colleges, and universities, and she is currently serving
in her third year as SEM WORKS’ Conference Director. She has over twelve
years of experience in college admissions at Winthrop University where she
was Associate Director of Admissions prior to taking on her current
responsibilities with SEM WORKS. Her responsibilities at Winthrop included
supervision of six staff members, coordination of communications plans, Web
coordinator,
management
of
special
visitation
events,
supervision
of
recruitment, application review, and more. Ginger is the recipient of the
Honorary Lifetime Membership Award from the Carolinas Association of
Collegiate Registrars and Admissions Officers (CACRAO) and has served on
committees that include the South Carolina Guidance Counselor Conferences;
South Carolina Public School Bus Tour; Ethics, Mentoring, Recognition,
Recommendations and Evaluations; and Local Arrangements. She also
served on the Local Arrangements (Tours) Committee for the 1999 Annual
Meeting of the American Association of Collegiate Registrars and Admissions
Officers (AACRAO). Her collegiate honor society memberships include: Phi
Kappa Phi Interdisciplinary Honor Society, Kappa Delta Pi Education Honor
Society, Phi Alpha Theta History Honor Society, Alpha Lambda Delta
Freshman Honor Society. Ginger holds a B.A. and an M.A. from Winthrop
University.
References:
Roxie M. Shabazz, Associate Vice Chancellor for Enrollment Management
and Admissions
Fayetteville State University
1200 Murchison Road
Fayetteville, NC 28301
rshabazz@uncfsu.edu
910/672-2184 (EM Office) 910/672-1411 (Admissions)
Kimberly Byrd, (Former) Special Projects Coordinator for Enrollment
Management, (Current) Webmaster
Winthrop University
University Relations
Rock Hill, SC 29733
byrdk@winthrop.edu or 803/323-2403
15
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES,
1.b. (cont.)
Pete Lindsey, Director of Business Development
Project Responsibilities: Proposal Writer
Pete has over thirty years of experience in higher education, twenty-two
years with private colleges and over nine years in the North Carolina public
university system. Prior to joining the SEM WORKS team, he served as
director of the Evening University at The University of North Carolina at
Greensboro,
managing
fifty-seven
evening
programs
and
serving
an
enrollment of over 5,300 evening students, both undergraduate and
graduate. He was responsible for recruitment, retention, program development, and marketing for all on-campus evening degree and certificate
programs. While at UNCG, Pete also served as Director of Undergraduate
Admissions where he managed a staff of thirty-four professionals.
Pete has also developed a deep understanding of the needs and concerns of
private four-year colleges and community colleges. At St. John Fisher
College, he was director of undergraduate admissions for six years before
being promoted to dean of admissions and financial aid for another six years.
He was instrumental in developing The College’s financial aid leveraging
system as well as Undergraduate Admissions publications that received
twelve national awards. Prior to arriving at St. John Fisher College, he was
associate director of admissions and transfer counselor at LeMoyne College,
and
assistant
director
of
admissions
and
transfer
counselor
at
St.
Bonaventure University.
Lindsey has been an active member of AACRAO, NACAC, and most recently
has served on the Board of the North Carolina Adult Education Association.
He has authored articles on Total Quality Management for Recruitment &
Retention in Higher Education and TQM in Higher Education as well as a
chapter, “Needs and Expectations of Gen Xers,” for Gen Xers Return to
College. Lindsey presented “The Role of Admissions in Strategic Enrollment
Management”
at
the
1998
Strategic
Enrollment
Management
(SEM)
Conference. He holds an undergraduate degree in business administration,
B.B.A., with a social science concentration.
16
TAB 2: EXPERIENCE—STAFF BIOGRAPHIES AND
REFERENCES,
1.b. (cont.)
Karen Haywood, Editor
Project Responsibilities: Edit proposal, consulting reports
Karen
is
the
associate
university
registrar
for
communications,
commencement, and curriculum at a North Carolina state institution, where
she edits and publishes the Undergraduate Bulletin, registration guide,
commencement program, and many smaller publications, manages the
registrar’s Web site, extranet, and intranet, oversees the planning and
coordination of the University’s commencement ceremonies, and maintains
the curriculum database. Prior to this position, she edited and wrote
university publications at Duke University and The University of North
Carolina at Chapel Hill for many years. She is also a freelance editor and
writer, working in fiction and nonfiction, doctoral dissertations, consulting
reports, Web sites, RFPs, press releases, and more. Her first book, a
reference book on the state of Georgia, was published in 2006 by Marshall
Cavendish’s Benchmark Books, for whom she has recently written two books
on endangered animals and one on the human skeletal system. Haywood
holds a B.A. from The University of North Carolina at Chapel Hill and an M.A.
from Duke University.
17
TAB 3: SCOPE OF THE WORK—PROCESS AND
COMPONENTS
2. Scope of Work
Using the scope of work as a guide, outline a work plan, with target dates for
beginning and completion of essential steps necessary to meet the report
deadline.
SEM WORKS is committed to partnering with OUS to assess opportunities at
the four Regional Universities to:

reconfigure admissions, student registration/transcription, and
student financial aid services

enhance efficiency by a minimum of 20%

redirect efficiencies to enhancing enrollment with a target of
17,500 student FTE in five to ten years
SEM WORKS’ Process and Components
Your lead consultant, Dr. Black will be assisted by Ms. Theresa Waterbury, an
expert in process reengineering. Collectively, they have over thirty-six years
of experience in higher education and higher education consulting. They will:
1. Conduct two-day administrative and student service audits of
admissions, student registration/transcription, and student financial aid services and one student focus group at each of the four
OUS regional universities (EOU, OIT, SOU, and WOU).
2. Provide an executive briefing of findings at the conclusion of each
visit.
3.
Provide a detailed written audit report in four to five weeks
following the last visit.
4.
Conduct a one-day administrative and student services planning
retreat at a central location approved by the OUS Chancellor’s
office.
5. Submit an integrated administrative and student services report
and
recommendations
that
reflect
the
findings
and
recom-
mendations of the audit report, direct observations, focus groups,
existing research, and the student services planning retreat.
18
TAB 3: SCOPE OF THE WORK—PROCESS AND
COMPONENTS, 2. (cont.)
Student Services Audit
The audit of the above-mentioned administrative and student services at the
four regional universities will be based on a best practices review and will be
unencumbered by current policies, procedures, systems, and organizational
structures. The audit will begin with a review that includes but is not limited
to: performance measures such as response time and student satisfaction
and service data; workflow analysis; available facility renderings; strategic
plans; budgets and the OUS function/budget/FTE analysis; organizational
charts, staffing, and job descriptions; practices, processes, and supporting
infrastructure;
space
utilization;
work
flow;
any
existing
operational
analyses; and enrollment plans. Of particular interest will be additional
documents recommended by each of the regional universities that address
integration of services, and OUS documents such as the 2006 Fact Book,
Freshman Profile, Enrollment Watch, State-level and Board-Level Performance reports.
Each two-day site visit at the four campuses by Dr. Black and Ms. Waterbury
will involve direct observations in the three offices, interviews with services
providers as well as those they serve, and, where necessary, process
mapping. Interviews will include the vice president, director/dean, staff, and
support staff associated with the three offices; information technology; and
other offices that support the delivery of these services. SEM WORKS will
collaborate with each campus to finalize the list of offices and staff to be
included, and the schedule of individual and group interviews. Interviews will
focus on the identification of efficiency gaps, and driving and restraining
forces; and the integration of processes and sharing of resources, especially
those related to the student information systems.
Focus Group
Dr. Black and Ms. Waterbury will conduct one focus group at each of the four
campuses to assess student satisfaction with the services of the three offices
and related opportunities for improvement. Ideally, each focus group will
consist of eight to twelve participants. To achieve this participation rate, we
recommend you invite approximately fifteen students to participate in each
19
TAB 3: SCOPE OF THE WORK—PROCESS AND
COMPONENTS, 2. (cont.)
group. Incentives will not be necessary.

Current traditional, nontraditional adult, and transfer students
(1) balanced for class year, age, gender, and ethnicity
Audit Executive Summary
At the conclusion of the audit on each campus, Dr. Black and Ms. Waterbury
will provide an executive summary of findings and recommend items that
require immediate attention to impact administrative and student services as
well as enrollment.
Final Audit Report
Within approximately four to five weeks after the final on-campus audit, Dr.
Black and Ms. Waterbury will submit a comprehensive written audit report
with prioritized recommendations that reflect the executive summaries from
the four audits. A first draft of the report will be submitted for review and the
final report will reflect changes that do not compromise the integrity of the
report. The report will include an executive summary and recommendations
presented in easy-to-read tables with strategies designated as mission
critical (MC), essential (E), and desired (D). Using a combination of physical
evidence provided by the four institutions along with secondary data sources,
on-campus interviews, and direct observations of existing practices, SEM
WORKS will utilize a research method known as “triangulation” to validate
findings. Any finding supported by all three research techniques will be
considered valid. SEM WORKS will use a complementary method called
“pattern matching” to validate findings that do not appear to be triangulated.
Pattern matching describes reoccurring themes that emerge from one or
more of these research techniques.
At a minimum, the report for the three offices and four campuses will
recommend strategies to:

improve service to students

eliminate redundancies

identify re-engineering and reallocation opportunities

improve leadership focus and support

maximize the use of technology and space
20
TAB 3: SCOPE OF THE WORK—PROCESS AND
COMPONENTS, 2. (cont.)
One-day Administrative and Student Services Planning Retreat
Informed by the final audit report, Dr. Black and Ms. Waterbury will conduct
a one-day student services planning retreat at a central location approved by
OUS. Participants will be determined in consultation with OUS and may
include at a minimum key staff from each of the three student services at the
four regional universities and key constituencies from OUS.
The agenda for the planning retreat will be determined in consultation with
OUS and may include the following.

An overview of the student services context based on the audit
report, direct observations, focus groups, and existing research.

Review of best practices in administrative and student services.

Decide on an administrative and student services planning
model (e.g., strategic plan-aligned, student-centered, efficiencydriven, etc.) that may include new structures and policies, or
the leveraging of existing structures and planning processes.

Identify strategic opportunities to improve the integration,
efficiency, quality, and cost-effectiveness of administrative and
student services.

Organize
strategic
admissions,
student
opportunities
by
affinity
registration/transcription,
group
(e.g.,
financial
aid
services, and information systems).

Identify related key performance indicators (KPIs) and metrics.

Establish a baseline efficiency to enable validation of the 20%
enhanced efficiency target and base to test the 17,500 student
FTE goal.
Integrated Administrative and Student Services Report and
Recommendations
SEM WORKS will submit an integrated administrative and student services
report that reflects the findings and recommendations of the audit report,
interviews, direct observations, focus groups, existing research, and the
student services planning retreat. Recommendations for change will be
presented without regard for current policies, procedures, systems, and
organizational structures. A first draft will be submitted for review and
changes will be made that do not compromise the integrity of the report.
21
TAB 3: SCOPE OF THE WORK—PROCESS AND
COMPONENTS, 2. (cont.)
The report will include:

an executive summary, administrative and student services
context, planning model, prioritized strategic opportunities, key
performance
indicators
(KPIs)
and
metrics,
and
baseline
efficiency for integrated services;

recommendations and an estimate of potential efficiencies in
administrative and student services, and an estimate of the
possibility for enrollment improvements to meet the FTE target
of 17,500 students in five to ten years;

identification of costs and savings associated with these recommendations and the likely timeframes needed to realize such
costs or savings;

summary of key factors that should be considered prior to
deciding to embark on these recommended strategies; and

summary of the advantages and disadvantages of each recommended approach.
Ongoing Assistance with Planning and Implementation (NOT
INCLUDED IN PRICE)
SEM WORKS is fully prepared to assist with the ongoing planning and
implementation of an administrative and student services plan following the
final report. Additional planning and implementation assistance would
include: identification of work teams; process for work teams; refined
evaluation metrics; strategies aligned with metrics; a comprehensive written
strategic student services plan; ongoing feedback and coaching throughout
the early stages of implementation and detailed project plans; a formative
evaluation of the planning process, related deliverables, and the early stages
of implementation; and brief report at the conclusion of each site visit
outlining progress to date, recommended midcourse adjustments, and
related implementation strategies.
22
TAB 3: SCOPE OF THE WORK—TIMELINE, 2. (cont.)
The following charts outline a suggested work plan and schedule that will
allow for the completion of the project and delivery of the final report within
sixty (60) days. This timeline may be revised by mutual consent between
SEM WORKS and OUS.
Activity
Timeline
Conduct offsite
preliminary
review of
existing
documents
and research
April,
week 2
Develop a
consulting
visit agenda
for audit site
visits and
planning
retreat
On-site
interviews of
VPs,
directors,
staff, and
support staff
at each of
the four
campuses
April,
week 2
Methodology
Dr. Black and Ms. Waterbury will review
performance measures such as response time
and student satisfaction and service data;
workflow analysis; available facility renderings;
strategic plans; budgets and the OUS function/
budget/FTE analysis; organizational charts, staffing and job descriptions; practices, processes,
and supporting infrastructure; space utilization;
workflow; any existing operational analyses; and
enrollment plans, etc.
Dr. Black and Ms. Waterbury will contact the
designated OUS official by phone and e-mail to
agree on consulting agenda for two-day site visits
at EOU, OIT, SOU, and WOU; administrative and
student services planning retreat; and OUS will
be responsible for making related arrangements.
April,
week 3–4
Dr. Black and Ms. Waterbury will conduct twoday student service audits with key staff from
admissions, student registration/transcription,
and student financial aid services and one
student focus group at each of the four OUS
regional universities (EOU, OIT, SOU, and WOU)
to identify opportunities that will consolidate and
streamline ways by which these administrative
and student services are delivered.
Observations April,
in the three
week 3–4
offices at
each of the
four
campuses
As part of their two-day student service audit
visits, Dr. Black and Ms. Waterbury will spend
time in each of the three offices at the four
campuses observing daily operations to identify
opportunities to consolidate and streamline ways
by which these administrative and student services are delivered.
23
TAB 3: SCOPE OF THE WORK—TIMELINE, 2. (cont.)
Activity
Timeline
On-site student
services audit
report
April,
week 4
Submission of a
written student
services audit
report
May, week
4
Conduct a oneday student
services
planning
retreat
May, week
4
Submission of
an integrated
services report
June 4,
2008
Methodology
Dr. Black and Ms. Waterbury will provide an
on-site executive briefing of preliminary findings at the conclusion of each of the four
student services audit visits; and recommendations that require immediate action in
order to impact fall enrollment outcomes will
be identified.
Dr. Black and Ms. Waterbury will provide a
preliminary draft of the audit report for review
and comment, and the final draft will
incorporate suggested changes that do not
compromise the integrity of the report. Opportunities to improve and integrate administrative and student services will be prioritized
as mission critical (MC), essential (E), and
desirable (D).
At a central location approved by OUS, Dr.
Black and Ms. Waterbury will conduct a oneday student services planning retreat with
representatives from the three offices at the
four campuses and key staff from OUS.
Dr. Black and Ms. Waterbury will submit an
integrated services report that reflects the
findings and recommendations of the audit
report, interviews, direct observations, focus
groups, existing research, and the student
services planning retreat. A preliminary draft
of the report will be submitted for review and
comment, and the final draft will incorporate
suggested changes that do not compromise
the integrity of the report.
24
TAB 4: COST SUMMARY
3. Cost Summary
Pricing and fee schedules should be on a fixed fee, however, should be
sufficiently descriptive to facilitate acceptance of the proposal. List the notto-exceed amount you propose for consulting services. Pricing should outline
all estimated expenses, such as travel, lodging, printing and mailing, and
miscellaneous expenses, which are not separately reimbursable. Please note:
It is expected that the successful respondent will visit each campus to better
understand the context and cultures present at each campus and to meet with
each campus leadership team and key stakeholders in the admissions,
registration, and financial aid processes.
Item 1:
Dr. Black and Ms. Waterbury will conduct two-day administrative and student service audits of admissions, student
registration/transcription, and student financial aid services and
one student focus group at each of the four OUS regional
universities (EOU, OIT, SOU, and WOU).
$44,000
Item 2:
Dr. Black and Ms. Waterbury will provide an executive briefing
of preliminary audit findings at the conclusion of each two-day
site visit.
$0
Item 3:
Within four to five weeks following the last audit visit, Dr. Black
and Ms. Waterbury will provide a written audit report with
prioritized recommendations.
$4,000
Item 4:
Dr. Black and Ms. Waterbury will conduct a one-day student
services planning retreat at a central location approved by the
OUS Chancellor’s office to develop an integrated and shared
student services model, and submit a final written plan.
$5,500
Total:
$53,500 (total includes all consulting, travel, lodging,
printing, mailing, and miscellaneous expenses)
25
TAB 5: SUMMARY STATEMENT
SEM WORKS looks forward to working with the four regional universities and
the Oregon University System (OUS) to improve and integrate services for
the offices of admissions, student registration/transcription, and student
financial aid by leveraging the individual and collective strengths of each.
We are SEM WORKS, and as our name suggests, delivering strategic
enrollment management solutions is what we do best! Our recommendations will facilitate a seamless transition to a more efficient and effective
delivery of administrative and student services that will meet your 20%
efficiency target and enhance enrollment growth to 17,500 student FTE in
five to ten years.
As you consider consultants to help you integrate your administrative and
student services, know that SEM WORKS has exceptional experience
working with individual colleges and universities as well as multi-campus
systems. Consider this:

The team assigned to your project has over eighty years of
experience in higher education and consulting for higher
education.

The entire SEM WORKS staff is available to you, and has over
252 years of experience in higher education and consulting
serving over 300 clients in the U.S. and five countries.

SEM WORKS has recently completed a four-day strategic enrollment management audit at Eastern Oregon University giving us
some unique insights into the higher education challenges and
opportunities in the state of Oregon.

Dr. Black has fifteen years of experience working with the
Banner information system.

SEM WORKS is accustomed to working with multi-campus
systems. Examples of recent clients include St. Louis Community College (four branches), St. Petersburg College (ten campuses), the Community College of Baltimore County (three
campuses,
and
two
centers),
Washington
State
Student
Services Commission, Michigan Community College Association,
and South Carolina Technical Community College System.

This breadth of understanding will ensure (1) a proven approach
to serving your students based on best practices in the higher
26
TAB 5: SUMMARY STATEMENT (cont.)
education market, (2) effective positioning among public, private, and
proprietary institutions, as well as (3) campus-wide buy-in. We invite
you to speak with our references to learn about their success. Whether
they have turned to SEM WORKS for consulting, conferences, on-site
training, market research, student services, creative services, and/or
technology solutions, clients have referred to our work as “exceptional and penetrating” and “second to none.”
We appreciate the opportunity to present our proposal to integrate the
services of the four regional universities. We are confident that SEM WORKS
can provide you with exceptional results. Please contact us if you have any
questions.
Sincerely,
Peter E. Lindsey
Director of Business Development
27