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Strategic Enrollment Management

SEM is the college’s effort to provide quality offerings and services to meet the needs of the communities we serve by taking into account the fluctuating levels of resources, funding support, district initiatives and environmental/demographic changes.

 - Kishia Brock, Vice President of Student Affairs and Advancement

Strategic Enrollment Management (SEM) represents the collaborative initiatives, communications, energies and efforts of the SEM committee, as well as many constituencies across departments, divisions and locations of the college. To realize the Maricopa Community College District's vision as an accountable, collaborative, and increasingly interdependent network of 10 community colleges focused on learning and student success, the strategies employed by the college continuously and directly support both institutional and system goals. In addition to meeting the college and district mission, SEM at RSC aligns with the college’s strategic plan, to meet the needs of Rio Salado College’s local and national communities, to maintain educational quality, and to attain the college’s enrollment goals in a cost-effective manner.

  • To achieve the college’s desired enrollment state (numbers & characteristics).
  • To stabilize enrollments (reverse declining enrollment, control growth and plan for fluctuations).
  • To strengthen academic affairs and student affairs efforts.
  • To reduce vulnerability to demographic changes and increased competition.
  • To respond to economic forces (expansion, recession, employment rates, etc.).
  • To evaluate strategies (track what works and change what does not work).
  • To improve the quality of student life and learning to ensure student success and satisfaction.
The primary strategies employed to improve student learning work toward addressing the need to improve recruitment strategies, intake procedures, retention, and graduation rates. SEM is the college’s effort to provide quality offerings and services to meet the needs of the communities we serve taking into account fluctuating levels of resources, funding support, district initiatives and environmental/demographic changes.

The SEM Plan has goals, strategies, and tasks supporting the strategic plan of the college. Based upon an assessment of the existing college resources, national, local and student influences and the strategic goal of the college to continually review, measure, and improve processes, practices and services to increase student success, the following goals have been identified to support SEM at the college: 

7 SEM Plan Goals:  

Structural & Functional
Goal 1:  Identify Best Practices for SEM.
Goal 2:  Implement a SEM GovernanceStructure to Support and Improve Efforts.

Communication  & Technology
Goal 3:  Increase College-wide Awarenessand Involvement in the Principles of SEM.
Goal 4:  Maximize and Leverage Technology to Support Enrollment Management.

Enrollment Growth & Retention
Goal 5:  Identify Enrollment Growth Opportunities and Create Strategies to Maintain and Increase Enrollments.
Goal 6:  Expand Awareness of Innovative Teaching Practices within Programs.
Goal 7:  Strengthen the Awareness of Student Support Services and Create New Ways to Support Student Success.

The SEM Plan goals have strategies built on recruitment, marketing, retention, intervention, and information. 

Executive Sponsors, Co-Chairs & Committee Members:

  • Dr. Kishia Brock, Vice President of Student Affairs & Advancement
  • Dr. Jennifer McGrath, Vice President of Academic Affairs
  • Kevin Bilder, Dean of Enrollment Management & Student Affairs (co-chair)
  • Dr. Shannon McCarty, Dean of Academic Affairs (co-chair)
  • SEM Committee Members:  Dr. Diana Abel, Devi Bala, Lanna Dueck, Dr. Jennifer Gresko, David Hall, Matt Freed, Angela Kwan, Susan Lawrence, Lisa Mitchell, Dr. Felicia Rameriz-Perez, Nanci Regehr, Julie Stiak, and Otis White