Designing A Comprehensive SEM Roadmap: Situational Analysis, Program Planning & Campus Buy-In: 3-Part Workshop

Part I: Recorded on January 18, 2017
Part II: Recorded on January 25, 2017
Part III: Recorded on February 1, 2017

$ 900.00

The registration fee includes institutional access to the recording for one year.
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Part I: A Practical Approach For Conducting A Situational Analysis To Inform SEM Planning

A fundamental principle underlying the theory and practice of strategic enrollment management (SEM) is that it is research and data-driven. The process of enrollment planning begins with a situational analysis to examine the environmental factors both internal and external to the institution that impact enrollment. When external environmental threats and opportunities are brought into alignment with internal environmental strengths and weaknesses, gaps and opportunities can be identified to strategically focus SEM planning efforts on high impact opportunities for enhanced institutional competitiveness and enrollment success. This webinar is designed for non-IR professionals who seek to optimize the use of limited resources in conducting a situational analysis to inform SEM planning efforts. 

Part II: Implementing An Integrative Approach To Enrollment & Academic Program Planning

Within today’s higher education context of shifting demographics, intense competition and changing fiscal realities, ensuring an array of academic programs that are differentiated from competitors, relevant to marketplace demand, and delivered in accordance with learner needs is an essential source of competitive advantage and, therefore, at the heart of the strategic enrollment management (SEM) enterprise. When aligned with an institution’s academic priorities and budget plans, a SEM plan becomes the lever by which the academic plan is realized and a touchstone for measuring the effectiveness of institutional enrollment and financial performance. In this webinar, a conceptual framework is presented for an integrative approach to enrollment and academic program planning including a roadmap for its application.

Part III: Ten Essential Skills Of A SEM Champion

Strategic enrollment management (SEM) involves complex organizational change with a focus on the needs of students. While it can be argued that every person at every level must become active agents of change in fostering a student-centered SEM ethos, a fundamental tenet underlying effective SEM practices is that there is a designated leader who champions the collective effort. To effect complex change, today’s SEM champion must be adept in bringing alignment between the organization and the changing environmental context through a process that fosters campus-wide awareness, understanding and buy-in to the need for strategic change, and promotes active engagement of the campus community in the change process. In doing so, the SEM champion assumes a critical role in skillfully managing culture to drive high performance in SEM.

Part I: A Practical Approach For Conducting A Situational Analysis To Inform SEM Planning

  • Review the importance of an environmental systems perspective for being strategic in SEM planning
  • Outline a framework for conducting a situational analysis based on eight planning filters that are common forces of change
  • Introduce the value of “cascading intelligence” for aligning external and internal environmental factors
  • Demonstrate how to use the planning filters in framing strategic research questions to guide a situational analysis
  • Learn practical tips for collecting and analyzing available information useful to informing SEM planning efforts at both the strategic and tactical levels

Part II: Implementing An Integrative Approach To Enrollment & Academic Program Planning

  • Introduce the concept of SEM as an academic imperative
  • Identify the stages of the academic program lifecycle within the context of SEM
  • Review quality-based principles that underlie program innovation policies and practices
  • Describe an integrative approach to academic and enrollment planning
  • Outline a 6-step framework to guide a program innovation and renewal process that builds on the findings from a situational analysis
  • Discuss how to apply the framework to ensure relevance of academic programs to learner needs as well as to enhance market responsiveness and institutional competitiveness

Part III: Ten Essential Skills Of A SEM Champion

  • Introduce the cultural dimensions of leading change in SEM
  • Review features of a high-performance culture in SEM
  • Identify common barriers to high performance and change
  • Discuss the role and attributes of a SEM champion
  • Outline the top 10 essential skills in leading complex change
  • Learn best practice leadership strategies for navigating change in SEM
  • 2-year & 4-year institutions
  • Presidents and Vice Presidents
  • Academic and Student Affairs Deans
  • Admissions Directors/Officers
  • Enrollment Services Directors/Officers
  • Retention Directors/Officers
  • Registrar
  • Marketing Directors/Officers
  • Budget Planning Directors/Officers
  • Institutional Researchers
  • Directors of Assessment
  • Directors of Academic Program/Instructional Development
  • Any other educator/administrator interested in an integrative approach to enrollment and academic program planning
"By skillfully managing a systematic, evidence-based and integrative approach to SEM planning that is aligned with the institution’s academic program priorities and resource management decisions, the necessary conditions will be created for ensuring marketplace relevance of the academic program portfolio, enhanced institutional competitiveness, and sustained enrollment and fiscal vitality."

Dr. Lynda Wallace-Hulecki is an experienced enrollment management consultant specializing in higher education. Her consulting and career experience spans more than thirty-five years in working with colleges, universities and government agencies. As an experienced strategic enrollment management (SEM) consultant, former SEM leader-practitioner, strategic planner, registrar and institutional researcher, she brings a unique multi-disciplinary and international perspective to higher education consulting. Her clients have included a multitude of two-year, four-year, public, and private institutions across the USA and Canada.


Following several years as a senior consultant and member of the management team with a North American enrollment management consulting firm, Dr. Wallace-Hulecki now operates as an independent higher education management consultant. Prior to her consulting career, Wallace-Hulecki held a diversity of senior leadership roles with accountability for advancing strategic change in university and college settings. For twenty-three years, Wallace-Hulecki directed an institutional research and planning office—a position for which she was awarded a distinguished administrator award. She has an extensive background and record of accomplishments in bringing about campus-wide strategic success, an integrated approach to academic and enrollment planning, transformative change in policies, systems and practices, as well as in fostering a culture of evidence for continued high performance.


Dr. Wallace-Hulecki has been an active member of numerous professional organizations (e.g., AACRAO, ARUCC, NASPA, AIR, SCUP, EDUCAUSE) as a conference presenter and a presentation reviewer. She has written white papers and authored book chapters on the application of SEM theory in practice and on building organizational capacity in strategic enrollment intelligence (research, data, analytics).


Lynda completed Harvard’s Institute for Management and Leadership in Education (MLE), as well as advanced leadership training with the world-class Chair Academy for college and university leaders. Since 2005 to date, Lynda has been an active participant and board member of The Chair Academy’s Worldwide Leadership Development Program for college and university leaders. She currently serves on the Editorial Board of the Academy’s peer-reviewed professional journal, Leadership; and is an upcoming facilitator of the Academy’s advanced leadership program.


Lynda earned a B.Sc. in the mathematical sciences from the University of Manitoba, as well as a M.Ed. in higher education administration—student affairs, and an Ed.D. in leadership and higher education from the University of Nebraska-Lincoln. As a component of her doctoral studies, Lynda conducted considerable research on the application of best practices in SEM, and in building organizational capacity for high performance through the development and effective use of strategic enrollment intelligence (research, data, analytics).

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