Prepared for:

Glen Oaks Community College

Prepared by:

Higher Momentum

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Final version · Issued October 16, 2026

© 2026 Higher Momentum. Some rights reserved. Approved for internal use with Glen Oaks Community College. See the copyright and permitted-use notice at the end of this document.

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Table of Contents

Executive Summary

Section One: Plan Development, Context, and Process

Section Two: GOCC — Current State and Key Insights

Section Three: GOCC SEM Vision, Goals, and SEM Priorities

Section Four: SEM Plan — Priorities and Initiatives

Section Five: Implementation Roadmap & Governance Model

Section Six: Measurement Framework, SEM Scorecard, KPIs, and Targets

Section Seven: Communication, Launch, and Change Management Plan

Section Eight: Implementation Guidance & Resources

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Executive Summary

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Glen Oaks Community College is entering the next phase of its Strategic Enrollment Management (SEM) work from a position of both strength and urgency. The college benefits from a strong culture of care, deep relationships with area schools and community partners, and meaningful recent enrollment momentum—particularly through dual enrollment, career and technical education (CTE), and Early Middle College participation. At the same time, the institution faces clear structural risks and opportunities: enrollment and growth are concentrated in a limited number of programs and populations; most students attend part time; adult and workforce pathways are not yet as visible or navigable as they need to be; and the student journey depends too heavily on “getting to the right person” rather than on consistently designed, cross-functional processes.

This SEM Plan & Implementation Framework responds to a central strategic reality: long-term enrollment health depends on how well Glen Oaks manages the full student lifecycle, not only recruitment. Sustainable enrollment is created when prospective learners can clearly see a pathway into the college, complete enrollment steps with confidence, build early momentum, persist term to term, complete credentials, and transition successfully to transfer, employment, or continued education. SEM therefore serves as the connective operating discipline that aligns people, programs, services, communications, technology, and data around shared goals and measurable progress.

The plan is designed to help Glen Oaks protect what makes the institution strong—relationship-centered support, community trust, and high school partnerships—while building the systems and standards required to deliver that experience more consistently, more scalably, and more measurably. It reflects Glen Oaks’ rural and cross-border market context; the realities of part-time attendance, work, and caregiving responsibilities; and the growing centrality of online and digital-first services to access and persistence.

What Glen Oaks Needs to Address First

Across discovery inputs (stakeholder listening, secret shopping, and enrollment and student-success analysis), the strongest pattern was that Glen Oaks’ student experience improves substantially once a student reaches an engaged, knowledgeable staff member—but risk accumulates before that connection is made and during handoffs between offices. Key challenges include inconsistent wayfinding for adult/workforce/online learners; variable inquiry routing and ownership; friction in the enrollment and onboarding sequence that can contribute to melt; and communications that are high in volume but not consistently organized around student milestones. These issues are not simply “process problems”; they directly affect conversion, credit momentum, persistence, and completion.

Strategic Direction

The plan establishes a shared SEM vision—every learner can clearly see a pathway into, through, and beyond Glen Oaks, and receives timely, coordinated, and flexible support to reach their goals—and organizes implementation around four connected SEM priorities:

1. Launch the SEM Operating System: Relaunch SEM governance for implementation, create focused work teams, establish a shared scorecard and recurring review routines, and use Teams/Planner (and related tools) as the living system for ownership, milestones, decisions, and follow-through.
2. Strengthen Market Focus, Outreach, and Program Positioning: Move from broad recruitment to a more focused model aligned with priority segments, geographies, pathways, and capacity—while treating dual-enrollment transition as a central yield strategy.
3. Create an Integrated Onboarding and Early-Momentum Experience: Redesign handoffs, milestones, and communications so students can progress from admission through term start with clarity—supported by digital-first access and Early Momentum Metrics that enable timely intervention.
4. Strengthen Student Success, Completion, and Transition: Extend SEM beyond the first term by improving persistence supports, re-engagement strategies for stopped-out learners, and the conditions for completion, transfer, and employment transition—including expectations for high-quality online and flexible instruction.