By Autumn Walden, Editor, ̽»¨Â¥ Connect, Content Strategy Manager, ̽»¨Â¥
Meet Nicole Sakraida, Dean of Enrollment Management at Rogue Community College in Grants Pass, Oregon, and a recent graduate of the ̽»¨Â¥ Strategic Enrollment Management Endorsement Program. Sakraida has demonstrated exceptional leadership in SEM, spearheading innovative initiatives that helped stabilize and grow enrollment at RCC during challenging times. Under her guidance, the college developed a targeted "mini-SEM plan" that focused on high school partnerships, through strategic High School Enrollment Days.
Sakraida’s work exemplifies the practical application of SEM principles, demonstrating how the SEM-EP's comprehensive enrollment management training can translate into measurable institutional impact. Earning the SEM-EP endorsement is an internationally recognized credential, signifying a comprehensive understanding of enrollment management principles. In this interview, Sakraida reflects on the impact of the program, the story behind Rogue’s mini-SEM plan, and how the experience is shaping her academic and professional journey.
You recently presented the ‘mini-SEM plan’ concept at the League for Innovation conference. Can you walk us through what that concept means and how it played out at Rogue Community College?
At RCC, the concept of a mini-SEM plan emerged as a practical, scalable way to implement SEM. After several years of significant enrollment decline—largely due to external disruptions like COVID-19, local wildfires, and the unsuccessful implementation of a new student information system—we needed a responsive and manageable solution. However, thinking about implementing an institution-wide SEM plan felt unrealistic, particularly given the complexities of formal SEM committee structures and the initiative fatigue colleagues felt.
When our new college president, Dr. Randy Weber, came on board in 2022, he prioritized enrollment stabilization and brought deep SEM expertise. At that point, my position as the Dean of Enrollment Management was also created. We moved away from a narrow focus on just recruitment and new student outreach, and instead embedded SEM fundamentals into smaller, actionable plans that aligned with broader institutional goals. We refer to them as our mini-SEM plan, targeted initiatives focused on specific populations, in this case, high school students, which could be implemented quickly without overwhelming the institution.
At RCC, this meant:
- Creating a High School Enrollment Taskforce, co-chaired by deans from enrollment management, workforce development, and curriculum, and bringing together admissions, advising, and high school partnerships.
- We began with an environmental scan to assess our reputation and identify barriers, in hopes of strengthening relationships with local schools.
- Data played a key role. We used it to tell a story, uncover equity gaps, and set measurable goals.
- By identifying clear strategies, we were able to track our efforts and see their direct impact on enrollment growth within this particular population, which has since doubled.
What do you think enrollment professionals often underestimate about the strategic impact of SEM when applied intentionally, even at the “mini” level?
Professionals new to SEM often think of it as being synonymous with recruitment or marketing plans. Early in my tenure as Director of Admissions and Recruitment, I recall a meeting where we were asked to rate our college's SEM efforts. I gave us a “1,” indicating that we were not truly practicing SEM, while some of my colleagues rated us a “4,” believing we were doing well because we had a solid recruitment plan in place. Ironically, it was a plan that I had developed with the Admissions and Recruitment team, without broader institutional collaboration and only for recruitment, which was the rationale for my lower score.
That moment was eye-opening. It highlighted the disconnect between having isolated enrollment efforts and practicing comprehensive, strategic enrollment management. SEM is not just about recruiting students:
- It’s about aligning institutional goals with student behavior across the entire lifecycle—from first contact through completion.
- It requires collaboration, data, and long-term planning that considers how every stage of the student journey connects to the next.
- Even small, focused SEM initiatives—like our mini-SEM plans—can have a strategic impact when they are built with these principles in mind.
Many colleges use a report or scorecard to measure key performance indicators aligned with college-wide goals. At RCC, several enrollment-related goals were embedded in our KPIs, which helped guide our SEM initiatives. In turn, the work we did through SEM informed the development of future KPIs. This reciprocal process ensured that enrollment management efforts were fully integrated into institutional priorities and planning, avoiding duplication and reinforcing alignment across the college.
Data-driven storytelling played a crucial role in your SEM initiatives. How did you utilize data to craft compelling narratives that motivated stakeholders and informed decision-making processes?
At RCC, I knew data alone wouldn’t create change, but telling the stories from the data could. We used Microsoft Power BI dashboards to visualize enrollment patterns and built narratives that contextualized urgent challenges and solutions. For instance, we highlighted:
- A 54.6% drop in high school students earning college credit between 2018 and 2022.
- A 14% underrepresentation of Hispanic students in early college programs at a key high school partner.
Coupled with that, telling the story with statewide data showing Oregon’s college-going rate was nearly 10% below the national median, and RCC’s own dual credit rates lagged behind the state average.
The statistics represent students and opportunities to leverage institutional awareness and action. By humanizing data and aligning it with our goals, we created a shared sense of purpose across departments. It also allowed us to celebrate progress, like the 3,700+ credits registered during High School Enrollment Days over 10 days, and the ability to check progress by tracking real-time outcomes.
What motivates you personally in this work, and how do your values show up in the way you lead?
I’m motivated by the opportunity to improve the student experience and create more coordinated, intentional processes across the college. Understanding the unintentional barriers we have created for students and identifying their needs within the enrollment and student life cycle is important. The work I have the privilege of doing through the lens of SEM allows me to collaborate across departments and engage in deeper conversations around enrollment strategy and the student experience. These conversations span our executive team, deans, faculty, and frontline staff—each of whom plays a vital role in student success.
As a higher ed professional whose background includes working in housing and residence life, study abroad, career services, admissions and recruitment, teaching ESL, and now serving as the Dean of Enrollment Management, I’ve been fortunate to grow from a relational, student-facing foundation into a leader who is now deeply engaged in data-informed, systems-level thinking. This evolution has positioned me to meet the college’s growing need for strategic leadership that bridges both people-centered and operational priorities.
Essentially, this is the foundation of SEM. Being in a role where I can help implement changes that benefit students and support the staff and faculty who serve them is a responsibility I take very seriously. I lead with a collaborative, student-first mindset, aiming to align institutional strategies with practical improvements that make a real difference.
You mentioned the program gave you the confidence to pursue a doctoral degree. Can you share more about that decision and how SEM-EP influenced your sense of professional identity and direction?
The ̽»¨Â¥ SEM-EP program was transformational for me. I initially enrolled to strengthen my foundation in Strategic Enrollment Management and to ensure I had the skills and tools needed to meet the goals of my then-new role, Dean of Enrollment Management. However, the experience quickly became much more than professional development; it helped me begin to see myself as both a systems-level leader and a scholar. After being away from formal education for over 20 years, the thought of re-entering a structured learning environment initially felt daunting. To my surprise, I found myself genuinely enjoying the process of engaging with coursework again.
The mentorship and affirmation I have received from SEM leaders were incredibly meaningful as well. Their guidance, combined with the encouragement of my college president and trusted colleagues, gave me the clarity, courage, and validation I needed to pursue a doctoral program. Having clearly defined readings, activities, reflections, and completing a capstone project allowed me to reimagine myself as a student again. This experience gave me the confidence to see that I could find the time to prioritize a larger academic commitment—like a doctoral program.
What advice would you give to colleagues—like your fellow deans or your Director of Admissions—who are considering enrolling in the SEM-EP program?
Do it!
Whether you’re new to SEM or a seasoned practitioner, the ̽»¨Â¥ SEM-EP program offers both depth and flexibility that make it a worthwhile 12- to 18-month investment. It provides a structured yet adaptable way to explore SEM fundamentals, engage with national leaders in the field, and immediately apply what you learn to your institutional context. Through my participation, I developed a strong theoretical foundation and gained practical tools that directly enhanced both my understanding and implementation of SEM strategies.
One of the most valuable aspects of the program was how it helped simplify the complexity of SEM. I especially appreciated the hands-on learning opportunities, such as the SEM Essentials intensive online course, virtual field visits, webinars, and the ̽»¨Â¥ SEM Institute at the national conference. Each of these experiences offered insights I could apply right away, helping me better align our strategies with institutional priorities and student success outcomes.
The capstone project alone is reason enough to enroll, allowing participants to select a project important to them and their institution. It provided the framework for developing a mini SEM plan that had immediate, tangible impacts on our institution. Not only did it result in measurable enrollment gains, but it also led to increased staffing and organizational changes. This kind of institutional buy-in and support would have been much harder to secure without the credibility and momentum the capstone project helped build. The SEM-EP program is truly an excellent investment in your professional growth—and in your institution’s long-term success.
Gaining a deeper understanding of how various aspects of the college, such as enrollment processes, the new student experience, financial aid and scholarships, curriculum design and program offerings, and organizational structures, interconnect to shape the overall student experience is essential when making informed decisions. Too often, our work becomes task-driven, and departments focus primarily on their own functions and efficiencies without fully recognizing how their actions impact other areas across the institution. SEM allows professionals to consider and engage in a more holistic and deeper way that contributes to student success.