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All material in this presentation, including text and images, is the property of Noel-Levitz, LLC. Permission is required to reproduce information.
The Imperative of Strategic Enrollment Planning: Why Today’s Environment Requires More Planning, and Why It’s Risky to Delay
Gary L. FretwellSenior Vice President and Principal
“May you live in interesting times!”
It is reported that it was the first of three curses of increasing severity, the other two being:
–May you come to the attention of those in authority
–May you find what you are looking for
1. Why Plan?
2. Strategic Enrollment Planning Overview
3. Creating the Organizational Structures
4. Characteristics of a Successful Strategic Enrollment Plan
1Why Plan?
The future is embedded in the present.– John Naisbitt
Number of colleges and universities, 2012-13
© Copyright 2012, The Chronicle of Higher Education.© Copyright 2012, The Chronicle of Higher Education.Reprinted with permission. This material may not be posted, published, or distributed without permission from The Chronicle.
shis material may not be posted, published, or distributed with permission from The Chronicle.
Projected change in numbers of new high school graduates
2011-12 to 2021-22
© Copyright 2011, The Chronicle of Higher Education.Reprinted with permission. This material may not be posted,
published, or distributed without permission from The Chronicle.
Median cost to recruit a single student
© 2011 Noel-Levitz, Inc.2011 Cost of Recruiting an Undergraduate Student: Benchmarks
for Four-Year and Two-Year Institutions
Four-year private Four-year public Two year public*$0
$500
$1,000
$1,500
$2,000
$2,500$2,185
$457
$108
*Limited sample size for this sector.
Average net revenueper freshman, 2000-2012
(tuition, fees, room, and board)
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012$10,000
$11,000
$12,000
$13,000
$14,000
$15,000
$16,000
$17,000
$18,000
$19,000
$20,000
$21,000
$22,000
$13,690$14,199
$14,954$15,640
$16,670$17,445
$18,187
$19,338$19,660$19,649
$20,292$20,501
$21,375
© 2013. Noel-Levitz, Inc.2013 Discounting Report
Overall satisfaction acrosstraditional institution types
Four-year privates Four-year publics Community colleges Career schools0%
10%
20%
30%
40%
50%
60%
70%
57%54%
62%
54%
percent satisfied or very satisfied
© 2012, Noel-Levitz, Inc.2012 Noel-Levitz National Student Satisfaction and Priorities Results
• Early 19th century: the colonial colleges were joined by several hundred more religiously founded institutions.
• Mid-19th century: the rise of public colleges, culminating in the Morrill Act of 1862.
• Early 20th century: the emergence of the modern research university; the articulation of the Wisconsin Idea, that public universities should serve the public; and the appearance of extension services.
• The 1960s: the transformation of normal schools into comprehensive universities; the rapid proliferation of community colleges; the end of legal segregation in higher education; and sharply increased federal aid to colleges and universities.
Profound transformations have reshaped the higher-education
landscape in roughly 50-year intervals.
© Copyright 2013, Steven Mintz, Executive Director of the University of Texas system’s Institute for Transformational Learning; Commentary printed in The Chronicle of Higher Education, July 22, 2013.Reprinted with permission. This material may not be posted, published, or distributed without permission from Steven Mintz.
We are in the midst of another higher-education revolution
Many of the forces affecting colleges are well known
• Economic, as various revenue streams lag behind rising costs;
• Demographic, as colleges enroll more part-time and nontraditional students who struggle with financial challenges, disabilities, inadequate preparation, and work-family stresses; and
• Market-driven, as for-profit and aggressive nonprofit institutions compete for the most rapidly growing student sector, working adults.
As The Chronicle's Jeff Selingo has suggested, an equally serious challenge is ideological
Now regarded as a private rather than a public good, higher education must address a host of criticisms: • That graduation rates are too low, • That levels of student engagement and learning
outcomes are unacceptable, and • That a college education does not provide good
value for the money.
The most important challenge involves a shift in the way students consume higher education
Instead of attending a single institution, students receive credit in multiple ways, including from early-college/dual-degree programs, community colleges, online providers, and multiple universities.
Students are voting with their feet, embracing online courses and undermining core curricula, which served as a cash cow, by turning to alternate providers, and pursuing fewer majors that require study of a foreign language.
Colleges must become more nimble, entrepreneurial, student-focused, and accountable for what students learn
Steven Mintz makes these predictions for 15 innovations that will alter the face of higher education in the next 3 years:
1. E-Advising2. Evidence-based pedagogy3. Decline of the lone-eagle teaching
approach4. Optimized class time5. Easier educational transitions6. Fewer large lecture classes7. New frontiers for e-learning8. Personalized adaptive learning
9. Increased competency-based and prior-learning credits
10.Data-driven instruction11. Aggressive pursuit of new revenue12.Online and low-residency degrees
at flagships13.More certificates and badges14.Free and open textbooks15.Public-private partnerships
These changes are already provoking a great deal of anxiety and alarm
There is a danger that higher education will become even more stratified and bifurcated than it already is.
The fear is that less-well-financed institutions will displace faculty with low-quality correspondence courses and forms of machine learning that poorly serve at-risk students.
The next three years hold out the prospect of transforming the higher-education experience in positive ways.
Public higher education will change fundamentally, whether we like it or not
"The key to success in the 21st century is alignment;
Staying in alignment with a world that will be characterized by complexity, diversity, and pace of change."
- Ed Barlow, Futurist -
What will be necessary to change in our enrollment processes, priorities,
and systems to achieve our enrollment goals and respond to the institutional strategic plan within an ever-changing
environment?
TechnologicalResources
Fiscal Resources
Human Resources
Planning allows us to answer thequestion: “How can we better plan
to effectively use our limited resources?”
2 Strategic Enrollment
PlanningOverview
© 2012 Noel-Levitz, Inc.
Strategic planning=
Align organization withits environment
to promote stability, sustainability, growth,
and/or excellence
Traditional planning=
Set goals thendevelop steps to
achieve those goals
Institutional Strategic Enrollment Planning Alignment
Strategic plan
Mission
Vision
Institutional Effectiveness
Strategic Enrollment Plan
KPI
Strategies
Enrollment Goals
Annual PlansMarketing Recruitment
Success and Completion (PPRC/G)
Copyright Noel-Levitz, Inc.
Strategic Enrollment Planning
Strategic Enrollment Planning …Involves the campus in identifying, prioritizing, implementing, evaluating, and modifying enrollment strategies and goals within a changing environment in order to effectively and efficiently :• Realize the institution’s mission and vision, and• Support the institution’s capabilities to recruit and maximally
serve students currently and in the future.
How does the strategic enrollment planning model differ from the traditional planning model?
Communication is key to success
• Preparation• Data Collection• Key Performance Indicators• Situation Analysis
Phase One: Data Analysis
• Strategy Development• Tactics Identified• Strategy Prioritization
Phase Two:Strategies
• ROI Considerations• Enrollment Projection• Goal Setting• Finalize Written Plan
Phase ThreeEnrollment Goals
• Implementation of Plan• Form Strategic EM Council
Phase Four:Implementation
Step by Step Approach
Competition, market demand,
and institutional strength
Market Demand: What students
want - Relevance
Program: What we do
best - Authenticity
Competition: Unoccupied
market positions -
Differentiation
Key Performance Indicators
Enrollment
External
Market demand
Selectivity
DiversityTrue Capacity
Pricing and Net Costs
Persistence &
Graduation
Experience &
Engagement
Data Types
KPI’s are often the most complex, reflecting strategic actions that take considerable time
to evolve
Example KPI: Full Time Undergraduate Headcount
Graduating Seniors
New FY and Transfer
FT UG Headcount
Attrition
Funnel rates
Selectivity
Reputation
Demographics
Market share
Discount rate
Placement rate: Grad and Prof. Sch.
Student loan debt
Job placement rate
Overall satisfaction
4,5,6-yr. grad. rates
NSSE scores
First-year, So, Jr. Sr. rates Minority, High revenue, Athletes, etc.
Student: teacher ratioAvg. class sizeNet. $$ per studentNet tuition per student
What is your desired future state?
Shape class
Current market penetration
Competition analysis
Goals:
Increase SAT/ACT to 1200
Increase first-to-second year retention to 82%
Increase grad rate to 60%
Increase new students
Demographics
Academic offerings
Price sensitivity
Goals:
Increase new student class by 3% per year
Increase transfer class by 5% per year
Increase new and graduate more students
Program delivery styles
Co-curricular offerings
Goals:
Increase new students by 5% every other year
Increase second-to-third year rate to 75%
Evaluating the economics of programs – strategic response
Manage Grow or Build
Reduce or Eliminate
Start
Enr
ollm
ent
as %
of
Cap
acity
Net Operating Income Per Student
Evaluating the economics of programs
Enr
ollm
ent
as %
of
Cap
acity
Net Operating Income Per Student
High, High
Low, HighLow, Low
High, Low
Enrollment Growth Strategy Matrix
Market Penetration
Program Development
Market Development Diversification
Existing Programs/Services
NewPrograms/Services
Existing Markets
New Markets
Systems Approach
Web Analytics
Name Purchase
Social Media Integration
Integrated CRM
E-Comm. Flows
Financial Aid Leveraging
Curricular Offering
Co-Curricular Offerings
Retention Prediction
DIVERSE ENTRY
SUBPOPULATIONS
SUBPOPULATIONS
Funnel Management
Enrollment Stage Rate
Enrollment Stage
Applicant
Prospect
Inquiry
Completed Applicant
Accepted
Confirmed
Enrolled
Response
Conversion
Completion
Acceptance
Confirmation
Capture
Yield (accept to enroll)
Return on Investment
Strategy
Analysis
• Time/staff/technology needs to implement• Expected level of strategy impact• Priority to accomplishing enrollment projection
Campus
Readiness
• Availability of staff or technical resources to implement• Funding available • Campus understanding of need for change
Return on investmen
t
• Projected outcomes occurred• Review of actual cost to implement
Sample Table of Contents for the finalized SEP plan
Introduction and Executive Summary
Organizational Structure for Planning and Foci
Situation Analysis
Mission, Vision, Key Performance Indicators, Planning Assumptions
Strategies and Priorities for Action
Enrollment Goals, Projections, and Return on Investments
Future Structure to Monitor Enrollment Management
Summary
3Creating the Organizational
Structures
Leadership Matters
Active Planning
Broad Participation
Leadership Communication Right People
Grounded in DataInternal CURRENT External
Leadership EngagementAgreement on Process Planning Context
Strategic Enrollment Planning Council (SEPC)
Goals
• Assesses progress toward goal obtainment
KPI
• Monitors KPIs (not necessarily PIs)
Strategy
Implementat
ion
• Sets priorities and budget dollars linked to priorities to accomplish goals
1. President/Provost/VPAA2. Chief Financial Officer3. Director of Institutional Research4. Faculty Leadership (multiple people)5. Director of Marketing/Communications6. Vice President for Student Life7. Vice President for Enrollment
Management
Maybe:Director of AthleticsDirector of AdmissionsDirector of Financial AidRegistrarDirector of Housing
Strategic Enrollment Planning Council
(Get-it-done, high-level team!)
1. Vice President for Enrollment Management or AVP EM
2. Academic Leadership3. Vice President for Student Success4. Director of Marketing/Communications5. Director of Admissions6. Director of Retention/Student Success7. Faculty8. Director of Financial Aid 9. Institutional Research10. Student Reps
Maybe:Director of AthleticsRegistrarDirector of Housing
Action/Steering Committee
(Get-it-done, coordinating team!)
• Lead person (or co-lead) who works well with others, has a passion for topic, and can be the go-between for the SEP council
• Working group members who are prepared to work
• Include representation to gather buy-in
• Likely should lead a working group
Action/Steering Committee
1. Assessing a changing environment
2. Academic and co-curricular program planning
3. Net operating revenues and expenses
4. Pricing5. Financial aid policies6. Shaping the student profile7. Student retention8. Enrollment management
effectiveness
Define Project Scope
• Review and collate data• Analyze data• Draft situation analysis• Determine working groups
foci• Ensure working groups
meet and collaborate• Identify priorities• Make recommendations to
council• Write the plan
Action Items for Action/Steering Group
• Focus area situation analyses• Ensure focus remains connected toward
supporting strong academic outcomes• Strengthen the college/university through
providing strategic direction that is data-informed
• Strategy ideation• Unify approach and vision of enrollment
management• Remain data-informed and seek ways to
further enhance and integrate data and data collection into the planning processes
• Maintain enrollment and seek to maximize your profile
• Diversify your campus profile • Provide long-term, practical, and tangible
business/action plans that are executable
Working Group Activities Focus
SEP Priorities
Long-range Enrollment
Academic and Co-curricular
Model Enrollment Projecting
Strategic Plan
4Characteristics of a Successful
Strategic Enrollment Plan
Funnel Management by Subpopulation
Strong Institutional Buy-in
Data-Informed
Data-themed SWOT Analysis
Creates a Sense of Urgency
Provide Planning Assumptions
Defined Populations
Goal, Objectives, and Action Strategies
Goals
A solid resource/fiscal plan to support each strategy, goal, and objective
Living Plan