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Keys to Thriving Enrollments in the New Economy

Keys to Thriving Enrollments in the New Economy

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Keys to Thriving Enrollments in the New Economy

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  1. Keys to Thriving Enrollments in the New Economy Oklahoma State Regents for Higher Education Higher Education Conference on Enrollment Management February 23 2011, University of Oklahoma - Norman, Oklahoma Jay W. Goff Vice-Provost and Dean of Enrollment Management Missouri University of Science & Technology AACRAO SEM Coordinator for Four-year Colleges & Universities

  2. WHY ARE WE HERE TODAY?The external environment colleges and universities operate in is changing quickly Dramatic changes in student markets Public expectations for a wide variety of high quality student services Shrinking government funding Greater needs for an institution-wide understanding of how to best react to the emerging student trends, needs and markets

  3. Total Enrollment Fall 2000 - 201056% Enrollment Growth

  4. Missouri S&T: 90% engineering, science & computing majors 17th in Nation for Largest Undergraduate Engineering Enrollment 14th in Nation for Number of BS Engineering Degrees Granted Top 20 for engineering degrees granted to females and minorities

  5. 2001-2010 Enrollment Change • 49% Increase in Undergraduates • 53% Increase in Female Students • 83% Increase in Graduate Students • 124% Increase in Minority Students • 43% Increase in Non-Engineering Majors • Since 2005, 60% of Growth due to Increased Retention Rates • 87% Retention Rate Achieved and Sustained • 66% Graduation Rate Achieved • Lower discount rate from +38% to 25% • Generated over $24 M in additional net revenues

  6. 7 Years of Strategic and Dramatic Changes in Rolla January 1, 2008 University Name Change 2007 Academic Reorganization by Eliminating Schools and Colleges 2003 and 2007 Updated the Mission, Vision and Strategic plans 2004 Office of Technology Transfer and Economic Development 2001 to 2005 New Student and Business Information Systems 2002, 2004 & 2007 New ERP (PeopleSoft) and 3 New Homepages and Platforms 2003 Student Diversity Initiative The new goals resulted in three new units and champions: • Student Diversity Programs • Women’s Leadership Institute • Center for Pre-College Programs 2002 New School of Management and Information Sciences 2002 Center for Education Research and Teaching Innovation (CERTI) 2002 - 2006 12 NEW Degree Programs and 19 Certificate Programs, 128 hour limited for BS Engineering Degrees 2001 Administrative Restructuring and Formal Enrollment Management Program • Enrollment Management, • Distance and Continuing Education • Research and Sponsored Programs • Undergraduate and Graduate Programs

  7. Why Does Your Position Exist?

  8. Leadership Concerns Higher education leaders and national media: • What do recent economic upheavals mean to colleges and universities? • What are the fundamental issues facing higher education in the coming decade? • Do we face unprecedented long term economic circumstances and challenges? • What must institutions be doing today to respond to issues and challenges?

  9. What We Learned: • Our fundamental challenges remain unchanged, but the urgency to address those challenges will be accelerated by economic necessity. • Higher education as an industry will undergo transformations similar to those experienced by other industries over the last 50 years. • Changes in technology and the global economy point toward solutions to these issues.

  10. Remember the Happy Pirate:Adjusting to Change & New Tools

  11. Keys to Thriving in the Future Moving Back to a Buyer’s Market

  12. Keys to Thriving Enrollments in the Current Economy: • Focus Communications on the Value and Outcomes of the Student Experience • Manage in a Business Like Fashion – Capacity Management • Push Retention Efforts to Implement Fundamentals • Beef Up Financial Aid Staff and Support • Support the New Majority: A Transfer Student Friendly Programs • Make Pre K-20 Planning and Programs a Fundamental Business Practice

  13. SEM Primer

  14. The Student Success Continuum The Enrollment Management Perspective Pre-College Outreach/ Recruitment / Marketing Degree/goal attainment Classroom experience Co-curricular support Orientation Student’s college career Financial Aid Academic support Admission Retention

  15. What is SEM? Strategic Enrollment Management (SEM) is “a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention, and graduation rates of students where ‘optimum’ is designed within the academic context of the institution. As such, SEM is an institution-wide process that embraces virtually every aspect of an institution’s function and culture.” Michael Dolence, AACRAO SEM 2001 Research Recruitment Retention

  16. Mission Enrollments Budgets Facilities Programs

  17. Core Enrollment Principles • No Enrollment Effort is Successful without QUALITY Academic Programs to Promote • Recruitment and Retention is an On-going, Multi-year PROCESS with Strong Access to Research and DATA • +80% of Enrollments Come from REGIONALStudent Markets for BS/BA Degrees • The Most Successful Recruitment Programs Clearly DIFFERENTIATE the Student Experience from Competitor’s Programs • The Most Successful Retention Programs Clearly Address Students’ Needs and Regularly ENGAGEStudents in Academic and Non-Academic Programs

  18. Role of the Enrollment Manager “Enrollment leaders serve many roles throughout the change management process, such as that of a visionary, encourager, storyteller, facilitator, arbitrator, problem solver, manager and coach.” Jim Black, AACRAO SEM 2003 EMs are Systems Thinkers Adept at Influencing Change

  19. Environmental Scan

  20. United States: Tied for 17th Out of 22 OECD Nations in High School Graduation Rates United States Note: Data is for 2005 and refers to “percentage of upper secondary graduates to the population at typical age of graduation.”Source: 2007 OECD Education at a Glance,

  21. United States: 3rd Out of 30 OECD Countries inOverall Postsecondary Attainment in 2005 United States (38%) Source: 2007 OECD Education at a Glance,

  22. Attainment Trends

  23. Need for Completed Degrees in the US Assuming current rates of college attendance, persistence and “off shoring” do not change, analyst Anthony P. Carnevale concludes that by 2012 the U.S. will face a cumulative 10-year shortage of: • 850,000 associate degrees • 3.2 million bachelor’s degrees • 2.9 million graduate degrees National Center for Higher Education Management Systems: - 55% of the population will need college degrees by 2025 in order to equal degree attainment in top-performing countries, a potential “degree gap” of 15.6 million SOURCE: College Board 2008 “Achieving the Dream of America”

  24. Challenge: Changes in the College-Bound Student Markets • The Midwest and Northeast will experience a 4% to 10% decline in high school graduates between 2009 – 2014 (WICHE) • The profile of college-bound students is rapidly becoming more ethnically diverse and female dominant (NCES, WICHE, ACT, College Board) • The number of students interested in engineering, computer science, and natural science degrees has declined to record lows (ACT, CIRP) • More full-time college freshmen are choosing to start at two-year colleges (IPED, MODHE) • More students are enrolling in more than one college at a time (National Student Clearinghouse) • Future student market growth will include more students requiring financial aid and loans to complete a degree (WICHE)

  25. SOURCE: U.S. Education Department Section: The 2007-8 Almanac, Volume 54, Issue 1, Page 8 Heavy Competition for Students+4200 Colleges and Universities

  26. Large Tuition & Fee Increases

  27. 2011-20173% to 8% Annual Declines in Traditional Students SOURCE: WICHE, 2008

  28. SOURCE: WICHE, 2008

  29. SOURCE: WICHE, 2008

  30. Enrollment Planning should be Global

  31. Look Beyond Business & STEM

  32. Female Enrollments Exceed 57% of All College Students SOURCE: NCES, The Condition of Education 2006, pg. 36

  33. 76% of families would be “somewhat” or “very likely” to consider a more expensive institution if it could deliver greater value. SOURCE: Longmire & Company, Inc. 2009 “Study of the Impact of the Economy on Enrollment”

  34. 2010 e-expectations report • 46% claimed the current economic crisis caused them to reconsider the schools they would apply to or attend—an increase from 34 percent just last year. SOURCE: 2010 E-Expectation Report – OmniUpdate/NRCCUA/Noel Levitz

  35. 2010 e-expectations report •  1 in 4 students reported removing a school from their prospective list because of a bad experience on that school’s Web site. ·   92% would be disappointed with a school or remove it entirely from their lists if they didn’t find the information they needed on the school’s Web site. SOURCE: 2010 E-Expectation Report – OmniUpdate/NRCCUA/Noel Levitz

  36. As college prices have escalated while family income growth has stalled, student debt has increased dramatically in recent years. SOURCE: College Board 2008 “Achieving the Dream of America”

  37. Large Growth in Students Loans SOURCE: U.S. Dept of Education, National Center for Education Statistics, National Postsecondary Student Aid Survey (1993-2008).

  38. Private Student Loan Markets Expected to Boom

  39. 1. Focus Communications on the Value of the Student Experience Demonstrate Quality related to: Institutional Mission Student Learning the Public’s ROI

  40. “Governing boards and institutional leaders must move beyond the ‘iron triangle’ of seemingly conflicting choices – improving quality, increasing access, and yet constraining costs – toward a ‘culture of accountability.’” • Moving Beyond the Iron Triangle, Arne Duncan, U.S. Secretary of Education, Trusteeship (Association of Governing Boards of Universities and Colleges), September/October 2009.

  41. Keys to Attracting and Enrolling Students • Sending the right message to the right students, at the right time, in the right format • The development and management of a multi-level prospective student communication plans • Consistently sending our messages through well- trained, committed, caring individuals across the campus • Having the appropriate resources to implement the plans

  42. Highest Yielding Enrollment Activities Campus Visit/Summer Camps • Over 70% of the students who visit campus or attend a camp apply  • About 61% of these applicants enroll, so about 42% of our high school level camp attendees end up enrolling  • 2009’s freshmen report that around 26% of the students attending at least one summer program Telecounseling • Increases students attendance at HS/CC visit, receptions & campus visitation Regular Communication/Relationship Development • Current communication plans provide contacts every 2 to 4 weeks from the end of the Junior Year to the April of Senior Year • General Plan: 14 to 18 contacts/communications • Minority or Women: 21 to 27 contacts/communications • Minority Women: 28 to 36 contact/communications

  43. Focus Communications on Outcomes and Value 1. We’re one of America’s top technological research universities. 2.Our students get great jobsat great salaries. 3.Our students graduate with the ability to address real-world problems. 4.We’re one of America’s “30 safest campuses.” 5.S&T is one of the top 10 “best value” national public universities.

  44. Over 600 Corporate Partners and Hiring Organizations

  45. Career Success for Grads3-year Averages Midwest’s Largest Career Fair • Over 660 Companies recruit on campus: • +4,250 on-campus interviews • Average starting salary for graduates at commencement: • over $57,300 • Over 500 students completed a co-op or internship for +160 companies around the world • $2,650 average monthly co-op salary • $2,875 average monthly internship salary • 90% of grads have secured firm plans at graduation • Mid-career average salary for all graduates: • $95,200 (, August 2009) • Many top corporations, such as Shell Oil, Caterpillar, Toyota and Boeing list Missouri S&T as a “Top 20 Key School” for finding their future leaders

  46. Promote Learning Objectives Where Innovation Is Tradition

  47. Emerging Trends Ability to clearly explain the value of our programs to all stakeholders: Use accreditation material in all communications Promoting success stories with regard to access, and affordability and outcomes for individuals and society REMEMBER: The public is inclined to support costs associated with maintaining program quality and rigor when paired with sound management practices including appropriate efficiencies

  48. 2. Manage in Business-like Fashion Capacity Management and Diversifying Revenues in the Context of an Institutional Business Model

  49. Guiding Philosophy at George Mason University “An institution of higher education should not be run like a business, but it should be run in a business-like fashion.” - Alan Merten, President, George Mason University