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Prioritize, Focus, Evolve


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Slides from the Eduventures report Prioritize, Focus, Evolve, which discusses the critical issues facing higher education leaders in 2014.

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Prioritize, Focus, Evolve

  1. 1. ©  2014  Eduventures,  Inc.   Priori7ze,  Focus,  Evolve.   March  2014   Cri7cal  Issues  Facing  Higher  Educa7on  Leaders  in  2014  
  2. 2. ©  2014  Eduventures,  Inc.   Eduventures  is  the  industry  leader  in  research,  data,  consul7ng,  and  advisory  services   for  the  higher  educa7on  community.  For  20  years,  college  and  university  leaders  and   educa7on  industry  providers  have  looked  to  Eduventures  for  innova7ve  and  forward-­‐ looking  ideas,  for  insights  into  best  prac7ces,  and  for  help  with  making  the  strategic   and  opera7onal  decisions  vital  to  their  success.  More  about  Eduventures  can  be  found   at   About  Eduventures   2    
  3. 3. ©  2014  Eduventures,  Inc.   Overview   3     At  a  7me  when  higher  educa7on  is  facing  more  cri7que  than  any  point  in  recent   memory,  it  is  cri7cal  that  colleges  and  universi7es  priori7ze,  focus,  and  evolve  their   opera7ons  and  their  offerings.     Here  are  the  areas    we  believe  that  higher  educa7on  leaders  should  pay  par7cular   aOen7on  to  in  2014:   •  The  con7nued  scru7ny  of  higher  educa7on   •  The  priori7za7on  of  outcomes   •  The  reten7on  culture   •  The  blended  learning  opportunity   •  The  regionaliza7on  of  online  higher  educa7on     This  presenta,on  offers  an  overview  of  the  data  points  that  are  discussed  and   analyzed  in  the  report  Priori%ze,  Focus,  Evolve:  Five  Cri%cal  Issues  Facing  Higher   Educa%on  Leaders  in  2014.  For  the  full  report,  contact  your  client  services  advisor  or   visit,ze2014    
  4. 4. ©  2014  Eduventures,  Inc.   The  Con,nued  Scru,ny  of  Higher   Educa,on  
  5. 5. ©  2014  Eduventures,  Inc.   The  value  of  a  college  educa,on  has  never  been  called  more  into  ques,on.   In  fact,  24%  of  alumni  who  have  graduated  in  the  last  ten  years  think  the   cost  of  their  educa,on  exceeded  its  value.     The  Con7nued  Scru7ny  of  Higher  Educa7on   5     73%   3%   64%   6%   52%   9%   43%   15%   34%   24%   0%   10%   20%   30%   40%   50%   60%   70%   80%   Value  exceeds  cost   Cost  exceeds  value   1972  and  Earlier   1973  to  1982   1983  to  1992   1993  to  2002   Young  Alumni   Source:  Eduventures  Alumni  Pulse  Survey  
  6. 6. ©  2014  Eduventures,  Inc.   The  impact  of  the  percep,on  of  value  is  not  abstract,  par,cularly  when   taken  in  context  with  debt  load.  The  average  student  debt  load  is  $27,000.   At  that  level,  it  impacts  your  alumni’s  propensity  to  give  back:     The  Con7nued  Scru7ny  of  Higher  Educa7on   6     Source:  Eduventures  Alumni  Pulse  Survey   16%   12%   6%   3%   2%   2%   1%   15%   13%   9%   4%   3%   4%   2%   12%   13%   10%   6%   5%   8%   3%   Less  than   $10,000   $10,001  -­‐   $20,000   $20,001  -­‐   $30,000   $30,001  -­‐   $40,000   $40,001  -­‐   $50,000   $50,001  -­‐   $100,000   More  than   $100,000   Current  Donor   Lapsed  Donor   Long-­‐Lapsed  Donor   Debt  at  these  levels  significantly  impacts  alumni  giving.  
  7. 7. ©  2014  Eduventures,  Inc.   The  Con7nued  Scru7ny  of  Higher  Educa7on   7     What  This  Means:     Even  amongst  higher  educa7on’s  biggest  cri7cs,  it  is  s7ll  acknowledged  that   there  is  value  in  the  tradi7onal  college  educa7on.  However,  it  is  incumbent  on   university  leaders  to  clearly  define  that  value  they  offer  their  stakeholders,   and  communicate  what  it  is  and  is  not.     Ques,ons  to  Consider:       q  What  is  your  ins7tu7on’s  unique  value  proposi7on?  How  does  it  stack  up   against  your  compe7tors?   q  Do  your  marke7ng  materials  discuss  features  or  benefits?   q  What  is  your  assessment  strategy?  Do  you  faculty  buy  into  and  ac7vity   par7cipate  in  it?   q  What  is  the  average  debt  load  of  your  students?  How  is  that  impac7ng   your  alumni  par7cipa7on?      
  8. 8. ©  2014  Eduventures,  Inc.   The  Priori,za,on  of  Outcomes  
  9. 9. ©  2014  Eduventures,  Inc.   For  the  first  ,me,  career  prepara,on  is  outpacing  academics,  social   environment  and  affordability  as  the  top  driver  of  college  enrollment  among   tradi,onal-­‐aged  students.   The  Priori7za7on  of  Outcomes   9     Source:  Eduventures  College  Bound  Market  Update   4   4.5   5   5.5   6   6.5   Career   prepara7on       Core   academics   Academic   environment   Affordability     Social   environment     Advanced   academic   opportuni7es   Physical   environment     Diversity  of   academic   opportuni7es   2011   2012   2013  
  10. 10. ©  2014  Eduventures,  Inc.   If  the  career  prepara,on  you  provide  your  students  once  they  enroll  does   not  meet  expecta,ons,    it  will  impact  their  propensity  to  make  a  giX  aXer   they  graduate.     The  Priori7za7on  of  Outcomes   10     Source:  Eduventures  Alumni  Pulse  Survey   33%   57%   8%   27%   59%   13%   19%   57%   23%   Exceeded  Expecta7ons   Met  Expecta7ons   Did  Not  Meet  Expecta7ons   Will  make  a  gie   Unsure   Will  not  make  a  gie  
  11. 11. ©  2014  Eduventures,  Inc.   The  Con7nued  Scru7ny  of  Higher  Educa7on   11     What  This  Means:     It  has  never  been  more  cri7cal  for  colleges  and  universi7es  to  integrate  career   services  throughout  the  student  lifecycle.  This  effort  should  be  driven  by  a   career  development  office  that  is  heavily  integrated  with  all  aspects  of  the   experience,  from  admissions  to  academics  to  alumni  rela7ons.       Ques,ons  to  Consider:       q  How  early  are  your  students  proac7vely  engaged  in  career-­‐related   programming?   q  How  does  your  career  development  office  engage  with  alumni?   q  How  does  your  career  development  office  partner  with  the  admissions   office?  The  faculty?  The  alumni  rela7ons  office?   q  How  are  you  tracking  the  outcomes  of  your  graduates?  How  are  you   repor7ng  that  informa7on  to  your  stakeholders?    
  12. 12. ©  2014  Eduventures,  Inc.   The  Reten,on  Culture  
  13. 13. ©  2014  Eduventures,  Inc.   Reten,on  is  usually  considered  to  be  a  top  revenue-­‐producing  strategy.   However,  only  32%  of  colleges  dedicate  a  full-­‐,me  posi,on  to  the  effort.     The  Reten7on  Culture   13     Source:  Eduventures  Study  of  Reten7on  Outperformers   32%   64%   Full-­‐7me  posi7on  whose  primary  role  is  reten7on   management   Reten7on  commiOee   *Ins%tu%ons  are  allowed  to  select  both  op%ons  
  14. 14. ©  2014  Eduventures,  Inc.   While  the  majority  of  colleges  provide  ongoing  programming  to  aid  reten,on   efforts,  the  target  of  those  popula,ons  is  wildly  inconsistent  across  student   popula,ons.     The  Reten7on  Culture   14     Source:  Eduventures  Study  of  Reten7on  Outperformers   0%   10%   20%   30%   40%   50%   60%   70%   80%   90%   Living-­‐learning  communi7es   Academic  difficulty  interven7on   program   Mandatory  no7fica7on  of  grades   Mandatory  repor7ng  of   aOendance   Academic  tutoring  or  coaching   Debt  management  programs  for   enrolled  student  
  15. 15. ©  2014  Eduventures,  Inc.   The  Reten7on  Culture   15     What  This  Means:     When  it  comes  to  retaining  students,  colleges  need  to  think  holis7cally,   addressing  aspects  of  the  experience  for  the  full  mix  of  student  types  on  an   ongoing  basis,  including  academic,  social,  and  financial  factors.         Ques,ons  to  Consider:       q  Who  is  accountable  for  reten7on  strategy  at  your  college?  What  percent  of   their  7me  do  they  spend  focusing  on  it?   q  What  tac7cs  make  up  your  current  reten7on  strategy?     q  How  well  do  you  prepare  new  students  to  know  what  they  need  to  do  to   complete  on  7me?   q  How  do  you  support  the  success  of  your  online  and  adult  learner   popula7ons?   q  How  do  you  support  or  incen7vize  faculty  to  support  student  reten7on   through  advising?    
  16. 16. ©  2014  Eduventures,  Inc.   The  Blended  Learning  Opportunity  
  17. 17. ©  2014  Eduventures,  Inc.   Interest  in  returning  to  school  is  declining  among  adult  learners.     The  Blended  Learning  Opportunity   17     Source:  Eduventures  Adult  Higher  Educa7on  Consumer   32.6%   44.8%   22.6%   31.1%   45.5%   23.3%   0%   5%   10%   15%   20%   25%   30%   35%   40%   45%   50%   Go  to  school  in  3  years   Don't  an7cipate  school,  but     interested   Don't  an7cipate  school,  not   interested   2012   2013  
  18. 18. ©  2014  Eduventures,  Inc.   The  preference  for  adults  of  every  age  –  from  18  to  65-­‐years-­‐old  and  above  –   is  for  a  blended  learning  experience  which  incorporates  a  mix  of  box  campus   and  online  to  varying  degrees.     The  Blended  Learning  Opportunity   18     Source:  Eduventures  Adult  Higher  Educa7on  Consumer   0%   10%   20%   30%   40%   50%   60%   18-­‐22   23-­‐24   25-­‐29   30-­‐34   35-­‐39   40-­‐44   45-­‐49   50-­‐54   55-­‐59   60-­‐64   65  and   above   Even  mix-­‐  campus/online   Campus  only   Online  only   Most  campus,  some  online   Most  online,  some  campus  
  19. 19. ©  2014  Eduventures,  Inc.   The  Blended  Learning  Opportunity   19     What  This  Means:     We  believe  that  the  future  of  the  university  is  a  mul7-­‐channel  strategy  that   leverages  technology  to  enhance  teaching  and  learning,  drive  down  costs,  and   produce  desired  learner  outcomes  across  a  variety  of  delivery  mediums.  It’s   the  overlap  and  increased  number  of  op7ons  that  will  dis7nguish  the  brand   and  aOract  new  students,  while  also  scaling  to  provide  a  more  robust  all   around  academic  experience  at  a  reduced  cost  to  the  university.     Ques,ons  to  Consider:       q  Where  are  you  currently  offering  blended  learning  opportuni7es?  Where   are  the  opportuni7es  for  expansion?   q  How  are  your  online  and  campus  offerings  currently  structure?  Where  is   there  opportunity  for  integra7on?     q  Does  your  current  technology  support  an  integrated,  mul7-­‐channel   delivery  approach?  Does  your  organiza7onal  structure?    
  20. 20. ©  2014  Eduventures,  Inc.   The  Regionaliza,on  of  Online   Educa,on  
  21. 21. ©  2014  Eduventures,  Inc.   Last  year,  we  reported  that  growth  in  the  online  market  was  going  to   plateau.  With  just  7%  growth  in  2013,  that  trend  is  holding  true.     The  Regionaliza7on  of  Online  Educa7on   21     Source:  Eduventures  Online  Market  Update   66%   20%   9%   7%   2%   16%   0%   20%   40%   60%   80%   100%   120%   140%   160%   0   1,000,000   2,000,000   3,000,000   4,000,000   5,000,000   6,000,000   1996   1997   1998   1999   2000   2001   2002   2003   2004   2005   2006   2007   2008   2009   2010   2011   2012   2013   2014   2015   2016   2017   2018   2019   2020   Es7mated  Online  Headcount   %  Growth  
  22. 22. ©  2014  Eduventures,  Inc.   Though  large  scale  providers  (5,000+  online  students)  make  up  only  3%  of   the  market,  they  control  45%  of  total  online  student  enrollment,  leaving   middle  market  providers  (1,000  –  4,999  students)  and  small  scale  providers   (less  than  1,000  students)  figh,ng  for  55%  of  the  remaining  share.     The  Regionaliza7on  of  Online  Educa7on   22     Source:  Eduventures  Online  Market  Update   77%   20%   20%   35%   3%   45%   Small  Scale   Middle  Market   Large  Scale   Percent  of  schools  in  the  online  market,  by  headcount.   Percent  of  the  online  market  they  control,  by  scale.  
  23. 23. ©  2014  Eduventures,  Inc.   The  Regionaliza7on  of  Online  Educa7on   23     What  This  Means:     The  satura7on  of  the  online  market,  combined  with  the  plateaued  growth  of   online  headcount  and  increased  regula7on,  means  the  wise  online  strategy  for   new  providers,  or  current  small  and  mid-­‐sized  providers  seeking  growth,  is  a   regional  one.      Ques,ons  to  Consider:       q  What  is  your  short-­‐term  online  strategy?  Your  five  year  plan?  Ten  year   plan?   q  How  much  do  you  want  to  grow?  Is  your  goal  to  be  a  small  scale,  middle   market,  or  large  scale  provider?   q  What  is  the  compe77ve  landscape  for  online  educa7on  in  your  region?   How  does  your  school  fit  into  it?   q  What  careers  are  poised  for  growth  in  your  region?  How  are  you  online   academic  offerings  addressing  the  local  need?   q  What  are  your  marque  online  academic  offerings?  What  programs  may  you   want  to  consider  sunsekng  in  the  next  several  years?    
  24. 24. ©  2014  Eduventures,  Inc.   Addi,onal  Resources  
  25. 25. ©  2014  Eduventures,  Inc.   o  College  Value  and  Affordability:  Thoughts  on  the  President’s  Proposed  College   Scorecard:  hfp://   o  The  Importance  of  Communica7ng  and  Delivering  Value  to  Your  Students:                                       hfp://,ngvalue   o  The  Rising  Cost  of  Not  Going  To  College:  hfp://   o  What  Really  MaOers  to  Alumni  (Complimentary  Webinar  Recording):                                       hfp://     The  Con,nued  Scru,ny  of  Higher  Educa,on   Addi7onal  Resources   25     o  Integra7ng  Career  Development:  hfp://,ngcareer     o  An  Era  of  Scru7ny:  hfp://,ny     The  Priori,za,on  of  Outcomes  
  26. 26. ©  2014  Eduventures,  Inc.   o  Eduventures  Reten7on  Ra7ngs:  hfp://,on   o  Reten7on  and  Adult  Learners:  hfp://,on     The  Reten,on  Culture   Addi7onal  Resources   26     o  The  Coun7ng  Wars  –  The  Size  Debate  of  the  Online  Learning  Market:                                       hfp://,ngwars   o  What  Happened  to  the  Online  Market?:  hfp://     The  Regionaliza,on  of  Online  Educa,on   o  Trend  to  Blend:  hfp://   o  Today’s  Adult  Higher  Educa7on  Consumer:  hfp://     The  Blended  Learning  Opportunity  
  27. 27. ©  2014  Eduventures,  Inc.   This  presenta7on  offers  an  overview  of  the  data  points  that  are   discussed  and  analyzed  in  the  report  Priori%ze,  Focus,  Evolve:  Five   Cri%cal  Issues  Facing  Higher  Educa%on  Leaders  in  2014.     For  the  full  report,  contact  your  client  services  advisor  or  visit,ze2014       Want  more?     27