Even though the majority of schools report having written annual and long-range plans, a significant number fail to rate their plans as good or excellent.
Approximately 40% of students are dissatisfied nationally. Two-year publics have higher overall satisfaction than the other sectors.
The 15-year Study – SSI SuiteSSI first available in 1994-95Looking at the results across all 15 years, including a special comparison of the original academic year of data with the more recent 2009-10 academic year to see what has shifted over timeThe SSI has been completed by more than 2,400 four-year and two-year, public, and private institutions over 15 yearsNational reports can be found at www.noellevitz.com/benchmark
Nearly 2/3 of 4yr institutions and more than 90% of 2yr institutions are now spending less than $25K to maintain admissions-specific content and services on their institution’s Web site.
Bot retreat april 2013 final2
Focus on the FutureUSM Board of Trustees‘ Retreat
Looking BackToday‘s ConditionsFocus on the FutureOverview
History & BackgroundIt is wisdom to pause,to look back and seeby what straight ortwisting paths we havearrived at the place wefind ourselves.‖- Mother Xavier Ross
History & BackgroundFiscal Years 2000-200502,000,0004,000,0006,000,0008,000,00010,000,00012,000,00014,000,0002000 2001 2002 2003 2004 2005Revenue Expenses Special GiftExpenditures exceededrevenues by $3.3 million.Expenditures will exceedrevenues by $1.8 million.Operating Results
2006 Strategic PlanFiscal StabilityOperating Results (FYE 2006-2013)02,000,0004,000,0006,000,0008,000,00010,000,00012,000,00014,000,00016,000,00018,000,00020,000,00022,000,0002006 2007 2008 2009 2010 2011 2012 2013Revenue Expenses Special GiftExpenditures exceededrevenues by $1.5 million.Revenues exceededexpenditures by $447,000.Expenditures will exceedrevenues by $1.1 million.
2006 Strategic PlanFiscal StabilityUndergraduate Main Campus Enrollment Growth0501001502002503003504004505005502005 2006 2007 2008 2009 2010 2011 2012Fall SemesterFRESHMENNEW TRANSFERS116 FreshmenTotal Full-Time, Main Campus Enrollment hasincreased by 181, or 50%, from Fall 2005 to 2012.TOTAL199 Total New Students
2006 Strategic PlanTotal EnrollmentFiscal Stability01002003004005006007008009001,0001,1001,2002005 2006 2007 2008 2009 2010 2011 2012Fall Year8391,0479931,0739578861,189DoctorateFT UndergraduatePT UndergraduateOPC GradAll OnlineOnline Program began in FYE 2007.Total student headcount increased by 372,or 46%, from Fall 2005 to Fall 2012.817
2006 Strategic PlanFiscal StabilityOther New ProgramsCheer & Dance – Nearly 20 new studentsCross Country/Track & Field – Over 30 new studentsOnline Programs
2006 Strategic PlanFiscal StabilityOnline Programs Enrollment050100150200250300350400Fall 09 Fall 10 Fall 11 Fall 12 Fall 13Projected
2006 Strategic PlanFiscal StabilityFall 2012 Enrollment Populations57315115011616237FT UndergraduatePT UndergraduateOnline UndergraduateOPC GraduateOnline GraduateDoctorateFull-Time Undergraduate enrollmentis about 48% of total enrollment forthe Fall 2012 Semester.GraduatesUndergraduates
2006 Strategic PlanFiscal Stability01,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,0008,000,0009,000,00010,000,00011,000,00012,000,00013,000,00014,000,00015,000,00016,000,00017,000,0002006 2007 2008 2009 2010 2011 2012 March 2013Restricted Unrestricted TransferThe restricted endowment portion hasincreased from $6.1 million to $12.6million, or 107%, from FYE 2006 to March $3.4 million$16,407,221Endowment Growth
2006 Strategic PlanImproved FacilitiesMcGilley Field House Berkel Residence HallNew Construction
Current EnvironmentMassive Open Online CoursesMOOCs
MOOCsWhat are they?New web-based tools/ ―platforms‖What distinguishes them from traditional classesand makes them attractive?Unlimited enrollment, name recognition, andcost – they are free!
MOOCsFour Comments on Those Observations1. The originators are not accrediting their own courses2. The originators were individual professors3. Remaining free is not going to be sustainable4. The completion rate is between 5% and 10%
MOOCsThree Explanatory Notes1. Most are asynchronous2. A few are moving in a synchronous direction3. Completion rate at 5% to 10%
MOOCsThe Promise and the Apparent Reality of MOOCsMOOCs will transform teaching and learning―The revolution is not about IT. It is about teachingand learning.‖
MOOCsThe Promise and the Apparent Reality of MOOCsAlthough still a ―moving target‖ and not fullymatured, MOOCs are not proving to be a disrupter, butrather ―just one spice among many online educationspices.‖The challenge of picking what spice or spices to use
MOOCsWho Are the Biggest Users of MOOCs?People living outside the USAmong US students:– Non-traditional students• Not enrolled in a degree program• Seeking to enhance their skills• Just intellectually curious
MOOCsWhat Schools are Most Likely to be Affected, If Any?Potentially most affected: small, marginal, independent collegesLeast likely: selective, well-established independent collegesSomewhere in the middle: the publics, including communitycollegesThe California State University System Experiment
MOOCsSome Unresolved IssuesWhere do MOOCs appear to be heading?Political pressure to expand educational opportunities andcontain costs – will MOOCs fill the bill?The illusion of name brandFuture costs
MOOCsMOOCs May Already Be Yesterday‘s NewsA note on competency-based learningWhat is it?What are its potential advantages?Western Governors UniversitySouthern New Hampshire UniversityWhat are the potential liabilities?
MOOCsRecommended Resources―What you need to know about MOOCs‖ on the Chronicle ofHigher Education websitehttp://chronicle.com/article/What-You-Need-to-Know-About/133475
Current EnvironmentStudent LoanBubble PuttingHundreds ofColleges at Risk— Business Insider | August 2012Colleges take extreme cost-cutting measures— CNN Money | March 2012Does It Still MakeSense to Borrow toPay for College?— The Daily Ticker | April 2012
Strategic EnrollmentTraditional Enrollment PlanningAnnual ScopeFocus on the Admissions DepartmentAdministrationAthleticsAdmissions Academics
What will be necessary to change in ourenrollment processes, priorities andsystems to achieve our enrollment goalsand respond to the institutional strategicplan within an ever changing environment?
Increasing enrollment? Improving gross and net revenue? Filling under enrolled programs? Improving geographical representation? Improving diversity Improving retention Attracting better qualified students(more likely to persist) Improving efficiency and effectiveness of operations? Determining and responding to program demand locally, regionally, and/ornationally Improving awareness, image, and perception of the institution? Professional staff development and ongoing training in state-of-the-art enrollmentmanagement practices? Introducing and enhancing the ‘breakthrough enrollment technologies andsystems?” OtherKey Questions to Consider
Higher education’s compounded annualgrowth rates is expected to drop by 39 percentfrom 1.8 to 1.1 percent5.6% 1.1%1963-1980 1980-2009 2009-20201.8%NCES Projections of Education Statistics to 2020 ( 2011); p. 62
We are at the beginning of a long slump forfuture freshman classes4,200,0004,300,0004,400,0004,500,0004,600,0002008 2010 2012 2014 2016 2018 2020 2022Data Source: Population Projections Branch of the U.S. Census BureauProjected Number of 18-Year Olds: United States
Projected percentage change in the number ofpublic high school graduates, by state:School years 2007-08 through 2020-21Source: IES
† In-state institutions receiving thelargest number of in-statefreshmen.†† Competition factor equalscollege continuation rate lessnumber of students migrating andthe three in-state institutionsreceiving the largest number of in-state freshmen.Kansas: The competition factor32,289 high school seniors / 2012-13*67 institutions of higher education**64.7% college continuation rate (20,891)***(ranks 17th among states)15.6% leave the state to go to college (3,262)****(ranks 31st among states)Three Largest Institutions†***** Number of In-state Freshmen*****Kansas State University 2,763University of Kansas 2,467Johnson County Community College 1,44510,954 students ÷ 64 institutions = 171 students per institution††Sources:*Western Interstate Commission for Higher Education, Knocking at the College Door, 2012**The Chronicle of Higher Education, 2012***Postsecondary Education Opportunity, Chance for College by Age 19 by State 1986-2010, 2013****Postsecondary Education Opportunity, Interstate Migration of College Freshmen 1986-2010, 2012*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)
† In-state institutions receiving thelargest number of in-statefreshmen.†† Competition factor equalscollege continuation rate lessnumber of students migrating andthe three in-state institutionsreceiving the largest number of in-state freshmen.Sources:*Western Interstate Commission for Higher Education, 2008**The Chronicle of Higher Education, 2010***Postsecondary Education Opportunity, 2010****Postsecondary Education Opportunity, Interstate Migration Data, 2010*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)Missouri: The competition factor65,304 high school seniors / 2011-12*132 institutions of higher education**60.0% college continuation rate (39,182)***(ranks 33rd among states)17.7% leave the state to go to college (6,933)****(ranks 29th among states)Three Largest Institutions†***** Number of In-state Freshmen*****University of Missouri – Columbia 4,297Missouri State University – Springfield 2,279Ozarks Technical Community College 2,03723,636 students ÷ 129 institutions = 183 students per institution††
† In-state institutions receiving thelargest number of in-statefreshmen.†† Competition factor equalscollege continuation rate lessnumber of students migrating andthe three in-state institutionsreceiving the largest number of in-state freshmen.Sources:*Western Interstate Commission for Higher Education, 2008**The Chronicle of Higher Education, 2010***Postsecondary Education Opportunity, 2010****Postsecondary Education Opportunity, Interstate Migration Data, 2010*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)Nebraska: The competition factor21,176 high school seniors / 2011-12*43 institutions of higher education**65.5% college continuation rate (13,870)***(ranks 18th among states)19.1% leave the state to go to college (2,648)****(ranks 25th among states)Three Largest Institutions†***** Number of In-state Freshmen*****University of Nebraska – Lincoln 3,189University of Nebraska at Omaha 1,539Southeast Community College Area 1,0825,412 students ÷ 40 institutions = 135 students per institution††
† In-state institutions receiving thelargest number of in-statefreshmen.†† Competition factor equalscollege continuation rate lessnumber of students migrating andthe three in-state institutionsreceiving the largest number of in-state freshmen.Sources:*Western Interstate Commission for Higher Education, 2008**The Chronicle of Higher Education, 2010***Postsecondary Education Opportunity, 2010****Postsecondary Education Opportunity, Interstate Migration Data, 2010*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)Texas: The competition factor279,129 high school seniors / 2011-12*240 institutions of higher education**56.9% college continuation rate (158,824)***(ranks 41st among states)11.7% leave the state to go to college (18,617)****(ranks 40th among states)Three Largest Institutions†***** Number of In-state Freshmen*****Texas A & M University – College Station 7,809The University of Texas at Austin 6,368The University of Texas at San Antonio 4,721121,309 students ÷ 237 institutions = 512 students per institution††
• 60 percent of all four-year institutions wantlarger freshman classes• 56 percent of all four-year colleges wantbetter freshman classes• 52 percent want a more ethnically diversestudent bodyInstitutions are facing never-endingexpectations
Marketing andRecruitment PlanDevelop annual andlong-range as well asretention andrecruitment plans –for each marketsegment
What isWhat is strategicenrollment planning(SEP)?
Strategic Enrollment Planning …• Involves the campus inidentifying, prioritizing, implementing, evaluating, and modifying enrollment strategies and goals within achanging environment in order to effectively andefficiently : Realize the institution’s mission and vision, and Support the institution’s capabilities to recruit andmaximally serve students currently and in the future.
• Provides realistic quantifiable goals• Uses a return-on-investment (ROI) andaction item approach• Aligns the institution’s mission, currentstate, and changing environment to fosterplanned long-term enrollment and fiscalhealthStrategic enrollment planning iscontinuous and data-informed
Connects your goals to:• Product (academic, co-curricular,services, support)• Place (on-site, off-site, online, hybrid)• Price and Revenue(tuition, fees, discounts, incentives)• Promotion (marketing, recruitment,Web presence)• Purpose and Identity(mission, distinctiveness, brand)• Process (data-informed,integrated planning)Strategic enrollment planning
Integration of all elements of SEM as part ofthe development of a Strategic EnrollmentManagement PlanSEP• AcademicPlans• MarketingPlan• StudentSuccessPlan• RecruitmentPlanTarget newstudentenrollment goalsor new marketpenetrationPPRC/GStart, Grow,Maintain, EliminateprogramsLinking internaland externalcommunicationsStrategic enrolment Plan
Organizing for strategic planningInstitutionalStrategic PlanStrategicEnrollment PlanRecruitmentPlanningCommitteeMarketingPlanningCommitteeRetentionPlanningCommitteeClear goalsKey strategiesDetailedAction PlansObjectivesTimetablesResponsibilityBudgetsEvaluation
Communication is keyto success• Preparation• Data Collection• Key Performance Indicators• Situation AnalysisPhase One:Data Analysis• Strategy Development• Tactics Identified• Strategy PrioritizationPhase Two:Strategies• ROI Considerations• Enrollment Projection• Goal Setting• Finalize Written PlanPhase ThreeEnrollment Goals• Implementation of Plan• Form Strategic EM CouncilPhase Four:ImplementationIntroduction to the SEP phases:
Sample Table of Contents for thefinalized SEP planIntroduction and Executive SummaryOrganizational Structure for Planning and FociSituation AnalysisMission, Vision, Key Performance Indicators, Planning Assumptions,Strategies and Priorities for actionEnrollment goals, projections, and return on investmentsFuture structure to monitor enrollment managementSummary
Key Performance IndicatorsEnrollmentExternalMarket demandSelectivityDiversityTrue CapacityPricing and Net CostsPersistence &GraduationExperience &EngagementPossibleindicators
Strategic Enrollment Management Council(SEMC)Goals• Assesses progress towards goalobtainmentKPI• Monitors KPIsStrategyImplementation• Sets priorities and budget dollarslinked to priorities to accomplish goals
Typical elements in astrategic enrollment plan
• Resources• Dollars• Time• Staff• Technology• Expected level of strategy impact• Priority to accomplishing enrollmentprojection• Campus readiness for implementationROI strategy analysis
A multi-year tool should have the abilityto model the following items:• Enrollment (first-year, transfer, full-time, part-time, etc.)• Direct cost – tuition and fees (sometimes room and/or board)• Residency• Retention• Revenue and institutional aid annualization/realization− Annualization factors adjust for revenue due to mid-year attrition (i.e., whoyou lose after fall and pick up in spring)− Annualization factors allow you to estimate annual revenues andexpenditures from fall term enrollment− For example, if the presence of one freshman in the fall term indicates thatyou will collect 99% of an FTE annual tuition (when in-year attrition andsubsequent term enrollees are considered), the annualization factor fortuition revenue for freshmen would be 99%• Model institutional aid (funded and unfunded), discount rate,and net revenue by class as well as on the aggregate
Five points to remember relative to calculatingand communicating ROI1. Optimal number of students for your capacity2. The desired characteristics of sub-groups of yourstudents as well as overall3. Achieve a targeted net revenue goal bysub-populations of your students4. Control the institution’s discount rate/financial aidexpenditures5. Understand the retention implications of your currentenrollment initiatives, both in terms of recruitment ofpopulations as well as awarding strategies
Assessing alumni satisfactionNot at AllSatisfied/Not VerySatisfiedSomewhat Satisfied Satisfied/Very SatisfiedMy Sample U educationprepared me well for myfirst real job aftergraduation.12% 17% 71%My Sample U educationprepared me well forgraduate school.5% 10% 85%In general, the tuition Ipaid for my education wasa worthwhile investment.6% 14% 80%
Competition, market demand,program strengthProgram:What we do best-- AuthenticityMarket Demand:What students want-- RelevanceCompetition:Unoccupiedmarket positions-- Differentiation
Adams State CollegeAngelo State UniversityArkansas StateUniversity-Main CampusArkansas Tech UniversityAuburn University atMontgomeryBoise State UniversityCameron UniversityCentral WashingtonUniversityDelta State UniversityEastern WashingtonUniversityEmporiaState UniversityFort HaysStateUniversityHenderson State UniversityIndiana University-NorthwestIndiana University-Purdue University-Fort WayneIndiana University-South BendLouisiana State University-ShreveportMinnesota StateUniversityMoorheadMissouri Southern StateUniversityMissouri StateUniversity-SpringfieldMissouri Western StateUniversityMontana State University-BillingsMorehead State UniversityNorthern KentuckyUniversityNorthern State UniversityX universityNet PriceHigh CostLow SelectivityLow CostHigh SelectivityHigh CostHigh SelectivityLow CostLow SelectivitySelectivityNational Center for Education Statistics. Data Feedback Report 2012.
Occupations with the largest numericalgrowth requiring at least a BA2008-18Occupation # of NewJobs% Change 2008 MedianWageRegistered Nurse* 581,500 22% $62,450Accountants and auditors 279,400 22% $59,430Postsecondary teachers 256,900 15% $58,830Elementary schoolteachers244,200 16% $49,330Management analysts 178,300 24% $73,750Computer softwareengineers, applications175,100 34% $85,430U.S. Department of Labor, Bureau of Labor StatisticsOccupational Outlook Handbook, 2010-11 Editionhttp://www/bls.gov/oco/* Only requires an AA
Occupations with the largest numericalgrowth requiring at least a BA2008-18U.S. Department of Labor, Bureau of Labor StatisticsOccupational Outlook Handbook, 2010-11 Editionhttp://www/bls.gov/oco/Occupation %Change# of New Jobs 2008 MedianWageBiomedical engineers 72% 11,600 $77,400Network systems and datacommunications analysts53% 155,800 $71,000Financial examiners 41% 11,100 $70,930Medical scientists 40% 44,200 $72,590Physician assistants 39% 29,200 $81,250Biochemists and biophysicists 37% 8,700 $82,840Athletic trainers 37% 6,000 $39,640Computer software engineers 34% 175,100 $85,430Veterinarians 33% 19,700 $79,050
USM’s admission selectivity average ACT is 23Selectivity Level ACT SAT(Middle 50%) (Middle 50%)Highly selective 25–30 1710–2000Selective 21–26 1470–1770Traditional 18–24 1290–1650Liberal 17–22 1230–1530Open 16–21 1170–1480Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.
SMU’ selectivity average ACT is 23Selectivity Level ACT SAT(Middle 50%) (Middle 50%)Highly selective 25–30 1710–2000Selective 21–26 1470–1770Traditional 18–24 1290–1650Liberal 17–22 1230–1530Open 16–21 1170–1480Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.
0063.753.948.293.478.362.753.662.288.480.269.944.866.293.984.474.2 75.171.60255075100Highly selective Selective Traditional Liberal OpenAA BA MA Ph.D.First- to second-year retention rates for private institutionsUSM’s most recent rate is 64%Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.0.0 0.0
4247.871.347.386.168.441.5 42.3 44.282.465.349.4 48.1 47.384.666.451.748.956.10255075100Highly selective Selective Traditional Liberal OpenAA BA MA Ph.D.0.0USM’s graduation rate is 51.5Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.National graduation rates for private institutions
2014 Strategic PlanMission & VisionVision representswhere we want to go.Mission is ourraison dêtre. Itrepresents who we are.
Our MissionEducates students of diverse backgroundsto realize their God-given potentialAnd prepares them for value-centeredlives and careersThat contribute to the well beingof our global society.
Our MissionEducates students ofdiverse backgrounds to realizetheir God-given potentialand prepares themfor value-centered livesand careersthat contribute to thewell being of ourglobal society.Is it still relevant?Is it appropriate for today?
Our MissionEducates students ofdiverse backgrounds to realizetheir God-given potentialand prepares themfor value-centered livesand careersthat contribute to thewell being of ourglobal society.Are we fulfilling it?Where do we excel?Where do we fall short?
2014 Strategic PlanMission & VisionVision representswhere we want to go.Mission is ourraison dêtre. Itrepresents who we are.
2014 Strategic Plan2006 Plan Vision Statement―The University of Saint Mary will realize its missionthrough regional recognition for its nursing program, buildsynergy with the introduction of programs and strategicpartnership in Allied Health, and foster financial stewardshipto further promote and enhance its reputation of academicexcellence.‖
2014 Strategic Plan2011 Plan Vision Statement―USM will advance its mission by continuing development ofhealth science programs, improving student persistencerates, and enhancing facilities and technology infrastructure.‖
Envisioning the Future ForestQuestions for Group Discussions‗What opportunities and risks do yousee for USM given the current businessmodel/product/delivery methods?‘
Envisioning the Future ForestQuestions for Group Discussions‗Considering the characteristics of USMstudents and the demand fordegrees, what are the implications forproduct/delivery/business model?‘
Envisioning the Future ForestQuestions for Group Discussions‗What challenges does the currentenvironment pose to USM‘s businessmodel/product/delivery? How do weaddress those challenges?‘