This document discusses strategic enrollment planning at USM. It begins by looking back at USM's history and financial situation from 2000-2005 and 2006 strategic plan which focused on health sciences and fiscal stability. Enrollment in health sciences programs like nursing, DPT and HIM grew steadily. Total enrollment increased 46% from 2005-2012 through initiatives like online programs. The endowment grew significantly.
The document then discusses the current environment including MOOCs and their promises and challenges. Strategic enrollment planning is presented as crucial for understanding the changing landscape of factors like slowing enrollment growth and demographic shifts. Recommendations are made to consider key questions and priorities for strategic enrollment planning like improving retention, determining program demand, and introducing new
Gray Associates - Understanding Program Economics [Live Webcast]Gray Associates, Inc
On September 11th, we shared how colleges and universities are analyzing program economics to strike a more informed and effective balance.
Dr. Bill Massy, a past Professor, Dean, and CFO at Stanford University and Bob Atkins, CEO of Gray Associates, shared best practices in the analysis of program economics and the use of this data to inform program reviews and decisions. In Dr. Massey's view, understanding program economics is critical to maximizing mission attainment, especially for a not-for-profit university.
Gray Associates - Understanding Program Economics [Live Webcast]Gray Associates, Inc
On September 11th, we shared how colleges and universities are analyzing program economics to strike a more informed and effective balance.
Dr. Bill Massy, a past Professor, Dean, and CFO at Stanford University and Bob Atkins, CEO of Gray Associates, shared best practices in the analysis of program economics and the use of this data to inform program reviews and decisions. In Dr. Massey's view, understanding program economics is critical to maximizing mission attainment, especially for a not-for-profit university.
This presentation discusses the issue of shortage of talent in the higher education sector and proposes various strategies to overcome the challenges. It discusses faculty talent issues in the indian higher education context.
Universities need to balance Mission, Market, and Money.
- All programs should further the university’s mission.
- Some programs need to make money so that others can operate at a loss.
• Some mission-critical programs may have small markets, low enrollment, and losses.
• Other programs central to the mission may have high costs.
• Larger, lower-cost programs can help to fund them.
- These cross-subsidies enable universities to fund and assert their academic values.
- Good estimates of program margins are needed to maintain a prudent balance.
Governor Kitzhaber has proposed moving Oregon to an education system that cares more about outcomes that seat time and that abandons Oregon’s siloed approach to setting budgets for PreK, K-12, higher education and community colleges. It’s a major transformation, but it is necessary for the health of our communities and economy.
2011 Winter Symposium. Presented with Provost Koch and Kevin Reynolds.
Objective: Clarify the need for proactive actions in response to financial realities. Create understanding of enrollment management and curricular effectiveness & efficiency as viable strategies. Provide overview of the strategies.
Recent improvements in marvin v6 reaction atom mapping and its application to...NextMove Software
Automatic atom mapping attempts to determine the correspondence between the atoms of the reactants and products of a chemical reaction. Such mappings are useful for allowing greater specificity in queries of reaction databases. Recently there has been increased interest in their use to assist in the validation and standardisation of reactions in pharmaceutical ELNs (electronic lab notebooks). Atom mappings can, for example, detect if a reactant is missing or if a reactant does not contribute atoms to the product and hence may be better stored as an agent.
We have evaluated the performance of the new atom mapping algorithm introduced with Marvin v6 compared to the prior version on a publically available dataset extracted from the patent literature and on reactions from multiple pharmaceutical ELNs. Dramatic improvements are observed in all cases both in the percentage of reactions that can be successfully atom-mapped and the quality of mappings produced.
Finally we examine the difficulties that remain in validating reactions for which a complete atom mapping is not possible, such as for “routine” reactions where the reactant that was added is missing.
This presentation discusses the issue of shortage of talent in the higher education sector and proposes various strategies to overcome the challenges. It discusses faculty talent issues in the indian higher education context.
Universities need to balance Mission, Market, and Money.
- All programs should further the university’s mission.
- Some programs need to make money so that others can operate at a loss.
• Some mission-critical programs may have small markets, low enrollment, and losses.
• Other programs central to the mission may have high costs.
• Larger, lower-cost programs can help to fund them.
- These cross-subsidies enable universities to fund and assert their academic values.
- Good estimates of program margins are needed to maintain a prudent balance.
Governor Kitzhaber has proposed moving Oregon to an education system that cares more about outcomes that seat time and that abandons Oregon’s siloed approach to setting budgets for PreK, K-12, higher education and community colleges. It’s a major transformation, but it is necessary for the health of our communities and economy.
2011 Winter Symposium. Presented with Provost Koch and Kevin Reynolds.
Objective: Clarify the need for proactive actions in response to financial realities. Create understanding of enrollment management and curricular effectiveness & efficiency as viable strategies. Provide overview of the strategies.
Recent improvements in marvin v6 reaction atom mapping and its application to...NextMove Software
Automatic atom mapping attempts to determine the correspondence between the atoms of the reactants and products of a chemical reaction. Such mappings are useful for allowing greater specificity in queries of reaction databases. Recently there has been increased interest in their use to assist in the validation and standardisation of reactions in pharmaceutical ELNs (electronic lab notebooks). Atom mappings can, for example, detect if a reactant is missing or if a reactant does not contribute atoms to the product and hence may be better stored as an agent.
We have evaluated the performance of the new atom mapping algorithm introduced with Marvin v6 compared to the prior version on a publically available dataset extracted from the patent literature and on reactions from multiple pharmaceutical ELNs. Dramatic improvements are observed in all cases both in the percentage of reactions that can be successfully atom-mapped and the quality of mappings produced.
Finally we examine the difficulties that remain in validating reactions for which a complete atom mapping is not possible, such as for “routine” reactions where the reactant that was added is missing.
Facilitating change utilizing Starfish for an Institutional Approach to Stude...Hobsons
Facilitating change utilizing Starfish for an Institutional Approach to Student Success Ramapo College of New Jersey
Presented by Joseph Connell and Christopher Romano
Hobsons University 2015
This offers an overview of the higher education crisis, tools and frameworks to guide leadership through the change process to survive and then thrive. This includes a case study of how the president of Becker College has turned around the institution against all odds.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
The State of Facilities at cIcu InstitutionsSightlines
cIcu institutions are not immune to the issues facing finance and facilities leaders across higher education, including: constrained capital and operating budgets; aging campus buildings; and growing backlogs. However, there are strategies that can allow institutions to survive and thrive despite these challenges.
In this exclusive hour-long webinar for cIcu institutions, Sightlines:
- Explores current national trends,
- Shows how our cIcu clients have been affected, and
- Discuss the proven strategies for success
Universities and colleges must develop new business models to deal with scarce resources, increased demand for productivity and lower tuition, and changing demographics. This presentation to leaders in a major corporation outlines the pressures and the actions that a national higher education association is recommending to the institutions.
Analyzing the College Experience: The Power of Data in Higher Educationaccenture
By unleashing the power of analytics, institutions align resources, systems and strategy to use data to drive decisions related to key areas such as enrollment, student success and academic performance. Learn more: https://accntu.re/2JEY0wL
Changing the Conversation: Making the Case for Funding Deferred Maintenance [...Sightlines
We are at a unique point in the history of managing higher education campuses. Two historic waves of building construction, 1955-1975, and 1995-2010 are increasing demands for capital investments at a time when resources available are limited. Traditional strategies for funding deferred maintenance (DM) will not work in the future. There is just too much backlog to be addressed at the time life cycles of newer buildings are coming due.
Facilities leaders know that there is a cost of waiting to fund DM projects: higher capital costs, program disruption and higher operational costs. But making the case to senior management for funding facilities sooner rather than later is a challenge as they try to balance funding facilities vs. funding faculty salaries and increase student financial aid.
In this session, participants learn from facilities leaders from California public and private campuses who have worked with Sightlines to package the DM needs into investment portfolios and successfully make the case for funding.
This presentation is part of the programme of the International Seminar "Social Protection, Entrepreneurship and Labour Market Activation: Evidence for Better Policies", organized by the International Policy Centre for Inclusive Growth (IPC-IG/UNDP) together with Canada’s International Development Research Centre (IDRC) and the Colombian Think Tank Fedesarrollo held on September 10-11 at the Ipea Auditorium in Brasilia.
Naviance Summer Institute 2015 Product ForumNaviance
The product forum at the 2015 Naviance Summer Institute highlighted Hobsons' commitment to bridging the divide between college eligibility and college readiness.
3. History & Background
It is wisdom to
pause, to look back
and see by what
straight or twisting
paths we have arrived
at the place we find
ourselves.‖- Mother Xavier Ross
4. History & Background
Fiscal Years 2000-2005
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
2000 2001 2002 2003 2004 2005
Revenue Expenses Special Gift
Expenditures exceeded
revenues by $3.3 million.
Expenditures will exceed
revenues by $1.8 million.
Operating Results
9. 2006 Strategic Plan
Health Sciences
0
50
100
150
200
250
Fall '09 Fall '10 Fall '11 Fall '12
RN-to-BSN
Pre-nursing
Accel. BSN
UG Nursing
Nursing Programs Enrollment
10. 2006 Strategic Plan
Stefani Doctor of Physical Therapy
Director Mark Horacek
hired in August 2009
Health Sciences
Program granted CAPTE
candidacy in May 2012.
11. 2006 Strategic Plan
DPT Program Enrollment
Health Sciences
0
20
40
60
80
100
120
SU '12 SU '13 SU '14
Projected
Projected
12. 2006 Strategic Plan
Health Information Management (HIM)
Director Don Kellogg hired in
March 2012
In accreditation candidacy status
with CAHIIM (HIM program
accrediting body)
Health Sciences
13. 2006 Strategic Plan
HIM Program Enrollment
Health Sciences
0
2
4
6
8
10
12
14
16
18
20
Fall '12 Fall '13 Fall '14
Projected
Projected
14. 2006 Strategic Plan
Total Health Sciences Enrollment
Health Sciences
0
50
100
150
200
250
300
350
Fall '09 Fall '10 Fall '11 Fall '12
RN-to-BSN
Pre-nursing
UG Nursing
Accel. BSN
DPT
HIM
15. 2006 Strategic Plan
Growth in Related Science Programs
Biology is now the second most
popular major at USM, behind only
nursing
Med School success stories:
John Cothern and Tawana Evans
Health Sciences
17. 2006 Strategic Plan
Fiscal Stability
Operating Results (FYE 2006-2013)
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
20,000,000
22,000,000
2006 2007 2008 2009 2010 2011 2012 2013
Revenue Expenses Special Gift
Expenditures exceeded
revenues by $1.5 million.
Revenues exceeded
expenditures by $447,000.
Expenditures will exceed
revenues by $1.1 million.
18. 2006 Strategic Plan
Fiscal Stability
Undergraduate Main Campus Enrollment Growth
0
50
100
150
200
250
300
350
400
450
500
550
2005 2006 2007 2008 2009 2010 2011 2012
Fall Semester
FRESHMEN
NEW TRANSFERS
116 Freshmen
Total Full-Time, Main Campus Enrollment has
increased by 181, or 50%, from Fall 2005 to 2012.
TOTAL
199 Total New Students
19. 2006 Strategic Plan
Total Enrollment
Fiscal Stability
0
100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
2005 2006 2007 2008 2009 2010 2011 2012
Fall Year
839
1,047
993
1,073
957
886
1,189
Doctorate
FT Undergraduate
PT Undergraduate
OPC Grad
All Online
Online Program began in FYE 2007.
Total student headcount increased by 372,
or 46%, from Fall 2005 to Fall 2012.
817
20. 2006 Strategic Plan
Fiscal Stability
Other New Programs
Cheer & Dance – Nearly 20 new students
Cross Country/Track & Field – Over 30 new students
Online Programs
21. 2006 Strategic Plan
Fiscal Stability
Online Programs Enrollment
0
50
100
150
200
250
300
350
400
Fall '09 Fall '10 Fall '11 Fall '12 Fall '13
Projected
22. 2006 Strategic Plan
Fiscal Stability
Fall 2012 Enrollment Populations
573
151
150
116
162
37
FT Undergraduate
PT Undergraduate
Online Undergraduate
OPC Graduate
Online Graduate
Doctorate
Full-Time Undergraduate enrollment
is about 48% of total enrollment for
the Fall 2012 Semester.
Graduates
Undergraduates
23. 2006 Strategic Plan
Fiscal Stability
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
2006 2007 2008 2009 2010 2011 2012 March 2013
Restricted Unrestricted Transfer
The restricted endowment portion has
increased from $6.1 million to $12.6
million, or 107%, from FYE 2006 to March $3.4 million
$16,407,221
Endowment Growth
28. 2011 Strategic Plan
Improved Retention
Improving Retention Rates
First-time Full-time Freshmen
Fall 2011 – 52%
Fall 2012 – 65%
Fall 2013 goal – 70%
29. 2011 Strategic Plan
Improved Retention
Athletes‘ GPA
Athletes with a
GPA above 3.0
Fall 2010: 50%
Fall 2012: 61%
Athletes with a
GPA below 1.9
Fall 2010: 15%
Fall 2012: 8%
30. 2011 Strategic Plan
Facilities and Technology Infrastructure
Berchmans as Health Sciences Headquarters
Utilizing ‗The Cloud‘
Classroom Technology
33. MOOCs
What are they?
New web-based tools/ ―platforms‖
What distinguishes them from traditional classes
and makes them attractive?
Unlimited enrollment, name recognition, and
cost – they are free!
34. MOOCs
Four Comments on Those Observations
1. The originators are not accrediting their own courses
2. The originators were individual professors
3. Remaining free is not going to be sustainable
4. The completion rate is between 5% and 10%
35. MOOCs
Three Explanatory Notes
1. Most are asynchronous
2. A few are moving in a synchronous direction
3. Completion rate at 5% to 10%
37. MOOCs
The Promise and the Apparent Reality of MOOCs
MOOCs will transform teaching and learning
―The revolution is not about IT. It is about teaching
and learning.‖
38. MOOCs
The Promise and the Apparent Reality of MOOCs
Although still a ―moving target‖ and not fully
matured, MOOCs are not proving to be a disrupter, but
rather ―just one spice among many online education
spices.‖
The challenge of picking what spice or spices to use
39. MOOCs
Who Are the Biggest Users of MOOCs?
People living outside the US
Among US students:
– Non-traditional students
• Not enrolled in a degree program
• Seeking to enhance their skills
• Just intellectually curious
40. MOOCs
What Schools are Most Likely to be Affected, If Any?
Potentially most affected: small, marginal, independent colleges
Least likely: selective, well-established independent colleges
Somewhere in the middle: the publics, including community
colleges
The California State University System Experiment
41. MOOCs
Some Unresolved Issues
Where do MOOCs appear to be heading?
Political pressure to expand educational opportunities and
contain costs – will MOOCs fill the bill?
The illusion of name brand
Future costs
43. MOOCs
MOOCs May Already Be Yesterday‘s News
A note on competency-based learning
What is it?
What are its potential advantages?
Western Governors University
Southern New Hampshire University
What are the potential liabilities?
44. MOOCs
Recommended Resources
―What you need to know about MOOCs‖ on the Chronicle of
Higher Education website
http://chronicle.com/article/What-You-Need-to-Know-About/133475
45. Current Environment
Student Loan
Bubble Putting
Hundreds of
Colleges at Risk
— Business Insider | August 2012
Colleges take extreme cost-cutting measures
— CNN Money | March 2012
Does It Still Make
Sense to Borrow to
Pay for College?
— The Daily Ticker | April 2012
51. 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?
52. 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/or
nationally
Improving awareness, image, and perception of the institution?
Professional staff development and ongoing training in state-of-the-art enrollment
management practices?
Introducing and enhancing the ‘breakthrough enrollment technologies and
systems?”
Other
Key Questions to Consider
58. Six megatrends facing higher education
Enrollment growth
will slow
Demographic shifts
Retention and
completion pressures
will intensify
Changing economic
model
Impact of
technology on
communicating
with students
Managing new
learning modalities
59. Higher education’s compounded annual
growth rates is expected to drop by 39 percent
from 1.8 to 1.1 percent
5.6% 1.1%
1963-1980 1980-2009 2009-2020
1.8%
NCES Projections of Education Statistics to 2020 ( 2011); p. 62
60. We are at the beginning of a long slump for
future freshman classes
4,200,000
4,300,000
4,400,000
4,500,000
4,600,000
2008 2010 2012 2014 2016 2018 2020 2022
Data Source: Population Projections Branch of the U.S. Census Bureau
Projected Number of 18-Year Olds: United States
62. Projected percentage change in the number of
public high school graduates, by state:
School years 2007-08 through 2020-21
Source: IES
63. † In-state institutions receiving the
largest number of in-state
freshmen.
†† Competition factor equals
college continuation rate less
number of students migrating and
the three in-state institutions
receiving the largest number of in-
state freshmen.
Kansas: The competition factor
32,289 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 2,763
University of Kansas 2,467
Johnson County Community College 1,445
10,954 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)
64. † In-state institutions receiving the
largest number of in-state
freshmen.
†† Competition factor equals
college continuation rate less
number of students migrating and
the three in-state institutions
receiving 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 factor
65,304 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 4,297
Missouri State University – Springfield 2,279
Ozarks Technical Community College 2,037
23,636 students ÷ 129 institutions = 183 students per institution††
65. † In-state institutions receiving the
largest number of in-state
freshmen.
†† Competition factor equals
college continuation rate less
number of students migrating and
the three in-state institutions
receiving 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 factor
21,176 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 3,189
University of Nebraska at Omaha 1,539
Southeast Community College Area 1,082
5,412 students ÷ 40 institutions = 135 students per institution††
66. † In-state institutions receiving the
largest number of in-state
freshmen.
†† Competition factor equals
college continuation rate less
number of students migrating and
the three in-state institutions
receiving 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 factor
279,129 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 7,809
The University of Texas at Austin 6,368
The University of Texas at San Antonio 4,721
121,309 students ÷ 237 institutions = 512 students per institution††
67. • 60 percent of all four-year institutions want
larger freshman classes
• 56 percent of all four-year colleges want
better freshman classes
• 52 percent want a more ethnically diverse
student body
Institutions are facing never-ending
expectations
88. Strategic Enrollment Planning …
• Involves the campus in
identifying, prioritizing, implementing, evaluating, an
d 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.
90. The value of not
planning
The nicest thing about not planning is that
failure comes as a complete surprise and
is not preceded by a period of worry and
depression.
“
“
John Preston
Boston College
91. How does the strategic enrollment
planning model differ from the
traditional planning model?
92. Strategic Planning
=
Align organization with
its environment
to promote stability
and survival
Traditional Planning
=
Set goals then
develop steps to
achieve those goals
93. • Provides realistic quantifiable goals
• Uses a return-on-investment (ROI) and
action item approach
• Aligns the institution’s mission, current
state, and changing environment to foster
planned long-term enrollment and fiscal
health
Strategic enrollment planning is
continuous and data-informed
94. 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
95. Integration of all elements of SEM as part of the
development of a Strategic Enrollment Management
Plan
SEP
• Academic
Plans
• Marketing
Plan
• Student
Success
Plan
• Recruitment
Plan
Target new
student
enrollment goals
or new market
penetration
PPRC/G
Start, Grow,
Maintain, Eli
minate
programs
Linking internal
and external
communications
Strategic enrolment Plan
97. 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 Three
Enrollment Goals
• Implementation of Plan
• Form Strategic EM Council
Phase Four:
Implementation
Introduction to the SEP phases:
98. 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
102. • Resources
• Dollars
• Time
• Staff
• Technology
• Expected level of strategy impact
• Priority to accomplishing enrollment
projection
• Campus readiness for implementation
ROI strategy analysis
103. A multi-year tool should have the ability
to 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., who
you lose after fall and pick up in spring)
− Annualization factors allow you to estimate annual revenues and
expenditures from fall term enrollment
− For example, if the presence of one freshman in the fall term indicates that
you will collect 99% of an FTE annual tuition (when in-year attrition and
subsequent term enrollees are considered), the annualization factor for
tuition 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
107. Five points to remember relative to calculating
and communicating ROI
1. Optimal number of students for your capacity
2. The desired characteristics of sub-groups of your
students as well as overall
3. Achieve a targeted net revenue goal by
sub-populations of your students
4. Control the institution’s discount rate/financial aid
expenditures
5. Understand the retention implications of your current
enrollment initiatives, both in terms of recruitment of
populations as well as awarding strategies
109. Evaluating the economics of programs
– strategic response
Manage Grow or build
StartReduce or eliminate
Enrollmentas%ofCapacity
Net Operating Income Per Student
110. The quality perception of Group A
schools is relatively weak; in fact, they
are almost indistinguishable from the
community colleges
111. Job placement and progression to
graduate school
Year
Survey
Response
Placement
Rate
Employed
Graduate or
Professional School
2009 80.4% 96.0% 57.1% 38.9%
2008 79.5% 94.0% 53.0% 41.0%
2007 79.0% 97.8% 56.5% 41.3%
2006 77.6% 96.6% 54.9% 41.7%
2005 70.0% 94.4% 46.9% 47.5%
112. Assessing alumni satisfaction
Not at All
Satisfied/Not Very
Satisfied
Somewhat Satisfied Satisfied/
Very Satisfied
My Sample U education
prepared me well for my
first real job after
graduation.
12% 17% 71%
My Sample U education
prepared me well for
graduate school.
5% 10% 85%
In general, the tuition I
paid for my education was
a worthwhile investment.
6% 14% 80%
113. Competition, market demand,
program strength
Program:
What we do best
-- Authenticity
Market Demand:
What students want
-- Relevance
Competition:
Unoccupied
market positions
-- Differentiation
114. Adams State College
Angelo State University
Arkansas State
University-
Main Campus
Arkansas Tech University
Auburn University at
Montgomery
Boise State University
Cameron University
Central Washington
University
Delta State University
Eastern Washington
University
Emporia
State University
Fort Hays
State
University
Henderson State University
Indiana University-
Northwest
Indiana University-
Purdue University-
Fort Wayne
Indiana University-
South Bend
Louisiana State University-
Shreveport
Minnesota State
University
Moorhead
Missouri Southern State
University
Missouri State
University-
Springfield
Missouri Western State
University
Montana State University-
Billings
Morehead State University
Northern Kentucky
University
Northern State University
X university
Net Price
High Cost
Low Selectivity
Low Cost
High Selectivity
High Cost
High Selectivity
Low Cost
Low Selectivity
Selectivity
National Center for Education Statistics. Data Feedback Report 2012.
115. Occupations with the largest numerical
growth requiring at least a BA
2008-18
Occupation # of New
Jobs
% Change 2008 Median
Wage
Registered Nurse* 581,500 22% $62,450
Accountants and auditors 279,400 22% $59,430
Postsecondary teachers 256,900 15% $58,830
Elementary school
teachers
244,200 16% $49,330
Management analysts 178,300 24% $73,750
Computer software
engineers, applications
175,100 34% $85,430
U.S. Department of Labor, Bureau of Labor Statistics
Occupational Outlook Handbook, 2010-11 Edition
http://www/bls.gov/oco/
* Only requires an AA
116. Occupations with the largest numerical
growth requiring at least a BA
2008-18
U.S. Department of Labor, Bureau of Labor Statistics
Occupational Outlook Handbook, 2010-11 Edition
http://www/bls.gov/oco/
Occupation %
Change
# of New Jobs 2008 Median
Wage
Biomedical engineers 72% 11,600 $77,400
Network systems and data
communications analysts
53% 155,800 $71,000
Financial examiners 41% 11,100 $70,930
Medical scientists 40% 44,200 $72,590
Physician assistants 39% 29,200 $81,250
Biochemists and biophysicists 37% 8,700 $82,840
Athletic trainers 37% 6,000 $39,640
Computer software engineers 34% 175,100 $85,430
Veterinarians 33% 19,700 $79,050
118. USM’s admission selectivity average ACT is 23
Selectivity Level ACT SAT
(Middle 50%) (Middle 50%)
Highly selective 25–30 1710–2000
Selective 21–26 1470–1770
Traditional 18–24 1290–1650
Liberal 17–22 1230–1530
Open 16–21 1170–1480
Source: Compiled from ACT Institutional Data File, 2012.
2012. ACT, Inc. All Rights Reserved.
119. SMU’ selectivity average ACT is 23
Selectivity Level ACT SAT
(Middle 50%) (Middle 50%)
Highly selective 25–30 1710–2000
Selective 21–26 1470–1770
Traditional 18–24 1290–1650
Liberal 17–22 1230–1530
Open 16–21 1170–1480
Source: Compiled from ACT Institutional Data File, 2012.
2012. ACT, Inc. All Rights Reserved.
121. 42
47.8
71.3
47.3
86.1
68.4
41.5 42.3 44.2
82.4
65.3
49.4 48.1 47.3
84.6
66.4
51.7
48.9
56.1
0
25
50
75
100
Highly selective Selective Traditional Liberal Open
AA BA MA Ph.D.
0.0
USM’s graduation rate is 51.5%
Source: Compiled from ACT Institutional Data File, 2012.
2012. ACT, Inc. All Rights Reserved.
National graduation rates for private institutions
125. 2014 Strategic Plan
Mission & Vision
Vision represents
where we want to go.
Mission is our
raison d'être. It
represents who we are.
126. Our Mission
Educates students of diverse backgrounds
to realize their God-given potential
And prepares them for value-centered
lives and careers
That contribute to the well being
of our global society.
127. Our Mission
Educates students of
diverse backgrounds to realize
their God-given potential
and prepares them
for value-centered lives
and careers
that contribute to the
well being of our
global society.
Is it still relevant?
Is it appropriate for today?
128. Our Mission
Educates students of
diverse backgrounds to realize
their God-given potential
and prepares them
for value-centered lives
and careers
that contribute to the
well being of our
global society.
Are we fulfilling it?
Where do we excel?
Where do we fall short?
129. 2014 Strategic Plan
Mission & Vision
Vision represents
where we want to go.
Mission is our
raison d'être. It
represents who we are.
130. 2014 Strategic Plan
2006 Plan Vision Statement
―The University of Saint Mary will realize its mission
through regional recognition for its nursing program, build
synergy with the introduction of programs and strategic
partnership in Allied Health, and foster financial stewardship
to further promote and enhance its reputation of academic
excellence.‖
131. 2014 Strategic Plan
2011 Plan Vision Statement
―USM will advance its mission by continuing development of
health science programs, improving student persistence
rates, and enhancing facilities and technology infrastructure.‖
136. 2014 Strategic Plan
Envisioning the Future Forest
PRODUCT
DELIVERY
BUSINESS MODEL
Accountability
Perceived Value
Demand
How
Where-Online/Brick & Mortar
When
Tuition
Loans & Aid
Discounting
137. Envisioning the Future Forest
Questions for Group Discussions
‗What opportunities and risks do you
see for USM given the current business
model/product/delivery methods?‘
138. Envisioning the Future Forest
Questions for Group Discussions
‗Considering the characteristics of USM
students and the demand for
degrees, what are the implications for
product/delivery/business model?‘
139. Envisioning the Future Forest
Questions for Group Discussions
‗What challenges does the current
environment pose to USM‘s business
model/product/delivery? How do we
address those challenges?‘
Editor's Notes
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.