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Keith D. Trafton
Strategic Action Plan
Table of Contents:
Action Plan Objective
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Campus Background
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Campus Needs
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Value Proposition
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Productivity Opportunities
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Communication Plan
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Action plan
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Keith D. Trafton
Strategic Action Plan
Action Plan Objective
My objective as an Enrollment Manager is to focus on each individual Enrollment
Counselor. I will focus on coaching each Enrollment Counselor, providing him or
her with the (professional and personal) support he or she will need to be
successful. I will assist each Enrollment Counselor to exceed all expectations in all
aspects of his or her position. Enrollment Vital Factors that I will focus on in
coaching Enrollment counselors consistently on will be: Compliance, Lead
Conversion, 80 % of staff will be at meets expectations and above, New student
retention, Unpaid Leads (Generation and conversion), Employee retention. I will
focus on retaining quality employees through consistent coaching sessions
implementing trainings and providing a positive work atmosphere.
Campus Background
MissionStatement
“We will be the provider of choice for high quality education and student success
delivered in the best manner, in all modalities, for any person committed to earning
their degree.”
University of Phoenix Business Objectives and Initiatives
The mission of University of Phoenix is to provide access to higher education
opportunities that enable students to develop the knowledge and skills necessary to
achieve their professional goals, improve the productivity of their organizations,
and provide leadership and service to their communities.
Candidate Contact List
Name Title Telephone
Number
E-mail Address
Keith
Trafton
Enrollment
Counselor
443-896-
5184
keith.trafton@phoenix.edu
Internal Matrix Performance Summary
Overall Performance Rating Concluded:
Often Exceeds Expectations
Presented by, Ilana Katz, Enrollment Manager, on November 26, 2009
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Strategic Action Plan
Maryland Campus Needs
As an Enrollment Manager for the University of Phoenix, Columbia campus, a
long-term relationship will continue to be built with all levels of enrollment staff.
This relationship will consist of on-going coaching, training, and daily support with
each individual EC, the team as a whole as well as the Graduation Teams.
Value Proposition
Work towards the campus’s vital factors to continuously improve as a campus,
overall. To also enhance and /or add the following factors and ensure the
enrollment team is working towards the same ultimate goal:
Compliance: “We follow all the rules, all the time.” Continuous training for all
tenured and incoming counselors on compliance requirements will be conducted
regularly so all employees will meet the needs for the Maryland Campus.
New Enrollment: Meeting and exceeding monthly new enrollment budget. By
working with each individual EC to ensure they meet their matrices expectations
regularly, management goals should be met as well. Once again, this relates back to
on-going coaching with each member of the team and by altering coaching
techniques to meet the individual’s needs opposed to the team’s wants.
Total Enrollment: The number of students enrolled at the Maryland campuses in
both University of Phoenix and Axia College.
Student Success: As a management team, our retention strategies need to be the
same team to team to ensure quality service to our students, but also to ensure a
consistent message is provided to each life being positively changed. These
strategies would include:
Welcome and Congratulatory Calls made by the
Enrollment Manager
Enrollment Contact Strategies (ECS) utilization
New Student Orientation Workshops attendance
Minimum 2-Step Walk-to-Class being conducted
strategically
Proactive Student Attendance Monitoring versus SAMS
Alerts
Manager Follow-Up calls at the end of the first week
attendance
Voice to Voice times Three-Weekly
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Through these Successful retention tactics, higher retention of new students will be
excelled to ensure positive progression of the campus’s goal of those students who
advances on towards graduation after the first course/block.
Unpaid Leads: Adding the value to the admissions team on ways to retrieve
referrals and Corporate Education Leads Human Resource contact information to
their daily activities. As one of our matrices’ requirements, this is a great
opportunity to show as a counselor that you are attempting to “own your own
business” and are taking responsibility to generating your own success. By adding
value to these two types of contacts, it will increase the productivity of these unpaid
leads and therefore compliment our goal of new enrollment and total enrollment
objectives.
Productivity Opportunities
Enrollment Counselors: focus on retaining quality employees within the Maryland
Campus, by guaranteeing consistent couching sessions with all team members. The
tenure of top-performing experienced counselors will increase therefore predict higher
new enrollment with the seniority.
Lead Conversion: Focus on four areas to increase enrollments and increase conversation
in each of those areas: 1. Database 2. CEL 3. Referrals 4. NQC.
Lead to Contact: Increase to the benchmark of 85% through database management and
daily call strategy per each enrollment counselor.
Student Success: Increase current percentage of new students who progress towards
graduation after their first course/block is complete. Expectations - Setting the student up
for success prior to starting.
New Enrollments: Working on a counselor’s individual goals versus that of the team’s
(manager’s) goals. Implement 90-day enrollment strategy.
Unpaid leads: referrals and Corporate Education Leads…”owning your own business”
Communication Plan
Weekly collaboration between Director of Enrollment and Associate Director of
Enrollment will occur to ensure positive progression towards monthly and quarterly
new enrollment goals, and Enrollment Counselor retention in the course of
trainings and coaching sessions. Also, daily meetings with each Enrollment
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Counselor as in one-on-one have to uncover their motivation, goals, opportunities,
and their stories.
Keith Trafton
Strategic Action Plan
Actual vs. Goal
June July August September October November
13 11 19 15 9 9
7 7 7 7 7 7
185.71 157.14 271.42 214.28 128.57 128.57
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Action Plan
Action Person Responsible Time frame
Hold one-on-ones with
each individual EC
twice a week to get
familiar with each
individual.
Enrollment Manager 30 Days
Speak with each EC to
get an understanding
of what each
individual want to
earn from their
position
Enrollment Manager 30 days
Find Areas of
opportunity for each
EC and implement
coaching and training
strategies to address
those areas.
Enrollment Manager 30 Days
Create an atmosphere
of success for each EC
which will translate to
a positive and
successful team
atmosphere.
Enrollment Manager 30 Days
Be Consistent with my
managerial duties
(training, coaching
etc…)
Enrollment Manager 30 days
Set expectations of
what I expect from
each EC and also
address the
expectations of what
my team can expect of
me.
Enrollment Manager 30 Days
Action Person Responsible Time frame
Continue with one-on-
one’s (collaborate
with each EC)
Enrollment Manager 60 Days
Continue trainings Enrollment Manager 60 Days
Have uncovered areas
of opportunity and
implement coaching
Enrollment Manager 60 Days
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sessions.
Achieve my goal of
helping each EC get
better at their overall
job requirements.
Enrollment Manager 60 Days
Striving to be the
“best” team in
Maryland
Enrollment Manager 60 Days
Action Person Responsible Time Frame
Build a strong fully
staffed team
Enrollment manager 90 Days
Achieve a positive can
do attitude with each
EC.
Enrollment Manager 90 Days
Always staying
focused on coaching,
training, and getting
better.
Enrollment Manager 90 Days
BE THE BEST
TEAM IN
MARYLAND
Enrollment Manager 90 Days
