Running head: STRATEGIC ENROLLMENT PLAN 1 STRATEGIC ENROLLMENT PLAN 24 Strategic enrollment plan Name Institution Table of Content Strategic enrollment plan………………………………………………………………………….3 Prospectus………………………………………………………………………………………....3 Organization description…………………………………………………………………..4 Enrollment management…………………………………………………………………..4 Theories and models………………………………………………………………………5 Summarize your plan……………………………………………………………………...6 Current enrollment management landscape……………………………………………………….7 Strengths and Opportunities……………………………………………………………….7 Weaknesses and Threats…………………………………………………………………..8 Foundational Assumptions for proposals………………………………………………….............9 External Assumptions……………………………………………………………………10 Internal Assumptions…………………………………………………………………….11 Student enrollment strategy……………………………………………………………………...12 Key performance indicators (KPI) ………………………………………………………13 Determine the Key Performance Indicators (KPIs) …………………………………..…14 Projected Outcomes……………………………………………………………………………...14 Programmatic Changes…………………………………………………………………..15 Impact on student achievement…………………………………………………………16 Recommendation to improve retention…………………………………………..16 Financial implications ……………………………………………………………………17 Type of cost………………………………………………………………………18 Type of revenue………………………………………………………………….18 Communication and messaging………………………………………………………………….19 Communication channels………………………………………………………………...20 Differentiating of messaging for different stakeholder………………………………..…21 Media outlets……………………………………………………………………………..22 Audiences………………………………………………………………………………...22 Key message……………………………………………………………………………..23 Criteria for reaching the target audience…………………………………………...…….24 Conclusion…………………………………………………………………………………….....24 References….…………………………………………………………………………………….25 ProspectusOrganization description            California Institute of Technology (CALTECH) was a regional college barely a decade ago, but it had to restructure its organization through proper advertisements. The organization has an enrollment of approximately 2,233 students across the year and still does not seek to increase with about 234 students by 2023. The president of the institution resorted to programs that were more student-centered, improving the processing and data use and improving research to achieve a goal of improving the quality of education to the students in the next years while seeking to remain dominant across the global university. The institution is making decisions since they must improve their productivity and performance and a smaller population. It is crucial in improving its structure to accommodate its goals and come up with relative initiatives that will help propel the institution to meet its objectives, which is to provide affordable higher education to deserving students. Enrollment management             The enrollment management has the mandate to make sure that the institution is capturing all the opportunities for expanding the institut.

1. Running head: STRATEGIC ENROLLMENT PLAN 1
STRATEGIC ENROLLMENT PLAN 24
Strategic enrollment plan
Name
Institution
Table of Content
Strategic enrollment
plan……………………………………………………………………
…….3
Prospectus……………………………………………………………
…………………………....3
Organization
description……………………………………………………………
……..4
Enrollment
management…………………………………………………………
………..4
Theories and
models…………………………………………………………………
……5
Summarize your
plan…………………………………………………………………….
..6
Current enrollment management
landscape……………………………………………………….7

2. Strengths and
Opportunities…………………………………………………………
…….7
Weaknesses and
Threats………………………………………………………………
…..8
Foundational Assumptions for
proposals………………………………………………….............9
External
Assumptions…………………………………………………………
…………10
Internal
Assumptions…………………………………………………………
………….11
Student enrollment
strategy………………………………………………………………
……...12
Key performance indicators (KPI)
………………………………………………………13
Determine the Key Performance Indicators (KPIs)
…………………………………..…14
Projected
Outcomes……………………………………………………………
………………...14
Programmatic
Changes………………………………………………………………
…..15
Impact on student
achievement…………………………………………………………1
6
Recommendation to improve
retention…………………………………………..16
Financial implications
…………………………………………………………………
…17
Type of

3. cost……………………………………………………………………
…18
Type of
revenue………………………………………………………………
….18
Communication and
messaging……………………………………………………………
…….19
Communication
channels……………………………………………………………….
..20
Differentiating of messaging for different
stakeholder………………………………..…21
Media
outlets…………………………………………………………………
…………..22
Audiences……………………………………………………………
…………………...22
Key
message………………………………………………………………
……………..23
Criteria for reaching the target
audience…………………………………………...…….24
Conclusion……………………………………………………………
……………………….....24
References….…………………………………………………………
………………………….25
ProspectusOrganization description
California Institute of Technology (CALTECH) was a
regional college barely a decade ago, but it had to restructure its
organization through proper advertisements. The organization
has an enrollment of approximately 2,233 students across the
year and still does not seek to increase with about 234 students
by 2023. The president of the institution resorted to programs

4. that were more student-centered, improving the processing and
data use and improving research to achieve a goal of improving
the quality of education to the students in the next years while
seeking to remain dominant across the global university. The
institution is making decisions since they must improve their
productivity and performance and a smaller population. It is
crucial in improving its structure to accommodate its goals and
come up with relative initiatives that will help propel the
institution to meet its objectives, which is to provide affordable
higher education to deserving students. Enrollment
management
The enrollment management has the mandate to make
sure that the institution is capturing all the opportunities for
expanding the institution. The move is a way that would make it
easier to help grow the academic performance and expand their
grasp to the international market because they seek to secure
better job positions for the students across the world. The
enrollment management has direct access to the president of the
university, mainly because it is a private institution, thus must
find ways to channel their income. Theories and models
The CALTECH learning institution, through its
president Thomas Felix Rosenbaum has transformed and is
helping shape the entire education system with their theories
and models. First, the organization had to shift away from the
traditional model, where all the higher education institutions
had the same principles. The organization, through the
Competency-Based Education (CBE) model, is helping shape
the way approach and handle the clients and thus shifting to
more online education (Adams, 2008). The president has helped
make sure that CALTECH is the leading institution across the
country with a higher performance that includes research. Also,
the institution is adopting the customer center theory, whereby
the organization gives the students precisely what they want
instead of a general application for all students. For instance,
there are numerous learning activities and researches that make
it easier to provide the students with appropriate education

5. standards. The theory makes it easier to attract more students
because they can quickly get what they want, especially after
enrolling and getting in through the strict enrollment
process. Summarize your plan
The plan to commercialize and increase online education
is a significant change in the higher education strategy, but it is
productive and efficient for the organization in the technology
era. There are numerous students or even employees seeking to
add some levels to their education. Still, they fail due to the
education schedule, but the institution through the new plan
gives students the online platform and a shorter degree and
certificates that make it easier for the learners. Also, adopting
the commercialization concept for the students makes it easier
for the growth of the institution because they provide the
students with their appropriate needs mend to improve the
service delivery. Current enrollment management
landscapeStrengths and Opportunities
The institution is going to make a significant impact in
the education sector and to their enrollment strategy, especially
from the positive reception regarding their online program.
CALTECH invested in advertising similar to other franchises
setting aside a budget of $10 million for television
advertisements and online presence in 2010 that helped boost
the popularity of the institution. The organization is
encouraging high school graduates and any other individual
seeking to improve their education to enroll in the university,
mainly because there is open enrollment (Altbach & Salmi,
2011). The free registration is strength to the institution because
numerous institutions tend to have applications that will take
time for the applicants and even end up not signing them up to
the institution. Besides, the organization has data analysts
where the organization find information for their students and
takes the mandate to make the follow-ups from their previous
institutions at no charge. The move is a significant
transformation in the education field because most students find
it hectic to follow up on their results and applications, thus

6. making CALTECH an ideal opportunity for numerous students.
The institution takes a few minutes to a couple of days to get
back to the students who are a proper response time that makes
it easier to make sure that the applicants get their responses
before it is too late. The employees are dedicated to their work.
They have the understanding they have to tend to the students as
customers, instead of just students that give the institution an
advantage over the competitors. This move has been critical to
the organization making sure the institution is growing and
staying ahead of the competition and increasing its
population. Weaknesses and Threats
The institution is rising too fast, at the moment, it has a
population of 2,233 students, and it is aiming to double that
before 2023. The facilities in the institution are not sufficient
for the intended community, thus making it a threat to the
institution. The institution might turn to become a financial
institution and for-profit because the investors will want to
make some money, thus making it a challenge for them to keep
up. Competition from another institution is a threat primarily
because they are campaigning on an online platform that is open
to any of the competitors. The other institutions can easily
emulate the strategies and make sure that there is a growth of
the same services at their institutions, thus cutting back on the
success of the company. The fact that the company is treating
the students as customers will, in turn, become a weakness
because it will start venturing in them as sources of income
rather than meeting the goals of education. The education
standards will drop, mainly because the institution is focusing
more on creating enrollment and the numbers that are not as
beneficial to the students, thus becoming a burden in the long
run. Foundational Assumptions for proposalsExternal
Assumptions
The university is working on the concept that numerous
students in the current generation would prefer studying via the
various social media frameworks. The organization believes
students do not have time to move across the world and country

7. to explore; thus, they are availing the education services to
them from any location around the globe. Also, the institution is
targeting students of any age, including adults in employment
that do not have time to endure fulltime learning programs.
According to Berry, Hawsey & Princeton Review (Firm) (2015),
the institution is encouraging students to undertake short term
courses and online within a short duration of less than a year,
thus making it easier for people to move on to their next life
stages. People do not have to spend four years or more studying
and locked up in the learning institution; instead, they can have
their freedom to grow and adjust to a better society. The model
of using the online platform and shorter courses is the main
agenda for the president and the institution, believing that they
propel it to success. Internal Assumptions
The university is making the change in its model,
starting with shaping the thinking of their employees by
transforming it from just a service and viewing the students as
customers. Programs at the institutions are all turning to the
student center, where they work for students and work towards
improving their programs. It is essential to have the plan in that
sequence, mainly because they are seeking to attract more
students and work towards boosting their enrollment figures in
the country. The organization had to introduce more practical
courses for the students to make sure that the target clients have
the alternative of studying for a shorter duration while relating
to their field of practice. Also, the fact that the organization has
an open-door policy with the president and other offices makes
it one of the best models and theories because it makes it easier
for them to maintain a direct flow of information. Student
enrollment strategy
This section identifies the objectives and goals for the
student enrollment by learning modality and degree program.
Further, this section identifies the specific metrics and key
performance indicators that will use to determine the goals that
have been achieved. The enrollment management includes
retention and recruitment. A strategic plan that neglects to

8. capture retention is missing important aspects of enrollment and
student success (Hossler & ·, 2014). That is why this section
has goals, strategies about essential factors such as financial
aid, academic support programs, and faculty engagement.
Institutional Goals
Goal 1: Enhance marketing, recruitment, and early outreach
strategies from initial contact through first-day attendance and
first-year
Objective
Strengthen the university position as an essential institution in
America. The marketing will also grant the University an image
of dedication to support for the people of California and show
the learning institution is devoted to the community of
professionals, students, and scholars.
1. Ensure there is a branding message for the Caltech University
that is consistent with the visions and mission of all campus.
Strategy
· Communicate effectively with the staff, current students, and
Faculty to build awareness of events, programs, activities, and
services to improve students' participation.
· Effective communication with businesses, prospective
students, media, and alumni to build awareness of services,
activities, and events.
1. Use the media to pass the message that is reliable and
consistent with the university vision and mission.
Strategy
· Be informed on the current technology and update the
University technical skills within the institution's budgets and
available human resources.
· Balance personal and e-communication to improve the
institution brand.
1. Improve access and enrollment through target promotion and
marketing
Strategy

9. · Use yearly scheduling to market events in the University and
avoid duplication of these events
· Use target marketing to boost the overall enrollments in the
university programs.Key performance indicators (KPI)
The planning team determines the key performance indicators
and performance indicators (PI). The key performance
indicators focus on enrollment, student progress, fiscal health,
student ability metrics at the registration, and students'
engagement.
Indicator Measurements
The indicators of the success of marketing are student
satisfaction surveys, marketing surveys, competitive analysis,
tracking traffic sources keywords, and tracking the rate of
visitors on university webpages.
Goal 2: Increase the probability of student achievement through
the development of new academic and support strategies
targeted for the student's first-year experience.
The University should refine the processes by identifying
responsibilities, roles, and desired outcomes, resulting from
increasing in prospective student achievement and satisfaction.
To ensure students' first-year experiences have a deep
understanding as to how the institution can help them achieve
their educational goals and provide a support system and out of
classroom experience.
Rationale and Strategies
1) Develop effective strategies and mechanisms to reduce
redundancy in the processes and afford the smoother transition
to the University; continue streamlining inefficient processes;
and provide systems to ensure information is accessible to the
new students.
2) Secure and provide scholarship opportunities that increase
student enrollment and retention.
Strategy
i. Collaborate across the University to develop
unrestricted scholarships.

10. ii. Track retention data for needy students
iii. Help program coordinators in using
scholarships to recruit for programs.
3) Target a specific student population, including physically
challenged, economically disadvantaged, and multi-cultural
students.
Strategy
I. Expand enrollment of diverse students for the purpose of
supporting and fostering diversity.
II. Provide strategic admissions plan to
monitors enrollment
III. Develop a university-specific action
calendar.
Indicator Measurements:
· Design unrestricted fundraising activities
· Budget allotments
· Student satisfaction survey
· Scholarship awarded to underprivileged persons
· Program enrollment growth.
Goal 3: Enhance academic programs and support systems to
improve student persistence and student success.
Emphasize the student persistence and success initiatives from
the University's strategic plan to improve pre-identified efforts.
The goal aims at meeting specific desired outcomes tailored to
learners identified career paths. To enhance the message that
student success is the driving force, there will be a stronger
focus on communicating Caltech University's commitment to
foster a culture of success. Career and learning readiness will be
positioned as the primary tool for success and will be promoted
to incoming students.
All units at Caltech University will create an
accountability system that includes measurable goals,
timeliness, and designation of responsibility to support
retention and student success. The University will enhance
student programs and measure the impact on student learning.

11. Rationale and Strategies
1) Promote and emphasize the concept of student success, which
is captured in the university strategic plan.
Strategy
· Implement activities which are designed to address learners
perception issues
· Engage staff and faculties to develop exercises that strengthen
support skills and customer service.
· Improve career services to assess job placement activities as
defined by the enrollment program offering.
· Incorporate peer mentoring programs to ease the transition
process from high school to University
· Identify and emphasis on out of classroom experiences which
improve academic credit.
· Expand resources available for maximizing services to
students.
3) Offer a comprehensive network of delivering systems
designed to meet students' identified career paths.
Strategy
· Develop stronger cooperation between University College and
academic colleges.
· Encourage opportunities across different units to serve
learners by continuing education and academic affairs to
determine the identified programs which are needed for the
service area.
· Involve the University program coordinators in the assessment
if the career market correlates with the current offerings in the
University.
· Provide staff and the Faculty with the needed information for
students.
· Provide development of the university council to reinforce the
delivery of quality service to the learners.
Indicator Measurements:
· The enrollment and retention rates.
· Student satisfaction survey.
· Infrastructure to include internal communication, technology,

12. and system of accountability
· Persistence rates
· Staff and Faculty professional development.
· Campus climate perception.Determine the Key Performance
Indicators (KPIs)
i. Applications received, acceptance, and the yield rates from
the first-time and degree-seeking students
ii. The success of a student can be determined by the use of
SAT scores for the newly enrolled students.
iii. Total fall headcount enrollment for undergraduate and
graduate students
iv. The total annual full-time equivalent enrollment for all
levels within the university
v. The student diversity at all levels (undergraduate and
graduate).
vi. Academic progress rate. This can be determined by the use
of a second-year retention rate with a 2.0 GPA.
vii. The four-year graduation rates for full-time students or the
total degrees awarded in all levels in the University.
viii. The percentage of Bachelor's graduates enrolled and
employed.
ix. The percentage of adult undergraduate enrolled.
x. The average cost to the student obtained
xi. University access rates.Projected OutcomesProgrammatic
Changes
Class sections are operating in many programs at the Caltech
University, the enrollments overall have been on the decline.
The impact of the extended class reductions, along with the
improvement in the job market, has resulted in slowing
enrollment recovery and little growth in many programs. There
are various things which Caltech university are doing to help
grow its programs strategically and manage the reducing
enrollment and this include
· Offering relevant courses and programs which meet the market
demand for skilled workers and targeting industries and
profession by carefully examining and tracking the labor market

13. trends in the region.
· They are implementing courses, support services, and
programs that close gaps in the underrepresented minority
population. The University has started scheduling a class at a
time that is convenient for the targeted population, such as
single-parents, working professionals, and older students. The
changes in the program allow the student to complete their
programs in a reasonable amount of time.
· Part of the change in the program includes making pathways to
certificates, degrees, and transfer clear and accessible to all
prospective and current students via education planning with
advisors or counselors. This helps students manage their
academic pathways.
· The University has started a program aim at effective retention
and outreach. This new strategy aims at improving program
sustainability, scalability, and scope. Some of the initiatives
include learning communities, accelerated learning program
options, and early alert.
· Finally, Caltech University must offer programs that are
competitive within the region instead of providing programs
that are available in many regional universities. This approach
is supported by the presence of a suitable mix of online courses
and campus courses. To boost enrollment, the University has
articulated course and program offerings between non-credit
and credit to widen the pipeline of potential students.Impact on
student achievement
Finding from a study at the University hold that students
do not complete some programs because of conflicts with
employment, family responsibilities, new employment
opportunities, and financial circumstances. Strategies for
improving student retention should be made in a manner that
programs reflect the conditions and needs of the students and
should be designed and implemented to help learned to reach
their academic goals (Baylor 2014). An essential theory of
student retention is Tinto’s theory. According to this theory,
students have some attributes such as prior schooling, family

14. background, skills, and abilities, and these attributes influence
personal commitments and goals. Moreover, student departure
from an institution is a result of the social and academic
connection of the student with the institution. Therefore,
recommendations on ways to improve retention are subject to
the interplay of student beliefs and attributes with institutional
characteristics.
Recommendation to improve retention
One effective method is to come up with university-wide
task forces pertaining the student retention. This ensures that
retention efforts are pervasive in the whole institution. Second,
the University should embark on continuous research on student
behaviors. Instead of proposing an idea regarding some
practices, the University should find out what student is doing.
Third, Caltech University must determine the factors which
correlate to student withdrawal or persistence. Administrators
should find the unique and specific factors that influence
retention at the institution. Lastly, retention intervention should
be developed and implemented. The responses should be
evaluated based on the effects on programs. Financial
implications
Type of cost
The cost of the implementation of the strategic enrollment plan
involves a variety of prices. It is essential to recognize these
costs and the classification of the expenditure for the enrollment
plan. The University will incur direct charges. These costs are
directly related to the strategic enrollment plan. They are
subject to the influence of the university administration. For
example, time spends organizing and coordinating is considered
as a direct cost. This cost can be reduced by improving
logistics. Second, the enrollment will have service costs
(Blumenstyk 2014). These costs are not explicitly linked to the
plan but affect the program based on consumption. Finally, the
enrollment plan has general and administrative expenses. These

15. types of costs are not related to the specific project but benefit
all activities. For …
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