Enrollment Management Essentials for the Continuing · PDF file ·...

Enrollment ManagementEssentials for the Continuing

Education Leader

ENROLLMENTMANAGEMENT

MATTERS

Managing Change,Accountability,and CompetitionFebruary 10-11, 2009Scottsdale, AZ

Education Leader

Tim Copeland, SunGardHigher Education

Introduction

• At the end of this presentation, participants should beable to:

—Explain enrollment management in the context ofprofessional and continuing education

—Understand the five pillars of an enrollment managementphilosophy

—Discuss the current state of enrollment management

Copyright 2009, Tim Copeland 2

—Discuss the current state of enrollment management

— Identify specific recommendations for an enrollmentmanagement approach

Chasing Shiny Objects

Tim Copeland, SunGard Higher Education 3

Agenda Slide

1. What is Enrollment Management?

2. What are the Essentials?

3. How are Continuing and ProfessionalEducations Units Approaching EnrollmentManagement Today?

4. Recommendations


1. What is EnrollmentManagement?


MATTERS


Management?

Enrollment Management in Higher Education

• Enrollment management is anorganizational concept and a systematicset of activities designed to exertinfluence over student enrollments in thecontext of the institution’sinternal/external operating environment.

Encompasses:

• Mission andpriorities

• Programdevelopment

• Pricing

• Marketing

• Recruitment

• Retention

• Origins in the 1970’s

• Maguire, Hossler, Williams, among otherswho have researched, written extensively


• Student experience

Enrollment Management Deconstructed

• Organizational

—Foundational paradigm

—Acquisition, retention, and success ofstudents

• Systematic

—All parts move toward the attainment of—All parts move toward the attainment ofmission, goals, and objectives

— Intentional and proactive

• Operating Environment

—Market and constituent focused


Does Your CE Unit Support Institutional Mission?

95%1. Yes

2. No


YesNo

5%

Is Your CE Unit Committed to Outreach?

89%1. Yes

2. No


YesNo

11%

Is Your CE Unit Accountable to the Institution atLarge?

90%1. Yes

2. No


YesNo

10%

Is Your CE Unit Committed to Student Success?

100%1. Yes

2. No


YesNo

0%

Why This is Important

• Tuition reimbursements declining

• Competition

• Accountability

• Trend: the institutional enrollmentmanagement office

• Securing a place within the academy

• Can we afford to operate outside of the


• Can we afford to operate outside of thebounds of the institution?

Why This is Important

Opportunities

• Market-driven

• Innovation center

• Part of the nationaleconomic solution

• Growth of adult learnerswhile traditional-aged

Challenges

• “The institution assimilatessuccessful CE programs”

• Is CE part of institutionalmission?

• One-off course modelversus programswhile traditional-aged

learner populationsdecline

• Need for more flexible,market-responsivelearning opportunities

• Operating outside the lines

• Don’t value the role ofrecruitment marketing andrecruitment


2. What are Enrollment ManagementEssentials?


MATTERS


Essentials?

The Dimensions of Enrollment Management

Enrollment Leadership

(Governance, Goals, Resources)

Organization

(Alignment, People, Culture)

Information

People


Information

(Data, Reporting, Research)

Engagement

(Communications, Recruitment)

Enrollment Operations

(Processes, Technology, Service)

Source: SunGard Higher Education Strategic Services

Process

Technology

An Example: Institutional Strategic Goals

• To meet the lifelong learning demand of non-traditionaland off-campus students.

• To increase the number of distance learning, continuingeducation, and outreach programs by 50 percent.

• To make lifelong learning accessible by alumni andprofessionals who can benefit from an education at anystage of their careers.stage of their careers.

• To extend curriculum through distance learning inpartnership with other national and internationaluniversities.

• To continue to be a laboratory for delivering a trulyglobal learning experience.


Alignment to Institutional Goals?

• Mission— To provide high-quality support for lifelong learning

opportunities delivered exceptional customer service to theglobal community in a financially sustainable manner.

• Vision— Set the standard for customer service among university outreach

organizations by creating and delivering educational programsthat are innovative, market-driven, relevant, and financiallysustainable.

February 10, 2009 | www.sungardhe.com 17

sustainable.

• Core Values— Academic integrity and excellence, communication, leadership,

market awareness, fiscal responsibility, global perspective andrespect for cultural diversity, customer service, social and humancontext of science and technology, innovation, commitment toprofessional excellence and growth

No Alignment

• Mission— To provide high-quality support for lifelong

learning opportunities delivered exceptionalcustomer service to the global community ina financially sustainable manner.

• Vision— Set the standard for customer service among

university outreach organizations by creatingand delivering educational programs that areinnovative, market-driven, relevant, andfinancially sustainable.

Core Values

• To meet the lifelong learningdemand of non-traditional and off-campus students.

• To increase the number of distancelearning, continuing education, andoutreach programs by 50 percent.

• To make lifelong learningaccessible by alumni andprofessionals who can benefit froman education at any stage of their • Core Values

— Academic integrity and excellence,communication, leadership, marketawareness, fiscal responsibility, globalperspective and respect for cultural diversity,customer service, social and human contextof science and technology, innovation,commitment to professional excellence andgrowth


an education at any stage of theircareers.

• To extend curriculum throughdistance learning in partnershipwith other national andinternational universities.

• To continue to be a laboratory fordelivering a truly global learningexperience.

3. How Continuing and ProfessionalEducation Approaches Enrollment


MATTERS


Education Approaches EnrollmentManagement Today

Survey Methodology

• Online survey conducted October 2008

• Targeted to Dean/Director level

—74% 4-Year, 23% 2-Year

—67% Public, 33% Private

• 102 institutions participated

• Offered a copy of the final paper


Key Findings

• Percentage of respondents who ‘stronglyagreed’

—46% indicated that a commitment to lifelonglearning was evident in the institution’sstrategic plan

Enrollment Leadership

(Governance, Goals, Resources)

—Only 28% percent said they establish newstudent enrollment targets over a multi-yearperiod

—Only 6% set student retention targets

—Only 11% believe they invest adequateresources in outreach


N = 102

Where are the resources?

14%

16%

ProgramDevelopment

30%

ProgramCoordination


12%

Other

13%

Registration

14%

Business

Administration & IT

Development

N = 96

Key Findings

• Percentage of respondents who ‘strongly agreed’

—38% said they have a dedicated outreach marketingfunction

—Only 26% said their marketing staff was ‘trained andtalented’

Organization

(Alignment, People, Culture)

—Only 17% said they have a dedicated recruitment function


N = 102

Key Findings


—32% report on progress toward enrollment goalachievement … yet (only 28% set multi-year targets)

• Only 7% measure response rates

• 8% measure conversion

Information

(Data, Reporting, Research)

• 8% measure conversion

• 11% measure yield

—Only 15% track source codes

—A mere 10% know what competitors they lose students toand why


N = 102

Key Findings


—23% employ a written annual new student enrollment plan

—11% said they have specific acquisition strategies toidentify prospective students

—Only 7% have strategies to move students (or otherconstituents) through the funnel

Engagement

(Communications, Recruitment)

constituents) through the funnel

—13% routinely evaluate engagement outcomes


N = 102

Key Findings


—35% use the institution’s student information system

—22% said they have efficient business processes to enrollprospective students

—23% track their interactions with students

Enrollment Operations

(Processes, Technology, Service)

—19% said they have efficient business processes to enterdata


N = 102

Summary

• Linkage to institutional mission?

• Lack of goals and adoption of ‘enrollmentfinance’

• Not enough investment in outreach

• Not planning for information

• Current use of technology is not supportingeffective interactions with studentseffective interactions with students


4. Recommendations


MATTERS


Enrollment Management Keys to Success

1. Approach enrollment strategically

— Establish multi-year goals for acquisition and retention

• For the unit, for programs

• Tied to capacity

— Align to mission and vision



2. Proceed to measurement

— Use enrollment finance

• Traffic

• Response

• Conversion

• YIeld

— Use a scorecard approach— Use a scorecard approach


Enrollment Finance – Build a Funnel

• Establish a term

• Measure the stages of astudent’s decision

• Inquiries

• Applicants

• Accepts

• Confirms/Deposits

• But Tim, we do customeducation


• Inquiries

• Proposals

• Contracts signed

• Confirms/Deposits

• Enrolled


• But Tim, I work with non-credit students


• Inquiries

• Registrants

• Paids

• Enrolled

Speak the Language of Productivity - EnrollmentScorecard

• Scorecards

• Measures progress toward strategic goalsand objectives

• Uses KPIs

—Expected results against a target

• Align strategic initiatives that drive the• Align strategic initiatives that drive theachievement of goals and objectives


Scorecard – Using Excel


Scorecard – Using Software


Dashboards

• Point in time measurements

—Usually compared to history

—Funnel Report


Sample Funnel Report - Credit

Anywhere College Comprehensive Funnel Report, Term: Academic Year 2009

For the week ending XX/XX/2009

2009 YTD 2008 YTD 2008 Final 2007 Final

Enrollment goal

Total Prospects

Active

Cancels

Total Inquiries

Complete

Incomplete

Cancels


Cancels

Total Applications

Active

Cancels

Total Confirms

Total Enrolled

Response % (Inquiries/Prospects)

Conversion % (Applications/Inquiries)

Completed App. % (Completes/(Completes+Incompletes)

Yield % (Active Acceptances/Enrolled)

Enrolled Yield% (drop/add date)

% of Annual Goal Met

Sample Funnel Report – Non-Credit

Anywhere College Comprehensive Funnel Report, Term: Academic Year 2009

For the week ending XX/XX/2009

2009 YTD 2008 YTD 2008 Final 2007 Final

Enrollment goal

Total Prospects

Active

Cancels

Total Inquiries

Unpaid

Paid

CancelsCancels

Total Registrations

Attended

No Shows

Total Enrolled

Response % (Inquiries/Prospects)

Conversion % (Applications/Inquiries)

Completed App. % (Completes/(Completes+Incompletes)

Yield % (Active Acceptances/Enrolled)

Enrolled Yield% (drop/add date)

% of Annual Goal Met




3. Develop a Comprehensive Written Marketingand Retention Plan

— Align strategies to goals and objectives

— Employ strategies to move students throughthe enrollment funnel



4. Develop a Student-Centric Organization

— Secret shop your unit

— Marketing ownership of the contact center



5. Use Efficient Business Processes

— Map intake points

— Walk through what it takes to become astudent

— Utilize technology


Questions & Answers


Upcoming White Papers

• The Road Less Traveled: TheEnrollment Management Practicesof Continuing and ProfessionalEducation

• Introducing the CE EnrollmentFunnel: A New Way to MeasureFunnel: A New Way to MeasureOutreach Success


Contact

Tim CopelandSenior ConsultantEnrollment Management Strategic Services

44

Email: [email protected]: 404-437-6449My personal blog: www.enrollmentmarketing.org

SunGard, the SunGard logo, Banner, Campus Pipeline, Luminis, PowerCAMPUS, Matrix, and Plus are trademarks or registeredtrademarks of SunGard Data Systems Inc. or its subsidiaries in the U.S. and other countries. Third-party names and marksreferenced herein are trademarks or registered trademarks of their respective owners.

© 2009 SunGard. All rights reserved.

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