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
Agenda Slide
1. What is Enrollment Management?
2. What are the Essentials?
3. How are Continuing and ProfessionalEducations Units Approaching EnrollmentManagement Today?
4. Recommendations
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1. What is EnrollmentManagement?
ENROLLMENTMANAGEMENT
MATTERS
Managing Change,Accountability,and CompetitionFebruary 10-11, 2009Scottsdale, AZ
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
Tim Copeland, SunGard Higher Education 6
• 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
Tim Copeland, SunGard Higher Education 7
Does Your CE Unit Support Institutional Mission?
95%1. Yes
2. No
Tim Copeland, SunGard Higher Education 8
YesNo
5%
Is Your CE Unit Committed to Outreach?
89%1. Yes
2. No
Tim Copeland, SunGard Higher Education 9
YesNo
11%
Is Your CE Unit Accountable to the Institution atLarge?
90%1. Yes
2. No
Tim Copeland, SunGard Higher Education 10
YesNo
10%
Is Your CE Unit Committed to Student Success?
100%1. Yes
2. No
Tim Copeland, SunGard Higher Education 11
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
Tim Copeland, SunGard Higher Education 12
• 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
Tim Copeland, SunGard Higher Education 13
2. What are Enrollment ManagementEssentials?
ENROLLMENTMANAGEMENT
MATTERS
Managing Change,Accountability,and CompetitionFebruary 10-11, 2009Scottsdale, AZ
Essentials?
The Dimensions of Enrollment Management
Enrollment Leadership
(Governance, Goals, Resources)
Organization
(Alignment, People, Culture)
Information
People
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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.
Tim Copeland, SunGard Higher Education 16
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
Tim Copeland, SunGard Higher Education 18
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
ENROLLMENTMANAGEMENT
MATTERS
Managing Change,Accountability,and CompetitionFebruary 10-11, 2009Scottsdale, AZ
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
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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
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N = 102
Where are the resources?
14%
16%
ProgramDevelopment
30%
ProgramCoordination
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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
Tim Copeland, SunGard Higher Education 23
N = 102
Key Findings
• Percentage of respondents who ‘strongly agreed’
—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
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N = 102
Key Findings
• Percentage of respondents who ‘strongly agreed’
—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
Tim Copeland, SunGard Higher Education 25
N = 102
Key Findings
• Percentage of respondents who ‘strongly agreed’
—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
Tim Copeland, SunGard Higher Education 26
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
Tim Copeland, SunGard Higher Education 27
4. Recommendations
ENROLLMENTMANAGEMENT
MATTERS
Managing Change,Accountability,and CompetitionFebruary 10-11, 2009Scottsdale, AZ
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
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Enrollment Management Keys to Success
2. Proceed to measurement
— Use enrollment finance
• Traffic
• Response
• Conversion
• YIeld
— Use a scorecard approach— Use a scorecard approach
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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
• Measure the stages of astudent’s decision
• Inquiries
• Proposals
• Contracts signed
• Confirms/Deposits
• Enrolled
Tim Copeland, SunGard Higher Education 31
• But Tim, I work with non-credit students
• Measure the stages of astudent’s decision
• 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
Tim Copeland, SunGard Higher Education 32
Dashboards
• Point in time measurements
—Usually compared to history
—Funnel Report
Tim Copeland, SunGard Higher Education 35
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
Tim Copeland, SunGard Higher Education 36
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
Tim Copeland, SunGard Higher Education 37
Enrollment Management Keys to Success
3. Develop a Comprehensive Written Marketingand Retention Plan
— Align strategies to goals and objectives
— Employ strategies to move students throughthe enrollment funnel
Tim Copeland, SunGard Higher Education 39
Enrollment Management Keys to Success
4. Develop a Student-Centric Organization
— Secret shop your unit
— Marketing ownership of the contact center
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Enrollment Management Keys to Success
5. Use Efficient Business Processes
— Map intake points
— Walk through what it takes to become astudent
— Utilize technology
Tim Copeland, SunGard Higher Education 41
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
Copyright 2009, Tim Copeland 43
Contact
Tim CopelandSenior ConsultantEnrollment Management Strategic Services
44
Email: [email protected]: 404-437-6449My personal blog: www.enrollmentmarketing.org
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© 2009 SunGard. All rights reserved.
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