Strategic Enrollment Management Plan Framework Community College Executive

Strategic Enrollment Management Plan Framework Community College Executive Forum

How to Use This Framework The Strategic Enrollment Management Plan Framework assists you in developing a holistic understanding of your enrollment environment and ready-to-present strategy that is goal-orientated, actionable, measurable, and aligned with institutional priorities. The framework provides directions on key steps of the planning process: performance analyses, current and future market assessment, market and strategy prioritization, and a planning timeline. Review the available tools and exercises included in this document and add and remove slides to match the level of detail you need. The framework is designed to be used as an active document across the life of the strategic plan. Progress on the plan can be continuously tracked using the scorecard provided and modifications can be made as needed. The “notes” section of each slide describes the purpose of each component and provides instructions for the specific task to complete. Where appropriate, links to additional resources are provided to assist in the analysis. Further instructions appear on the slides as place holders and examples are provided throughout the template slides in italics. After completing the template, remove the EAB slides, and delete/replace all placeholder and sample text that appears on the slides to share the presentation with stakeholders. © 2019 by EAB. All Rights Reserved. 2 eab. com

Add your logo here Institution Name Strategic Enrollment Management Plan DATE VERSION (e. g. Draft, Final, Draft 3. 0) © 2019 by EAB. All Rights Reserved 3 eab. com

Road Map Strategic Enrollment Management Plan Overview 1 Current Performance • Strategic Plan Alignment • Key Accomplishments and Metrics 2 3 Future Market Assessment Outcomes • Enrollment • Market Prioritization • Market Forces Summary • Implementation Timeline • Market Demographics • Performance Scorecard • Feeder Institutions • Supplementary Resources • Labor Market Trends • Competitors • Public Policy Impact • Market Segment Assessments © 2019 by EAB. All Rights Reserved. 4 eab. com

Strategic Plan Review SEM Goals & Priorities Strategic Plan Goals Describe your institution’s strategic plan goals here SEM Priorities Describe the purpose and priorities of your strategic enrollment management plan to ensure they align with the goals of the Strategic Plan © 2019 by EAB. All Rights Reserved. 5 eab. com

Prior Plan Review Key Accomplishments 20 XX-20 XX Enrollment Management Review Goal Progress Goals Initiatives Accomplished or In Progress Increase percentage of enrollees from service area counties to 25% from Washington, 20% from Adams and Jefferson, and 15% from Madison • Launched career days at high schools to connect with high school students • Website redesign focusing on prospective students as the primary user in progress Develop and implement targeted outreach and marketing plan for traditional students • Piloted and implemented CRM to facilitate communication with interested students • Developed “Brand of Choice” marketing and brand campaign • Partnered with local high schools for in branding and advertising campaign Review and simplify enrollment processes • Completed Enrollment Audit • Meetings of faculty, staff, and student panel on enrollment barriers identified pain points and fixes • Developed and implemented enrollment checklist and enrollment steps training for staff Completed © 2019 by EAB. All Rights Reserved. In Progress Major Setback 6 eab. com

Enrollment Calculator Calculate New Enrollment Potential Based on Marketing Gains Fill in based on current enrollment data Meet with campus stakeholders to determine likely enrollment increase based on current capacity and expected investment Use Census and National Center for Education data (linked here) to determine size of opportunity market. Enter in regional information (e. g. , zip code) in search bar, and select 2017 American Community Survey for most up-to-date population data. © 2019 by EAB. All Rights Reserved. 7 eab. com

Future Market Assessment Enrollments of Focus Expected Enrollment Change by 20 XX Enrollment in 20 XX Current Enrollment Projected 20 XX 3, 700 3, 400 3, 100 3, 200 2, 940 2, 800 1, 6001, 5501, 500 800 250 CTE Liberal Arts/Transfer 450 Online 640 820 900 Dual Enrollment 1, 700 1, 500 1, 200 Non-Credit Implications of Changes in Enrollment • Describe impacts here • E. g. Decreasing Liberal Arts/Transfer enrollment and For-Credit enrollment in general call for compensation in other departments with growing potential; Drastic online growth demands new allocation of resources. © 2019 by EAB. All Rights Reserved. 8 eab. com

Future Market Assessment Enrollments by Student Segment Proportion Change Over Time 100% 90% 80% 2500 2050 2300 1900 70% 60% 50% 40% 2200 2150 2100 30% 20% 1000 1100 1200 1400 2015 2017 2019 2021 0% Dual Enrollment Recent HS Grads Adults Implications of Changes in Enrollment • Describe impacts here • E. g. Lack of enrollment growth in Units 2 and 3 call for compensation in other departments with more potential; funding for new faculty line needed in Units 4 © 2019 by EAB. All Rights Reserved. 9 eab. com

Future Market Assessment Summary of Market Forces Impacting [Institution], 20 XX-20 XX Demographics Feeder Institutions • E. g. Smaller high school classes necessitate increased recruiting • XXXX • E. g. Bankruptcy of Widget Labs, Inc. threatens core apprenticeship partner • XXXX Labor Market Competition • E. g. Projected increases in regional healthcare market demand investment in health programs • XXXX • E. g. Enrollment stress at Midtier State University compelled them to launch CTE programs similar to ours • XXXX Public Policy Market Opportunity Cost • E. g. Potential Performance Based Funding rules from the state legislature effect financial sustainability and incentivize investment in certain programs • XXXX © 2019 by EAB. All Rights Reserved. • E. g. Dual enrollment provides opportunity for growth, but do not provide strong ROI • XXXX 10 eab. com

Future Market Assessment Demographics: Projected State-Wide Growth of Traditional Community College Students Historical and Projected State Community College 18 -Year-Old Enrollments Indiana Projections, 2012 -2029 25000 24000 23000 22000 21000 20000 19000 18000 17000 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Proposed Institutional Response to Changes in Traditional Student Population: A smaller pool of traditional students requires the college to shift enrollment focus to different markets. 18 -24 Year-Olds E. g. Allocate a full-time recruiter away from Clinton and Roosevelt feeder high schools and devote to workforce recruitment at Pike Industries and Lawson Controls. New Market Segment E. g. Reach out to local chamber to develop relationship and recruitment opportunities with growing industries like Pike Industries and Lawson Controls Alternative Options for Response E. g. Rent out the auditorium and concessions as music and art venue for an alternative revenue stream © 2019 by EAB. All Rights Reserved. 11 eab. com

Future Market Assessment Demographics: Projected Graduating Class Size at Five Local High Schools Current X College Attendance and Projected Graduating Class Size, 20 XX-20 XX 507 482 460 432 349 220 185 108 181 150 76 60 HS 1 309 40 HS 2 X College Attendees, 20 XX HS 3 Current Graduates, 20 XX 30 HS 4 HS 5 Projected Graduates, 20 XX Proposed Institutional Response to Changes in Feeder High Schools: E. g. A smaller pool of traditional students requires a shift in enrollment focus to different markets and precipitates a decrease in dual enrollment participation under current norms. HS 4 provides room for growth in both size and relation to market penetration of other high schools. To maintain dual enrollment participation, investments in program review, marketing, and recruitment must be made. 18 -24 Year-Olds E. g. Expand relationship with Governor High School (HS 4) and develop X College Hallway, as implemented at HS 1, to encourage prospective student applications Dual Enrollment Segment E. g. Establish formal agreement with Westchester High School to mandate dual enrollment courses. Institutional Response: E. g. Investigate financial viability of dual enrollment programs with the consideration of moving resources to growing IT programs. © 2019 by EAB. All Rights Reserved. 12 eab. com

Future Market Assessment Major Student Feeders Institution Students Sent in 20 XX Opportunity Size Anticipated Growth Comments Northwest High School 108 FTE 507 0 School demographics stable Governor High School 40 FTE 432 +20 new seniors per year within three years School sends fewer students than expected based on demographics; increase recruiting efforts Widget Labs Inc. 200 non-credit training 50 credential seeking 1, 600 Hiring of 200 new employees just announced 100 of new hires intended to be machinists; Opportunity to launch certificate in Widget Making Midtier State University 100 reverse transfer 300 off-term non-degree 3, 000 -100 freshman per year starting next year Declining state appropriations for fouryear institutions creates possibilities for reverse transfer, recruiting costconscious students Proposed Institutional Response to Changes in Major Student Feeders: E. g. , Anticipated growth and low market penetration at Governor High School as well as Widget Making Certificate provide opportunities, but both require marketing and recruitment investment required; Midtier State University reverse transfer requires investment in website and process review. Institution X E. g. Expand relationship with Governor High School and develop X College Hallway to encourage prospective student applications Institution X E. g. Divert resources in Workforce Department to launch Widget Making Certificate and divert recruitment personnel from Madison and Jefferson Counties to promote certificate at Lawson Controls, Pike Industries, and Forest Growth Paper Mill. Institution X E. g. Hire third party to evaluate reverse transfer process and website page. © 2019 by EAB. All Rights Reserved. 13 eab. com

Labor Market Sample Average Unemployment Rate and Credit FTE 4, 500 4, 250 4, 140 12 Industries 10 Top 5 Growing 4, 020 4, 000 Top 5 Declining Top 5 Growing Top 5 Declining 8 3, 840 3, 750 Occupations 6 3, 600 3, 500 4 3, 500 2 3, 150 3, 250 0 3, 000 2008 2010 2012 Credit FTE 2014 2016 2018 Area Unemployment Proposed Institutional Response to Labor Market Changes: E. g. Certain areas of manufacturing are seeing a resurgence in our local economy, due to local and international automobile manufacturer investments. This economic growth provides opportunities through program review and PLA to provide pathways for those in the manufacturing, tech, and health industries to upskill in the machinist and other growing manufacturing trades. Industry Implication E. g. Forest Growth Paper Mill’s additional sector shut-down is expected to lay off 160 workers with 550 at-risk Occupation Implication E. g. Pike industries is set to lay off 200 production associates over the next three years, but through they’re advanced machinery investment, looks to hire 100 trained machinists, 50 electricians, 50 welders, and 25 chemical technicians. Answer to Shifts E. g. Through recruitment department realignment discussed on slide X, relationships are to be established with the Chamber of Commerce and, specifically, Pike Industries and Forest Growth Paper Mill to provide the certificates needed for Pike Industry and Lawson Control’s new machinist, electrician, welding, and chemical technician positions. © 2019 by EAB. All Rights Reserved. 14 eab. com

Future Market Assessment Competitors: Market Competition Assessment Institution Key Areas of Competition New Programs and Facilities Risk to Market Share 1. Moderate – Local research shows that improvements to student life not appealing to two-year students; aviation tech program has potential to compete students away from us 2. High – Evening and weekend accessibility is a weakness of ours, despite high market demand Primary Competition 1. Midtier State University 1. Liberal arts programs; aviation tech program 1. New dorms, student center, engineering department 2. Non-Profit Online University 2. Online/distance education; non-credit skill development 2. Recently launched weekends -only transfer degree Secondary Competitors 1. Workforce opportunities 1. Across-the-board enrollments 1. New investment leading to expansion of existing companies 1. Moderate – Some students dropping out to work more hours 2. Advanced Placement 2. High school dual enrollment 2. New AP courses in history, English 2. Low – Parents showing increased preference for dual enrollment over AP Implications for and Institutional Response to Competition on Enrollment Market Segment: E. g. High competition from Non-Profit Online University demands a response, which we can provide through full-online degree programs. Primary Competition E. g. , While we have experienced 5 consecutive years of enrollment decline, Non-Profit Online University has seen 5 consecutive years of enrollment growth in our region. This competition must be challenged to maintain enrollment levels. Midtier State’s aviation tech program will require a marketing and recruiting response and potentially an internal debate over program viability. Secondary Competition E. g. , Further economic growth requires greater marketing investment to convince working adults of our institution’s value over an immediate job; To maintain competitive advantage requires continued interaction with parents and communication with schools over the value of dual enrollment over advanced placement Institution Responses E. g. Develop and launch pilot full-online degree © 2019 by EAB. All Rights Reserved. 15 eab. com

Future Market Assessment Public Policy Impact Reforms Under Consideration/Recently Enacted: • Describe regulation change here (e. g. Summer Pell, state-level performancebased funding) How We Would Be Affected: Actions to Respond: • List how institution’s operations and programs would be affected by changes • List new actions the institution must take to respond Implications for and Institutional Response to Public Policy Reforms: E. g. State-level performance-based funding requirements demand that we shift investments to our onboarding and advising processes. Market Segment E. g. Doubled federal Pell Grant amounts increases competition from Midtier State for traditional students Institutional Resources E. g. State-level performance-based funding requirements for graduation and first-year retention necessitate college action to maintain state funding levels Institutional Response E. g. , Streamline onboarding process to include one-stop shop; invest in first-year advising that’s mandated for every student © 2019 by EAB. All Rights Reserved. 16 eab. com

Future Market Assessment Adult Student Market Segment Metric Results Pros for market prioritization: Market Size E. g. Number of 25 -64 -year-olds in service area without a degree • List pros for Adult Student market prioritization that may not be captured in market trends Current Market Penetration E. g. Proportion of adults served out of total market size Major Competitors E. g. Workforce, higher ed Recruitment cost E. g. Market spend per enrollee Current Retention Rates E. g. Fall to spring, first year Avg. Term Credit Hour E. g. Full-time, part-time Cons for market prioritization: • List Cons for Adult Student market prioritization that may not be captured in market trends Requirements for Market Success • Describe what is required for your institution to inflect change in this market • E. g. , Dramatically expand marketing channels; Expand PLA offerings © 2019 by EAB. All Rights Reserved. 17 eab. com

Future Market Assessment Strategic Assumptions Evaluation: Adult Market Strategy Example: Through recruitment department realignment discussed on slide X, relationships are to be established with the Chamber of Commerce and, specifically, Pike Industries and Forest Growth Paper Mill to provide the certificates needed for Pike Industry and Lawson Control’s new machinist, electrician, welding, and chemical technician positions. Market/Institutional Force Market Segment Assumption Tripwire Feeder Institutions Pike Industries remains in demand of upskilled workers and Forest Growth Paper Mill continues to lay off workers in need of new skills Pike Industries terminates or shrinks advanced machinery growth project by 100 employees; Forest Growth Paper Mill stops lay-offs Competition Midtier State and Non-Profit Online University programs do not fit the needs and wants of the students of this strategy; the workforce does not offer sufficient opportunities for these potential students Programs directed toward Pike Industries and Forest Growth Paper Mill experience fall enrollments of under 120 students total Demographics Student Demand Labor Market Public Policy Products/Services Technology Institutional Resources © 2019 by EAB. All Rights Reserved. 18 eab. com

Future Market Assessment Recent High School Graduate Market Segment Metric Results Pros for market prioritization: Market Size E. g. Number of 18 -24 -year-olds in service area without a degree • List pros for Recent High School Graduate market prioritization that may not be captured in market trends Current Market Penetration E. g. Proportion of young adults served out of total market size Major Competitors E. g. Workforce, higher ed Recruitment cost E. g. Market spend per enrollee Current Retention Rates E. g. Fall to spring, first year Avg. Term Credit Hour E. g. Full-time, part-time Cons for market prioritization: • List Cons for Recent High School Graduate market prioritization that may not be captured in market trends Requirements for Market Success • Describe what is required for your institution to inflect change in this market • E. g. , Dramatically expand marketing channels; Develop “School of Choice” through extensive branding and marketing campaign © 2019 by EAB. All Rights Reserved. 19 eab. com

Future Market Assessment Strategic Assumptions Evaluation: Recent High School Graduate Market Strategy Example: In response to the shrinking size of graduating classes at other feeder schools and room for growth in market penetration at Governor High School, we will prioritize and expand our relationship with Governor High School to include development of an X College Hallway to encourage prospective student applications, a pre-enrollment success course, and a guidance counselor referral form. Market/Institutional Force Market Segment Assumption Tripwire Demographics Area graduating classes will decrease by 10% over the next 5 years Area graduating classes shrink by more than 15%, remain at current levels, or grow Feeder Institutions Graduating class at Governor High School will continue to grow Governor High School graduating class declines; Competition Student Demand Labor Market Public Policy Products/Services Technology Institutional Resources © 2019 by EAB. All Rights Reserved. 20 eab. com

Future Market Assessment Dual Enrollment Market Segment Metric Results Pros for market prioritization: Market Size E. g. Number of high school students in service area • List pros for Dual Enrollment market prioritization that may not be captured in market trends Current Market Penetration E. g. Proportion of high school students served out of total market size Major Competitors E. g. Workforce, higher ed Cons for market prioritization: Recruitment cost E. g. Market spend per enrollee Current Retention Rates E. g. Fall to spring, first year Avg. Term Credit Hour E. g. Full-time, part-time • List cons for Dual Enrollment market prioritization that may not be captured in market trends Requirements for Market Success • Describe what is required for your institution to inflect change in this market • E. g. , Invest in additional staff for high school program review and course counseling; Expand course offerings © 2019 by EAB. All Rights Reserved. 21 eab. com

Future Market Assessment Strategic Assumptions Evaluation: Dual Enrollment Market Strategy: The future market assessment showed the dual enrollment segment to provide little value for investment. The market segment is expected to decrease by ten percent over the next five years and the low competitive pressure limits the need for recruitment resources. Average term credit hours for these students is less than five hours a term, the lowest of all segments, and retention rates remain between 50 percent and 60 percent regardless of recruitment investment at each school. Due to these factors and the opportunity in the adult market segment, our strategy is to shift 40 percent of our recruitment resources to adult market recruitment. Market/Institutional Force Market Segment Assumption Tripwire Competition Parents continue to preference dual enrollment over Advanced Placement courses Feeder schools increase AP course offerings to an average of 12 per school Student Demand Dual enrollment participation experiences minimal decreases that correspond with population decreases. dual enrollment course participation falls to 550 participants Demographics Feeder Institutions Labor Market Public Policy Products/Services Technology Institutional Resources © 2019 by EAB. All Rights Reserved. 22 eab. com

Market Prioritization Top Markets to Prioritize Inputs or Levers Strategies to Reach Markets (Programs) E. g. Develop and launch pilot of full-online degrees in business administration, marketing, and general studies (Cost) E. g. In-state participants will receive a product that will cost $2, 000 less per semester than that offered by Non-Profit Online University. (Marketing) E. g. During upcoming external website audit and website investment, prioritize marketing of new online programs. (Programs) E. g. Divert resources in Workforce Department to launch Widget Making Certificate (Cost) E. g. Leverage low-cost industry certification programs for Pike Industry and Lawson Control’s new machinist, electrician, welding, and chemical technician positions in comparison to the ROI they bring employees. (Marketing) E. g. Divert recruitment personnel from Madison and Jefferson Counties to promote certificate at Lawson Controls, Pike Industries, and Forest Growth Paper Mill. (e. g. Online Students) (e. g. Working Adults) © 2019 by EAB. All Rights Reserved. 23 eab. com

Implementation Timeline Term 1 Term 2 Term 3 Term 4 Term 5 Goal 1: Strategy 1 Strategy 2 Strategy 3 Goal 2: Strategy 1 Strategy 2 Strategy 3 Goal 3: Strategy 1 Strategy 2 Strategy 3 © 2019 by EAB. All Rights Reserved. 24 eab. com

Strategic Plan Summary Performance Scorecard Template Goal #1 Goal Strategy Owner Strategy #1 Strategy Leader Status of Related Initiatives Metric Key Performance Metric Value at Plan Launch (Insert Date) Current Metric Value (Insert Date) Target Metric Value (Insert Date) Start Value Today’s Value Target Value Key Performance Metric Strategy #2 Strategy Leader Key Performance Metric Strategy Leader Goal #2 Strategy #1 Key Performance Metric On Track © 2019 by EAB. All Rights Reserved. Minor Setback Major Setback 25 eab. com

Supplementary Resources In addition to our compendium of enrollment management resources, request the Crafting Transformational Strategy Toolkit from your Strategic Leader to further strengthen your planning process. Access the following tools in the toolkit: Premortem Analysis Guide Prioritization Mapping Tool • Determine what could lead to • Identify the various external a failed strategy and likelihood of strategy success forces with the largest impact on your institution and strategy • Outline a contingency plan for overcoming those threats • Understand how market forces interact with and influence each other • Lead an informed, hype-free campus discussion on which strategies are appropriate and where shifts need to be made • Prioritize which market forces should be immediately addressed in strategy discussions Scenario Planning Packet Strategic Assumptions Evaluation • Visualize and imagine a • Build on your Market dramatically different future world and articulate the impact on your institution Assumptions Evaluations to understand articulate what is instrumental to a strategy or initiative’s success • Outline an approach for how to remain solvent (in terms of enrollments) in such a disruptive environment • Establish a quantifiable metric to test the validity of an assumption • Create a schedule to regularly assess signposts and assumptions © 2019 by EAB. All Rights Reserved. 26 eab. com