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Making the Numbers Amid Demographic Declines
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The Enrollment LandscapeThe demographics challenge
• Fewer high school seniors in most regions of the U.S.
• International recruitment can help, but not a panacea
• Must reach growing populations of• First‐generation• Lower income• URM• Orientation toward community college• Local/regional in approach
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Moderator and Presenters• Moderator: Paul Marthers, Associate Vice Chancellor for Enrollment Management and Student Success, SUNY System
• Panelists:• Robert Alexander, Vice President for Enrollment and Communications, Millsaps College
• Madeleine Rhyneer, Vice President for Enrollment and Marketing, Susquehanna University
• Dee Voss, Dean of Undergraduate Admissions, Nova Southeastern University
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The Enrollment LandscapeThreats to the Value Proposition
• Perception that college costs too much• Media frenzy over student debt• Determined need versus perceived need• Unwillingness to pay the full price• Discount rates are at record levels
• Can they go any higher?• Is the current path financially sustainable?
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The Enrollment LandscapeCollege = job preparation and public investments in higher education must boost the economy
• Outcomes, outcomes, outcomes• STEM is ascendant• Devaluation of the liberal arts• Internships and co‐ops• Billionaire college dropouts• Coding schools and Thiel Fellowship
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The Situation on SUNY Campuses
• Downstate is flush, Upstate and Western NY are challenged
• U‐Centers growing, Colleges & Techs maintaining, Community Colleges down
• Increased focus on Metro NYC recruiting: the only part of NYS that is growing
• Discount rate hand‐to‐hand combat with regionally‐focused NYS privates and border‐state publics
• More recruiting outside NYS
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Faced with all these challenges, what can enrollment managers do?
•Before you leave for a profession with more job security and a higher salary, consider the following three case studies that demonstrate success even in challenging times.
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Millsaps’ Vision
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Millsaps’ Strategic Enrollment and Marketing Plan
Streamlined Internal
Processes
Aggressive External Outreach
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Strategic targeting vs. “predictive” targeting
Strategic Targeting
Starts with identifying students you most desire to enroll
Leverages your past success
Seeks to engage students as early as possible
Aspirational in design
“Predictive” Targeting
Starts with identifying students who share attributes with your current enrollments
Eliminates regions where you desire togrow enrollments
Misses opportunities to engage students earlyin high school
Regressive in design
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Ease of Application to Multiple Institutions
Source: 2009 & 2011 State of College Admission, NACAC
17%Decline
80.0%82.0%84.0%86.0%88.0%90.0%92.0%94.0%96.0%98.0%
100.0%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
-1.2%
-2.6%-1.2%
-2.6%-1.0% +0.8%
-2.9%
-1.8%
-4.1%
National average yield rate since 2001
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Knowing when and how to engage students …
Percentages represent unique student populations
Seniors
20%
Juniors
30%Freshmen &Sophomores
50%
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… to get the best resultsSearching each class year provides unique names available only once
19%
38%
19%
24%
19%
24%
19%
38%
Available only as seniors
Available only as juniors
Available only as sophomores
Available in two or more years
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27,768 26,256 40,63146,093 60,015
56,821 60,35138,956
82,98773,380
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
Entering Class 2014 Entering Class 2015 Entering Class 2016 Entering Class 2017 Entering Class 2018Sophomores Juniors Seniors
Seniors
Search contact volume planSearch Contacted by Grade LevelEntering Classes 2014–2018
Seniors
Juniors
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Seniors
Juniors
Seniors
Millsaps is well-positioned for 2017 and 2018Search Responders by Grade LevelEntering Classes 2014–2018
6,248 6,042 6,8885,7017,706
5,355 5,616
2,672
4,348
5,946
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Entering Class 2014 Entering Class 2015 Entering Class 2016 Entering Class 2017 Entering Class 2018Sophomores Juniors Seniors
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58%42%
Responded via Other Device Responded via Mobile Device
Millsaps College mobile device activitySophomore and Junior Search Program
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Optimize your search for multiple devices
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NEW simplified scholarship selection system
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Search students account for 62% of depositsEnrollment Funnel by Inquiry SourceEntering Classes 2013 and 2016
Other Sources Search Sophomores
1,922
917 180
1,922
917
1801,148631
95
992
645
71
755
391
57
1,349
831
74
4,244
2,498
297
Submitted Applications Admits Deposits0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
Search Juniors Search Seniors
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Deanna VossDean of Undergraduate AdmissionsNova Southeastern University, Ft. Lauderdale, FL
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June 2015‣ Lack of solid Admission
foundation/direction, no strategic plan
‣ Large staff but few who traveled
‣ Local tri-county, regional and small reach in NY
‣ Aggressive growth goals to double undergraduate enrollment by 2020
‣ Enormous potential
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Strengths and
Weaknesses‣ Large staff‣ Large budget‣ New Residence Halls opening
fall 2018‣ New MD program opening fall
2018‣ Lack of knowledge‣ Office culture‣ CRM and technology
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Strategies ‣ Common Application‣ Comprehensive Search
program‣ Complete update
communication and marketing plan
‣ Change in staff responsibilities
‣ Significant change to recruitment plan
‣ Change office culture and staffing
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Goals ‣ Double undergraduate enrollment to 6,000 by 2020
‣ Averages out to 15% enrollment growth each year 2015-2020
‣ Increase out of state enrollment to 60% of incoming class
‣ Close gender gap to 60/40‣ Improve academic profile of
class
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Current Outcomes ‣ Applications increased by 63% over 2015
‣ Admits increased by 40% over 2015
‣ Yield is holding at 8% ahead of 2015
‣ Registered is holding at 12% ahead of 2015
‣ Out-of-state enrollment is 49% and in-state 51% which is a change from 41% and 59% respectively
‣ No significant movement in gender gap
‣ Test score averages and gpa are even
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Madeleine RhyneerVice President for Enrollment and Marketing
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Increased Housing Stock and a New Strategic Plan Call for
Enrollment Growth
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The Strategic Plan:
• Grow enrollment to 2500(do Boards and presidents read demographic charts?)
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• What strategies and tactics will we use to grow enrollment?
• Do we have the resources we need?– Human capital– Financial capital
• How do you motivate the team?• Is there a fallback plan?
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Go Big or Go Home
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• Complete overhaul of University website• Significant investment in building a robust
prospect pipeline• More targeted (and impactful) marketing
communications• New financial aid partner• Evaluate and re-think everything• There are no sacred cows
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Questions and
Discussion