so you want to, or have to, build an enrollment plan ...€¦ · so you want to, or have to, build...
TRANSCRIPT
Presented by: Craig Cornell, Ohio University
Wednesday, April 4, 2012, 9:15Session ID 224
So You Want to, or Have to, Build an Enrollment Plan: Where to Start (and End)
AACRAO Philadelphia 2012 Session ID: 224
Ohio University 4 year public institution in SE Ohio.
Approximately 26,000 students at our main Athens, Ohio Campus and 10,000 students at 5 regional campuses
Very traditional with 8,000 students in our residence halls, but significantly growing online e-learning presence.
Enrollment management a relatively new concept at Ohio University
Position created 4 years ago
Developed the Strategic Enrollment Management Plan 2010-2016 (SEMP)
Overview of an Enrollment Plan
AACRAO Philadelphia 2012 Session ID: 224
Overview
Like no 2 institutions are alike- no two enrollment plans are alike:
Is it an enrollment plan, a strategic enrollment plan, a strategic enrollment management plan, an enrollment goal plan, or a budget and enrollment plan???
Is it organically grown, mandated, formal, informal, committee driven, enrollment driven, budget driven?
AACRAO Philadelphia 2012 Session ID: 224
However there are many common elements to almost any plan:
1. They address different student populations2. Often address coordination/staffing/services needs that must
be present to be successful3. They generally outline student populations and enrollment
goals for overall and entering student populations4. Enrollment is key to an institution’s survival so there is a
necessity for some sort of roadmap to follow and why they are becoming a common strategy tool on campus:
Overview
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
Overview
AACRAO Philadelphia 2012 Session ID: 224
Where the generally fall short- pitfalls to avoid
1. Done too quickly and with an end goal in mind from the beginning – President saying (s)he wants “20,000 students within 2 years”.
2. Not enough buy-in from faculty due to lack of input in the process.3. The wrong people leading the effort 4. Large restrictions put in place – “build a plan but don’t ask for
more money”5. The ultimate “approver” not kept in mind – e.g.-Board fiscal needs6. Are not tied into other existing strategic plans on campus7. NOT one person ultimately responsible for its completion- Death
by Committee, or Faculty member who has no skin in the game or has other priorities, etc.
8. Others?
Overview
AACRAO Philadelphia 2012 Session ID: 224
Moving Forward
I am going to approach the rest of the presentation as what OU did as an example of what I feel has a lot of elements of a best practice as opposed to a neutral- “try this or this”.
I wanted to be very open and tangible in the process in an attempt to demonstrate a clear picture on how to move through the development of such an important document on your campus.
The Foundation of the Strategic Enrollment Management Plan
(SEMP) at Ohio University
AACRAO Philadelphia 2012 Session ID: 224
Vice Provost for Enrollment Management Position established in Spring of 2008. As a result of VisionOhio, the University’s strategic plan at the time
Charged by President and BOT to establish an enrollment plan in August 2009-given 4 months originally, which became 60 days.
Developed Enrollment Management Committees to create exposure as well move issues through the University effectively- these became the basis for future development of the SEMP
The Foundation of the SEMP at OU
AACRAO Philadelphia 2012 Session ID: 224
Enrollment Management Committee Structure
Strategic Enrollment Management Steering Committee (SEMSC) -
Oversight
Enrollment & Retention Monitoring Committee
(ERMC) -Implementation
Enrollment Management Advisory Committee (EMAC)
Advisory
Vice Provost, Enrollment
ManagementStrategy
The Development of the Strategic Enrollment Management Plan
(SEMP) at Ohio University
Where to Start
AACRAO Philadelphia 2012 Session ID: 224
General Starting Points
Get a mandate from as high as you can – this gives you the judicial immunity to cut through a lot of red tape and pull a lot of people into the process. We had our Board official declare their desire to see a formal plan.
Establish your committee(s) - with a special emphasis on a steering committee. We used our existing committee structure and I pulled out some key people to handle the first round of the presentation to the board.
Keep on Task – Be annoying (in a good way).
Control the Process – this can be one of the most challenging parts. Provide information that is relevant and keep those that are pushing comfortable enough to give the time to do it right.
Break the Process into Manageable Chunks – it took us 3 reports- 72,38 and 36 pages respectively.
The Development of the SEMP at OU
The Development of the Strategic Enrollment Management Plan
(SEMP) at Ohio University
Round 1
AACRAO Philadelphia 2012 Session ID: 224
ROUND 1 – “Smart, Strategic and Sustainable Enrollment Growth at Ohio University”
It quickly became evident we would need a lot of information to truly approach the topic. So we quickly limited the scope of the first iterative of the enrollment plan. We carefully communicated that there were some fundamental issues to address in the development of an overall plan and we would address those in the first report.
This could not have been done without establishing the right committee structure providing a loud enough voice.
The Development of the SEMP at OURound 1 -
AACRAO Philadelphia 2012 Session ID: 224
Round 1 Committee Members:Executive Vice President and ProvostUniversity RegistrarVice Provost for University Outreach Vice Provost for Diversity, Access and EquityVice Provost for Enrollment Management, ChairAssociate Provost for Academic Budget and PlanningDean of University College and Associate Provost for Undergraduate Studies Executive Dean for Regional CampusesSenior Associate Vice President for Regional Campuses and University OutreachAssociate Dean, Graduate CollegeProfessor, PhysicsAssistant Vice President for Auxiliary ServicesAssistant Vice President, Budget Planning and AnalysisChief of Staff, Special Assistant to the PresidentAssociate Provost for Institutional Research and Assessment
The Development of the SEMP at OURound 1
AACRAO Philadelphia 2012 Session ID: 224
Capacity Analysis was the key – we were already at record enrollments and wanted to see what we really could handle so divided up the group into the following sub-committees:
Housing Capacity Analysis Physical Capacity Analysis Regional Campuses, Athens Commuter and Adult Population
Capacity Analysis Program Capacity Analysis Student Experience Capacity Analysis
Each of these groups pulled in the leaders of the respective areas to determine these numbers. For instance- the Program Capacity Analysis
The Development of the SEMP at OURound 1
AACRAO Philadelphia 2012 Session ID: 224
Program Capacity Analysis-Teaching Capacity
In addition to the idea of providing the information you expect, this is also the time to carefully consider who the audience is. Who is the written for and what are you trying to convey in the data.
So, we shared the usual stuff you would expect- current and historical enrollment numbers by campus, college and major, but also began to discuss the complexities of growing enrollment- for instance:
The Development of the SEMP at OURound 1 -
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
AACRAO Philadelphia 2012 Session ID: 224
Program Capacity Analysis –Teaching Capacity Also got all of the faculty involved, via the Deans, with the judicial
immunity card to look at their programs to determine their capacities:
The Development of the SEMP at OURound 1
COLLEGE OF XXXXXX
Undergraduate
2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
Final Final Final Final Final Final Final Prelim Future Future Future Future Future
COLLEGE OF XXXXX
Interdisciplinary/Undecided 245 245 191 158 137 192 176 200 188 188 188 188 188
Major 1 209 256 261 275 304 330 342 377 354 354 354 354 354
Major 2 327 319 319 325 334 365 403 406 382 382 382 382 382
Major 3 428 457 453 421 387 411 381 376 353 353 353 353 353
Major 4 247 143 94 99 132 144 181 166 156 156 156 156 156
Major 5 437 422 445 442 452 401 461 496 467 467 467 467 467
XXXX TOTAL 1,893 1,842 1,763 1,720 1,746 1,843 1,944 2,021 1,900 1,900 1,900 1,900 1,900
AACRAO Philadelphia 2012 Session ID: 224
Sub Committee Topics Addressed
Housing Capacity Analysis – Room analysis and numbers, housing master plan
Physical Capacity Analysis – Classroom space analysis, parking analysis,
Regional Campuses, Athens Commuter and Adult Population Capacity Analysis – enrollments, targeted growth, support for new program development
Program Capacity Analysis- Teaching Capacity and General Education, Mitigating Factors-Targeted Growth, Competition, Costs/Affordability, Graduate Students, Grad programs and fee paying students, out-of-state markets, transfer students, online programs, student quality indicators, financial aid, marketing, impact of undergraduate growth on grad programs
Student Experience Capacity Analysis – our “care capacity”; Service responsiveness (IT, dining, medical support, student affairs, etc.)
The Development of the SEMP at OURound 1
AACRAO Philadelphia 2012 Session ID: 224
Summary of Round 1
Left a lot of questions on the table inside the summary- keeping the door open for further development. Made it clear that more effort was needed to fully address the questions before us STRATEGICALLY
Purposely did not put numbers down on paper yet. Once they are put down, you can not pull them back. But did promise that we would be clearing up some of the questions that emerged and coming back shortly with more insights
Received the charge to carefully consider the results of round one in the development of the final SEMP – this kept the judicial immunity as well as appeasing the BOT and President that we were moving forward.
Instantly moved into our Round 2- next 60 days.
The Development of the SEMP at OURound 1
The Development of the Strategic Enrollment Management Plan
(SEMP) at Ohio University
Round 2
AACRAO Philadelphia 2012 Session ID: 224
ROUND 2 – “Results from the Smart, Strategic and Sustainable Enrollment Growth at Ohio University Committees” - pretty original!
Three committees were established to follow-up on recommendations from Round 1:
1. Smart Enrollment Planning: Recommend actions necessary to enhance the efficacy of institutional and admissions marketing materials, student academic services, and academic support services, and to ensure that both sets of services are sufficient to meet demand associated with sustainable enrollment. Recommendations will be based on (a) an assessment of the quality of current institutional and admissions marketing materials across various populations and priority markets, specifically with respect to whether they are effectively aligned in anticipation of the upcoming branding campaign, and (b) an assessment of the adequacy of both student academic services (advising, tutoring, retention initiatives) and academic support services (instructional technology, student life programs, etc.) in light of institutional goals for student success, retention, and timely graduation.
The Development of the SEMP at OURound 2
AACRAO Philadelphia 2012 Session ID: 224
2. Strategic Enrollment Planning: Recommend actions necessary (a) to achieve specific distinctive five-year maximum enrollment targets for traditional recruitment populations, including priority markets (transfer students, nonresident students, multicultural and international students, graduate students, online students, regional campuses), and (b) to expand online education and summer programs in ways that protect academic quality and ensure sustainable revenue generation. Making decisions that protect academic quality will require consultation with and annual reports to colleges, departments/schools, and standing enrollment committees. Making decisions that ensure steady revenue generation will require annual assessment of yield and retention among the specific target populations and determining whether online education programs and summer programs are academically sound and effectively meeting enrollment goals.
The Development of the SEMP at OURound 2
AACRAO Philadelphia 2012 Session ID: 224
3. Sustainable Enrollment Planning: Recommend actions necessary to achieve realistic, durable five-year sustainable enrollment in ways that protect academic quality and are financially sound. Making decisions that protect academic quality will require specifying the instructional capacity necessary to accommodate annual sustainable enrollment targets, determining how instructional and related facilities can be optimally used, and studying extant policies and procedures to discover if they constrain enrollment expansion. Making financially sound decisions will require conducting a price elasticity study and taking into account the consequences of the new SSI taxonomy for the estimated sustainable enrollment targets, the possible strategic opportunities of differential tuition, and the relative advantages of different approaches to scholarship leveraging.
The Development of the SEMP at OURound 2
AACRAO Philadelphia 2012 Session ID: 224
ROUND 2 –
This, in a way, became the background documents to what would be the final report. Each sub-section was divided into “need”, “situational analysis”, “recommendation” and “resource analysis”
Again, who is the audience- we wanted to make it clear to our Board that there are investment costs associated with the desire to grow
Also wanted to highlight the complexities of just adding in a large number of students, so we did a tongue-in-cheek hypothetical calculation of just growing widgets, uh, I mean students, affected the University’s profile and actual bottom-line:
The Development of the SEMP at OURound 2
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
Year Class size
Year – to‐Year Change
Need to admit (35.1% yield)
Change from 2009
% Admitted
*
Mean High School GPA
Mean ACT
Retention
2009 4,072 11,591 (base #) 3.43 24.13 81%2010 3,985 ‐87 11,105 3.37 24.32 81%
2011 4,185 200 11,923 332 84% 3.39 24.122012 4,385 200 12,493 902 88% 3.35 23.93 80%
2013 4,585 200 13,063 1,472 92% 3.31 23.65 79%2014 4,785 200 13,632 2,041 96% 3.29 23.39 79%2015 4,985 200 14,202 2,611 100%
Table 12: Estimated Freshman Class to Increase by 1,000Effect on Admit, GPA, ACT and Retention
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
Year Freshman Class size
Year – to ‐Year
Change
Total Undergraduate Overall Enrollment Change as a Result
of Increased Class Size
# Change
2009 4,072 17,124 ‐
2010 3,985 ‐87 17,141 17
2011 4,185 200 17,158 17
2012 4,385 200 17,267 109
2013 4,585 200 17,421 154
2014 4,785 200 17,622 201
2015 4,985 200 17,828 206
2016 4,985 0 17,796 ‐32
Table 13: Estimated Freshman Class to Increase by 1,000Effect on Overall Enrollment
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
Conclusions
“The above discussion highlights the complexity of large growth of the freshman class size at Ohio University given budgetary constraints, the new SSI model, and the ability to maintain student /faculty ratios.
Assuming current application, admission, and yield rates, it would be highly problematic and difficult to enroll an additional 200 students per year.
In moving in that direction, student average quality would decline, retention and graduation rates would decline, need for remedial academic and behavioral student services would increase, and students would be disproportionately assigned to three colleges.”
AACRAO Philadelphia 2012 Session ID: 224
Summary of Round 2
Desire was to address outstanding issues and questions from the BOT that were real or anticipated
Laid the groundwork for the fact that there is a complexity to the enrollment planning process, there are anticipated and unanticipated costs associated with
“Ohio University does have capacity to grow its enrollments. However this growth will have to be done in a very strategic and conservative manner due to a decade of budget cuts, declines in the state share of instruction, struggling national and State of Ohio economies, changing student demographics, and significantly increased competition. Therefore, Ohio University may be close to its functional capacity limit in many academic, support and student service areas following its record enrollments for the Fall 2009 year at the Athens Campus without additional resources strategically allocated back to these areas.”
The Development of the SEMP at OURound 2
The Development of the Strategic Enrollment Management Plan (SEMP)
at Ohio University
Round 3- Final
AACRAO Philadelphia 2012 Session ID: 224
At this point it was a straightforward piece that came together in a few months- making the whole process from start to finish 1 year.
Pretty much about the numbers at this point.
Realistic numbers, built on previous capacity and limitations laid out in previous reports.
Focus on the strategy involved to meet the goals:
The Development of the SEMP at OURound 3
AACRAO Philadelphia 2012 Session ID: 224
Topics of Final Enrollment Plan Executive Summary SECTION 1. Background of Enrollment Planning at Ohio
UniversitySECTION 2. Current Enrollment Metrics
SECTION 3. Significant Influences on the Enrollment Planning Process
SECTION 4. Enrollment Goals SECTION 5. Enrollment Plan Revenue Assumptions SECTION 6. Necessary Conditions to Meet Enrollment
Goals SECTION 7. Key Enrollment Strategies to Meet Enrollment
Goals SECTION 8. Conclusion
The Development of the SEMP at OURound 3
AACRAO Philadelphia 2012 Session ID: 224
4/5/2012
1. Strategic Enrollment Growth- Due to the growing reliance on net-tuition revenue, it is imperative to develop an enrollment management model that is designed to both align with overall campus strategic planning and designed to grow enrollments and/or net tuition revenue in select academic areas while maintaining the strengths of existing programs. Such a model should supply the funding necessary to meet institutional quality metrics. The Office of the Provost will consult with the individual colleges to define these metrics and to conduct the broader assessment of the efficacy of the enrollment plan.
2. Strategic Student Recruitment - A strategic recruitment plan focused on the personalization of student cohorts based on intended major, relative academic preparedness, and demographic sub-population is necessary to meet the enrollment goals of the institution and will allow for a continued growth of student academic quality.
3. Strategic Funding Reinvestments - A strategic reinvestment funding model must be developed to estimate the costs of increased curricular and co-curricular support that should accompany any enrollment growth or new initiatives with the goal of increased student access and success. This model would incorporate a comprehensive understanding of student revenue flow, the new state share of instruction taxonomy, and overall costs associated with investing in new program development and with enrolling and retaining students across the Ohio University system.
4. Strategic Scholarship Leveraging - A student scholarship leveraging model that expands proportionally with tuition increases is necessary to maintain student affordability and to allow for the enhancement of current scholarship programs, both of which are central to the university’s ability to remain competitive and affordable to the desired populations in the marketplace.
AACRAO Philadelphia 2012 Session ID: 224
Considering the audience, we felt we needed to add another piece to the discussion and that is a realistic estimate of the potential ROI of the efforts associated with meeting the enrollment goals
The Development of the SEMP at OURound 3
Enrollment Plan with Flat Tuition
* Investment for new scholarships, marketing and targeted recruitment
FY12 FY13 FY14 FY15 FY16
Gross Revenue to Budget $3,173,943 $2,992,668 $3,428,530 $3,283,793 $2,574,913
Strategic Funding Reinvestments (@6% of Gross)* $190,437 $179,560 $205,712 $197,028 $154,495
Net Revenue $2,983,507 $2,813,108 $3,222,818 $3,086,765 $2,420,418
Minimum expenses to support enrollment (@30%) $952,183 $897,800 $1,028,559 $985,138 $772,474
Net Revenue available to budget $2,031,324 $1.915.308 $2,194,259 $2,101,628 $1,647,944
Maximum expenses to support enrollment (@60%) $1,904,366 $1,795,601 $2,057,118 $1,970,276 $1,544,948
Net Revenue available to budget $1,079,141 $1,017,507 $1,165,700 $1,116,490 $875,470
AACRAO Philadelphia 2012 Session ID: 224
Questions?
AACRAO Philadelphia 2012 Session ID: 224
Thank You!
Craig CornellVice Provost for Enrollment Management, Ohio University
Chair, AACRAO, Group 1 Enrollment Management and Retention Committee
Please complete the class evaluation formSession ID 224