Enrollment Management

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(No Transcript)
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The Profession Formerly Known As
AdmissionsEnrollment Management For The High
School Counselor

• Jon Boeckenstedt

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OrA Classic Battle
Vs.
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What Well Talk About Today

• How people seem to view EM
• How did EM come about?
• What forces suggest its here to stay? Can we put
  a genie back in the bottle? Should we?
• Is there a happy middle between Dr. Evil and
  Superman?
• Warning For EM people
• Warning For HS people

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The Latest Inspiration

• "Enrollment managers are ruining American higher
  education. They are undoing our commitment to
  justice and need-based financial aid.
• How Enrollment Management Has
• Transformed -- or Ruined -- Higher Education
• Don Hossler, quoting a scholar, CHE 4/30/2004

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More Recent Inspiration

• This benefits colleges, not kids.
• I truly would like to know why colleges and
  universities feel they must require such early
  deadlines.  Is it in any way for the good of the
  student?
• Colleges, do you really think it's in your or
  our students' best interests to be going this
  way?

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Who knows what EM is ????
Is it..

• The same as admissions?
• A pricing/financial aid strategy?
• Another name for slick marketing?
• A haven for introverted admissions officers whod
  rather run a spreadsheet than shake a hand?
• A clever ploy to inflate admissions budgets while
  sticking it to students?

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Yes.
This Concludes Our Presentation for Today. Thank
you, and Please Drive Carefully.
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Actually, a better definition might be...

• A strategic direction of institutional resources
  to influence recruitment and retention

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Defining Re-Defining SEM

• Enrollment Management is a process that brings
  together the often disparate functions having to
  do with recruiting, funding, tracking, retaining
  and replacing students as they move toward,
  within and away from the university.
• -Maguire

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Defining Re-Defining SEM

• EM as an organizational concept and systematic
  set of activities designed to enable educational
  institutions to exert more influence over their
  student enrollments. Organized by strategic
  planning and supported by institutional research,
  enrollment management activities concern student
  college choice, transition to colleges, student
  attrition and retention, and student outcomes.
• -Hossler

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Defining Re-Defining EM

• Enrollment Management is an integrated approach
  to establishing and cultivating relationships
  with students from their first contact as a
  prospect through the completion of their
  educational goal.
• -Black

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Defining Re-Defining EM

• EM as a comprehensive process designed to help an
  institution achieve and maintain the optimum
  recruitment , retention and graduation rates of
  students, where optimal is defined within the
  academic context of the institution. As such,
  EM is an institution-wide process that embraces
  virtually every aspect of an institutions
  function and culture.
• -Dolence

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Defining Re-Defining SEM

• EM is a processEM seeks to integrate
• EM is goal-oriented

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Unlike the way we used to think about
recruitment...

• Such as

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The Gatekeeper model

• The first model
• Counselors who are student-centered (by default)
• Admissions was just admissions Aid was aid
• Very passive
• Still in place at some Community Colleges
• A companion to the Freshman Speech
• It waslikereally, really, super nice. Right?

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Why Did It Work?

• Birthrates
• GI Bill
• No use of words Higher Education and Industry
  in the same sentence
• No new entrants into the business
• No USNWR
• In loco parentis, instead of loco parents.

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Outside Cause? Inside Effect?
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The Pure Recruiter Model

• Sales terms
• High touch/personal contacts
• Generates lots of inquiries
• Non-data orientation
• Everyone can love us, if they only get the chance
• Recruiting starts at inquiry
• It waslikereally, really, super annoying.
  Right?

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Why It Happened

• Birthrates, again
• Leveling off of attendance
• Encroaching Consumerism (cause? effect?)
• Societal Pressure (diversity, access)

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What Has Happened More Recently?

• Match has given way to Prestige as a driving
  factor
• A generation that does confuses want and need
  and carries a sense of entitlement
• Education is now a Mature Industry (Arthur
  Levine)
• Universities (at least all but 200) have become
  increasingly reliant on tuition
• Pressure on Higher Education to change.

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Anybody Here Want to Blame Higher Education For
These Trends?
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Common Perceptions

• College Costs Are Rising Dramatically
• Middle-class, And Minority Students Are Being
  Squeezed Out
• Costs Are A Proxy For Institutional Quality
• Financial Aid Process Is Biased And Skewed
• Parents, Students Overestimate Cost of College
  Attendance, Even At State Schools

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College Costs, 1964--2000
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Erosion Of Minimum Wage
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Deleted Purchasing Power Of Median Income
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Parents And Students Perceptions
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Reality

• Access For All Groups Has Increased
• NCES Study Shows Big Increase In Sticker, But No
  Change Or Decrease In Net Cost To Student After
  Accounting For Grants (And Sometimes, Loans)
  19922000
• There is More Opportunity Today For More Students
  To Go To College Than Ever Before

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Rates of College Attendance Have Increased
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Quiz What Is The Average Students Tuition
Sticker Price At A Four-year College In The U.S.?

• 28,347
• 25,553
• 21,921
• 18,012
• 16,914
• 11,590
• 9,180
• 7,412
• 5,305
• 3,212

2000 Data
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SoWhat We Have Here Is A Failure to Communicate.
And

• Boards of Trustees filled with business people
• Pressure to balance competing objectives
• Access
• Diversity
• Academic Quality/Student Expectations
• Net Revenue
• Market Position
• Alumni Pride

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Factor Reputation And Pricing From A Market
Perspective
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U.S. News and World Report

• Trani keeps his eye on the prize, too. He
  carries a laminated index card that lists his
  2000-2005 presidential priorities. Topping the
  list is moving the undergraduate ranking from
  Tier 3 to Tier 2. He has a great incentive to
  accomplish this goal For every year VCU is
  ranked in Tier 2, the board has promised him a
  25,000 bonus.
• AGB Priorities article regarding longtime
  Virginia Commonwealth University President,
  Eugene Trani (page 7)

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Moodys Investors ServiceRating Approach for
Private Colleges Universities

• Moodys review of an institutions market and
  competitive position is typically the most
  extensive part of our analysis because we believe
  it is a key driver of long-run financial health

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Enter Enrollment Management

• Disdain for sales terminology
• Likely to be involved in Strategic Planning Not
  just Order Taking from Above
• Willing to embrace business models, where
  appropriate (Brand ID, e.g.)
• Heavily data driven
• Less concern with mass appeal
• Equal concern for retention
• A Loss of Innocence?

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The Ideal EM Professionals
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The Role Of EM In The Institution
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Illinois High School Graduates 1990- 2001 - and
projected to 2011
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Projected Net Change in Illinoisin 18-23 Year
Old Population
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Enrollment Management Is Portfolio Management
Growth Potential
?
Market Penetration
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Enrollment Management Is Portfolio Management
Have to Do (Harvest)
Want to Do (Invest)
Net Revenue
Why Do? (Trim)
Need to Do (Maintain)
Mission
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12-Year Percent Change in Number of Children by
Family Status, Parent Education, Age Band, and
Race
Two Parent Single Parent
ASIAN
Two Parent Single Parent
WHITE
Two Parent Single Parent
HISPANIC
Two Parent Single Parent
BLACK
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So, Enough Theory. Can It Work?

• For Universities?
• For Students?
• For Society?

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Org. Structure 1984 - 1997

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
Advertising Publications
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Along Comes Vision 2006, Demanding

• More Access for Lower Income Students
• Continued Alignment with First-Generation Mission
• Greater Institutional Diversity
• Hold Financial Aid at Current Levels
• Maintain or Improve Quality
• Ignore the Contradictions

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Core Premise of DePauls Undergraduate Strategy
in Vision 2006

• Access to a quality education will determine who
  will be the haves versus the have nots in our
  society in this Knowledge Age. - Richard J.
  Meister

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DePauls Undergraduate Enrollment Management
Goals

• Improve DePauls market position prominence
• Ensure financial accessibility
• Increase diversity and mix
• Ensure academic success and attainment
• Optimize net tuition revenue

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The Challenge

• Balance our commitment to diversity and access
  with other market, institutional and financial
  dynamics constraints in the years to come.

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Diversity
Academic Profile
Financial Accessibility
Net Revenue
Enrollment Growth
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Enrollment Growth
Diversity
Academic Profile
Net Revenue
Financial Accessibility
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First Generation and Minority Students

• More likely to be in lower income strata
• Less likely to finish high school
• Less likely to pursue a 4 year degree
• Less likely to pursue private higher education

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ACT Test Score Distribution
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Org. Structure 1984 - 1997

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
Advertising Publications
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New Alignments 1997 - 1999

• Division of Enrollment Management

ADMISSIONS Freshman Adult Grad International Tra
nsfer
CAREER CENTERS Career Development Placement
Registration Records Financial Aid
Advertising Publications
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
CAREER CENTERS Career Development
Placement Student Employment
Advertising Publications
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
CAREER CENTERS Career Development
Placement Student Employment Internships
Advertising Publications
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Univ Relations
Internet Special Events
CAREER CENTERS Career Development
Placement Student Employ. Internships
Advertising Publications
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER CENTERS Career Networking Student
Employ. Internships
ALUMNI RELATIONS
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER CENTERS Career Networking Student
Employ. Internships
ALUMNI RELATIONS
ANNUAL GIVING
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER ALUMNI Career Networking Student
Employ. Internships
Alumni Relations Annual Giving
Title IV
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New Alignments 1997 - 1999

• Division of Enrollment Management

Registration Records Financial Aid
ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER ALUMNI Career Networking Student
Employ. Internships
Title IV
Alumni Relations Annual Giving
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New Alignments 1997 - 1999

• Division of Enrollment Management

ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER ALUMNI Career Networking Student
Employ. Internships
Registration Records Community Outreach Financ
ial Aid Title IV
Alumni Relations Annual Giving
Research
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New Alignments 1997 - 1999

• Division of Enrollment Management

ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER ALUMNI Career Networking Student
Employ. Internships
Registration Records Community Outreach Financ
ial Aid Title IV
Alumni Relations Annual Giving
Research
BSR
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New Alignments 1997 - 1999

• Division of Enrollment Management

ADMISSIONS Freshman Adult Grad International Tra
nsfer
MARKETING Media Relations Advertising Publications
Communications Internet Special Events
CAREER ALUMNI Career Networking Student
Employ. Internships
Registration Records Community Outreach Financ
ial Aid Title IV
Alumni Relations Annual Giving
PeopleSoft
Research
BSR
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Current Structure 2004

• Division of Enrollment Management

MARKETING UNIV. RELATIONS Media
Relations Advertising Publications
Communications Web Office Special Events
CAREER ALUMNI NETWORKS Career Networking
Placement Student Employ. Internships Alumni
Relations Annual Giving
ENROLLMENT SERVICES Registration Records
Community Outreach Financial Aid Financial
Planning
Admissions Freshman Adult Grad International Tr
ansfer Title IV
STUDENT INFO. SYSTEMS PEOPLESOFT ERP
ALUMNI INFO. SYSTEMS BSR
RESEARCH EVALUATION
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Building Capacity for Increases in Freshman
Enrollment
2,256 80since1997
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Change in Freshman Profile 1996 to 2002
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A Changing Enrollment Mix1997-2002
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• 1997 2002
• Undergraduate
• Full time 37 46
• Part time 23 17
• All undergrad 10,660 14,220
• TOTAL 17,790 23,227

- 5
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Undergraduate Enrollment Growth A Commitment to
Diversity Access
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32 34
36 Minority as of Total
Undergraduate
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Cross Roads Between 1997 and 2004 In an
enrollment management environment DePaul moved
forward on its goals of

• Diversity and
• Financial accessibility goals,
• Keeping its academic profile in tact,
• Improved its market position prominence
• Stabilized its discount rate and substantially
  increased net tuition revenue
• What is in store for 2006 and beyond ?

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Current Situation

• Significant increase in demand - mostly driven by
  growing minority interest in DePaul
• of minority freshmen grew 32-36
• 80-90 of minority freshmen receive institutional
  financial aid compared to 50 of white freshmen
  average aid package for minorities is 35
  greater.
• Average academic profile lower for minority apps
• Net revenue improved substantially

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Anticipating Tomorrows Traditional Undergraduate
Market

• An increasing number of non-white minorities in a
  fairly stable pool of high school graduates
• Financial accessibility affordability
  challenges
• Mixed levels of academic preparedness
• Dramatically heightened competitiveness among
  universities for students of high ability/higher
  income

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Planning for 2010 Three Scenarios

• A Full Access Model Build capacity to 4,000 to
  capitalize fully on projected increases in demand
• A Selectivity Model Stabilize freshmen
  enrollment at 2,500 - and become more selective
  in admissions
• A Balanced Growth Model Manage a balanced growth
  to 3,000

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A Full Access Model

• Applications continue to grow 8 annually - with
  greater interest among minority pool
• Continue to apply current admission criteria
• Assume stable enrollment yield
• Freshman class grows from 2,500 to 4,000
• Minority continues to grow to over 50
• Academic quality measures decline
• Net tuition revenue erodes substantially
• Requires substantial increase in capacity

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A Full Access Model
14,000 Applicants
70
77
Admits
32
32
4,000 Enrolled
80
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A Selectivity Model

• Applications continue to grow 8 annually
• Cap freshman enrollment at 2,500
• Assuming constant 30 yield, admission rate must
  decline from 75 to 50
• Academic profile will improve
• Minority will decline
• Discount rate will ???

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The estimated effects of limiting freshmen
enrollment growth 1997-2004

• Profile No Growth (est) Growth
• Enrollment 1,200 2,350
• High school rank Top 1/4 Top 1/3
• Admit Rate 30 70
• ACT score 27 24
• Minority 1/5 1/3
• Median income 85,000 61,000
• Avg. discount 30 15

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A Selectivity Model
14,000 Applicants
50
77
Admits
32
32
2,500 Enrolled
80
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A Balanced Growth Model

• Applications continue to grow 8 annually
• Set enrollment goal of 3,000 freshmen, with
• Approximately 33 minority
• Net tuition approximately 70-75
• Gradual improvement in academic quality measures
• Admission rate likely to remain above 66
• Yield rate likely to decline
• Requires additional capacity

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The Outcome of DePauls Vision 2006 Undergraduate
Strategy

• By shifting from an Admissions focus to one of
  Enrollment Management, and aligning functions to
  affect public image, perception, and drive
  institutional objectives, DePaul has provided
  greater access while successfully
  simultaneously balancing gains innumbers,
  quality attainment, diversity mix, net
  revenue.

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Vision 2006
Net Revenue
Diversity
Academic Profile
Financial Accessibility
Enrollment Growth
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Almost There Just 200 More Slides to Go

• Hello.?????
• Hey Jon, its time to .
• Stop Talking, already!
• Thank them for coming, and especially for
  listening
• Ask for questions
• The Fat Lady is singing!!!!

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Thank You

• Questions
• Comments
• To get a copy of this presentation, bring me a
  business card and Ill email it, or send an email
  to me at JBoecken_at_DePaul.Edu