Transcript Delaware State University Enrollment Opportunity Analysis

West Virginia University
Extended Learning
Enrollment Analysis
Our Charge
 Conduct on-going analysis of the
university’s extended learning enrollment
management strategies, tactics and
organization
 Assess organizational change factors
needed to move from current state to
desired state in EL enrollment management
You are building on many successes
Short- and Long-Term Objectives
West Virginia University Extended
Learning Enrollment Opportunities
Analysis
Developing The Fundamentals
 Exceptional enrollment leadership (e.g.
enrollment champion, commitment of
executive management team, board)
 Clear and realistic goals
 A comprehensive written enrollment plan
(marketing/recruitment and retention)
 An effective organizational structure
 A trained and talented enrollment team
 Adequate resources (e.g. budget, staff,
technology, facilities)
Developing The Fundamentals
 Effective operational processes (e.g. data entry,
file processing, internal communication, recruitback program)
 Powerful management information system
 Development of an adequate inquiry pool
 Effective and efficient methods of managing the
enrollment funnel (e.g. qualifying and grading)
 Purposeful written, telecounseling, electronic, and
personal communication systems and programs
 Management reporting and monitoring of
progress towards goals
Developing The Fundamentals
 A competitive scholarship and financial aid
program
 An institutional service philosophy and
student-centered policies and procedures
 Organization and delivery of quality academic
programs
 Quality and availability of student support
services and programs (e.g. career services,
advising, first-year student programs)
 Faculty commitment to student success and
supportive teaching styles
Short-term Observations and
Recommendations –
Capacity Worksheet
1. Define the various EL Markets now
• Primary Markets
• Secondary Markets
Here’s a preliminary list
 High School Concurrent
Enrollment
 Entry course for first-year
cohort (Journalism 101 –
Intro to Mass
Communication)
 In-state placebound adults
without a bachelor’s
degree
 In-state placebound adults
with a bachelor’s degree
 Program-specific
interests
–
–
–
–
Non-credit
Software Engineering
IMC master’s
EMBA
 Course offerings
Here’s opportunity
 The undergraduate stopout population
 The graduate stop-out
population
 Recruiting the non-credit
student to degree seeking
programs
 Specific business and
industry workforce
development connections
 WVU alumni
 WVU alumni from the
regional campuses
 In-state community
college & 4 year
graduates
 Out-of-state markets
Short-term Observations and
Recommendations
2. Developing the inquiry database (aka lead
pool) in undergraduate and graduate areas
within EL and each regional center
• Other than the prospective students who
participate in the Information Sessions, there
really is no centralized inquiry pool for EL
• Some of the colleges and programs have
developed their own lead pool databases
Short-term Observations and
Recommendations
3. Increase functionality of inquiry data and/or
develop a new integrated database
– Exploring a stand-alone recruitment database
that will assist the university’s varied enrollment
operations
Short-term Observations and
Recommendations
4. Develop an annual recruitment plan designed to
meet EL enrollment objectives
– Move EL regional coordinators to a data- and researchdriven recruitment and enrollment planning process
– Two components to the plan
– Overall EL plan
– Regional plans that feed into the overall EL plan
5. Develop training programs for the EL regional
coordinators in enrollment management
fundamentals
Short-term Observations and
Recommendations
6. Identify recruitment strategies to influence decisionmaking at all stages of the WVU EL new student
enrollment funnel
• Construct online information sessions (e.g. Microsoft
Live Office/phone conference or chat) to promote
specific programs of study
7. Implement a sequential communication plan for EL
inquiries
• House in the Call Center
• Perfect recruitment group to communicate with through
the university’s website
Short-term Observations and
Recommendations
8. Install systems to qualify the inquiry, admit
and confirmed pools to focus time and
attention on prospective students with the
greatest propensity to enroll through WVU
EL
The Distribution of Student
Interest
Influence
Will not enroll
at your school
no matter what
you do.
Will enroll
at your school
no matter
what you do.
C
A
B
Students falling in this area will
not enroll unless your institution
does something to influence
their decision.
Short-term Observations and
Recommendations
9. Use a team approach for recruitment
operations
10.Conduct an audit of all EL and college-based
recruitment and promotional materials and
communication methods
11.Develop enrollment funnel reports by center
to monitor new and continuing student
enrollment
Short-term Observations and
Recommendations
12. Implement a stronger partnership process between the
colleges and EL in new student recruitment
• The college contacts learn from each other
• The internal communication must improve
13.Please identify tracking mechanisms to identify EL
inquiries through enrollees in the student recruitment and
information systems
• Why the concern that EL student will be treated
differently?
Short-term Observations and
Recommendations
15.Need to balance image and targeted marketing
16.Perception is that EL is not an equal player in the
enrollment and course development process
• Conduct internal marketing to better highlight the
accomplishments and unique points of difference for EL
• Spotlight faculty and departments who have embraced
this learning delivery option (a Mountaineer Moment!)
17.Assess different EL organizational models to best
meet the enrollment needs of the colleges and
university – by College, by program…
Vision for 2010:
West Virginia University Extended
Learning Enrollment Opportunities
Vision for 2010
1. Centralized recruiting office for Extended Learning
with program specific recruitment specialists
2. Research based annual EL recruitment plan in
place
3. Multilayered recruitment communication plan
which addresses the unique needs of the
nontraditional student
4. Separate recruitment functions within EL for credit
courses and 930 courses
Vision for 2010
5. Coordinated relationship between EL recruitment
office and recruitment/staff specialists in each
College
6. Establish, research based, needs assessment
tool in place and required
7. Define the various EL Markets
8. Conduct evaluations of different educational
delivery methods
•
Determine if today’s student is more satisfied with
delivery and learning processes found in EL deliveries
than traditional classroom deliveries
EM Observations and
Recommendations
1. Convene an EL Enrollment Management
Subcommittee of the University’s Enrollment
Management Council
• Incorporate EL enrollment planning objectives into
the university’s enrollment management program
2. Take the same model for maximizing enrollment in
summer and use it in maximizing enrollment for fall
and spring
– Advising-focused, based on analysis of student
academic satisfactory progress
3. Establish a more regimented academic planning and
development process for EL for the colleges
Enrollment Growth Strategy
Matrix
Existing
New
Programs/Services Programs/Services
Existing
Markets
Market
Penetration
Product
Development
New
Markets
Market
Development
Diversification
EM Observations and
Recommendations
4. Conduct a market analysis to determine existing
primary market areas and areas of greatest
enrollment potential
- map locations of currently enrolled students
– append data, plus other census data (educational
attainment, avg. HH income, % enrolled in college) for
all communities where current students live
– identify communities with similar population
characteristics but comparatively low concentrations of
current WVU E-L students (to identify new market
opportunities)
Identify marketing strategies
5. Through a telephone/online survey of
currently enrolled(*) WVU E-L students:
– Explore their decision-making process (why they are
taking classes, why they chose WVU)
– Learn what media they use to make their decision
(newspaper ads, radio ads, Web site, personal
contacts)
– Determine the most important information they sought
to help them make their decision
– Based on this information, we can develop strategies
for marketing communications
Next Steps
 1. Write 3 ways you can contribute via your
role.
 2. Who do you need to work with to
accomplish #1?
 3. What resources do you need?
 4. What are your measures of success?