Final Milestone
Submit your strategic enrollment plan. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course.
For additional details, please refer to the
Final Project Guidelines and Rubric
document.
Your strategic enrollment plan must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch margins, and APA-style citations.
***please follow rubric verbatim***
paper is worth 300 points.. This is final paper
Below is rubric and milestone papers 1-3
610 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of a strategic enrollment plan. As you continue your journey to become a higher education administrator, you
must understand the enrollment management process within higher education, including techniques used to attract, admit, and retain students. Whether or not
you work in the for-profit arena, attracting and retaining students in accordance with the higher education institution’s mission is at the core of the operation. In
this strategic enrollment plan, you will demonstrate the knowledge and skills necessary to apply the tactics for successful onboarding and continued retention of
students, as well as approaches aimed at improving student achievement and persistence.
The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three, Five and Seven. The final submission will occur in Module Nine.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Analyze assumptive models and theories regarding why and how prospective students choose institutions of higher learning for their application to
an institution’s enrollment management strategic choices
Analyze higher education institutions’ enrollment marketplaces using the relevant empirical data to inform programmatic decision making
Propose policies and procedures for improving retention and student persistence in higher education that support the institution’s mission
Develop appropriate marketing and recruitment strategies using marketplace data that support successful recruitment and retention
Analyze institutional costs that impact the continuous improvement of student retention, attrition, and persistence for their fidelity to an institution’s
strategic goals
Prompt
For this project, you will work with your instructor to develop a strategic enrollment management plan covering the multiple enrollment periods relating to an
annual planning horizon. You may complete this plan for an institution of your choice in any sector of education (public, private, or for-profit—as long as the
institution is accredited by an agency recognized by the U.S. Department of Education). Through research and readings, you will gather the needed information
to complete your plan. You will examine the tools for effective admissions marketing, predict admissions yields, and assess how financial aid influences
enrollment behavior. You will also analyze the critical stages of the enrollment process, identify models used to frame retention, differentiate the fiduciary
enrollment management responsibilities inherent in all enterprise positions, and appraise the impacts that student achievement and quality of student life have
on student persistence.
Utilize the following institutional goals to drive your plan:
Goal 1: Enhance marketing, recruitment, and early outreach strategies from initial contact through first-day attendance and first-year persistence
Goal 2: Increase the probability of student achievement through the development of early academic and support strategies targeted for the student’s
first-year experience
Goal 3: Enhance academic programs and support systems in order to improve student persistence and student success
Specifically, the following critical elements must be addressed:
I. Prospectus
a. Describe the organization and its enrollment marketplace. What overall details about the institution will help contextualize your plan? What
overall data is relevant to determining the marketplace?
b. Describe the role of enrollment management at your institution. How does this role complement the institution’s enrollment marketplace? What
is the organizational structure that supports this role?
c. Describe the theories and models that underpin your plan and how they are applied. How do the roles and practices of relevant institution
employees impact student retention, attrition, and persistence? What are the responsibilities shared by all college employees that are germane
to enrollment management? How can faculty, staff, and administrators assist in the successful implementation and continued success of this
plan?
d. Summarize your plan and articulate the value it will bring to student success efforts. Overall, how will you address the goals? What is the
planning horizon encompassed in your plan? What other relevant details do you need to include in your prospectus that will contextualize the
plan for your audience?
II. Analyze the Current Enrollment Management Landscape
a. Explain the strengths and opportunities of the institution’s current enrollment management initiatives. What data about your marketplace
supports your assertions? How will your plan capitalize on these possibilities during the planning horizon?
b. Explain weaknesses and threats within the institution, regarding enrollment management. How will your plan mitigate these challenges during
the planning horizon? What data about your marketplace supports your assertions?
III. Foundational Assumptions for Proposals
a. Describe the external assumptions that provide the contextual framework for your plan. What are the demographic, economic, or cultural
realities of your enrollment marketplace? What theories and assumptive models drive your decisions?
b. Describe the internal assumptions that provide contextual framework for your plan. What details such as program offerings, cohort section size,
facilities limitations, or regulatory compliance impact your enrollment marketplace? What theories and assumptive models drive your decisions?
IV. Detail Your Strategic Enrollment Management Plan
a. For each of the institutional goals provided above, create aligned, cogent objectives (for instance, approximately three objectives per goal) that
clearly delineate the plan. Ensure that they align to the institution’s mission and vision. The enrollment objectives should be achievable and
inspirational and should push the institution’s strategic vision to a new level. Do they provide all the necessary information in a clear format?
b. Explain your key performance indicators (KPIs). What are the quantifiable measures you will use to gauge the performance of your objectives?
Are there any relevant accrediting agency requirements? What metrics will be utilized to measure performance? How will the results be analyzed
with regard to goals (planned vs. actual)?
V. Projected Outcomes: How will you measure or analyze the impact of your plan? Be sure to include your KPIs in your projections.
a. Programmatic Changes: Recommend changes in program offerings necessitated by indicators from your enrollment marketplace analysis and
your strategic enrollment management plan. Consider the following programmatic issues you could address, in addition to other issues germane
to your institution:
What program graduates are a current career placement challenge?
Which program placements are projected as promising in the near future (based upon feedback and projections from advisory boards,
employment agencies, career services, etc.)?
Which programs are logical candidates to be discontinued? Which programs that are not currently offered are viable candidates for
inclusion or addition?
b. Impact on Student Achievement: Recommend policies and procedures to improve student persistence and retention, in relation to the
institution’s mission and goals. How do these policies and procedures address the enrollment marketplace? How will they impact the quality of
student life and student achievement? Consider the following programmatic issues you could address, in addition to other issues germane to
your institution:
What effect should the implementation of your plan have on your institution’s enrollment management effort?
How will the quality of student life be impacted by the success of your plan?
To what degree will first-year student persistence and student retention be affected as a result of your plan?
c. Financial Implications: Defend the financial implications of the plan in relation to your institution’s strategic plan. Note that it is not necessary to
create a budget or know the exact dollar amount the plan would cost. Rather, you should discuss the types of costs and revenues in general
based on the KPIs, and defend them as necessary costs and benefits of plan implementation. Consider the following in your defense, in addition
to other relevant information that will enhance your position:
Defend the types of costs that should accompany the marketplace outreach initiatives and why these costs are necessary in relation to
the institution’s strategic plan. What resources might be required? Can you predict any unintended costs that might accrue? Are there
mitigating factors such as accreditation criteria that merit consideration?
Defend the types of revenue that should accompany the marketplace outreach initiatives in relation to the institution’s strategic plan.
How will program changes impact revenue? How will these changes positively impact retention, attrition, and persistence? Can you
predict any unintended revenue that might result?
VI. Communication and Messaging based on the data from your marketplace analysis
a. Explain how the proposed enrollment strategies will be communicated to the organization. Will you need to differentiate your messages or
approaches for different stakeholder audiences? What types of messaging will you need to create? How will you use your data to support your
claims?
b. Explain how you will communicate to the marketplace.
Given the characteristics of your marketplace, what types of messaging will you need to create?
What techniques or technologies should be successful in reaching your audience?
Milestones
Milestone One: Prospectus
In Module Three, you will submit the prospectus for a comprehensive enrollment management plan for the institution you chose in Module One. You will take an
in-depth look at your institution, resulting in a prospectus that provides an overview of your institution and the theories and models that explain its current
enrollment management strategies. You will also provide an overview of the institution’s strengths, weaknesses, opportunities, and threats and the internal and
external assumptions that underpin your institution’s enrollment management plan. This section will be a major part of your final project. To develop your
prospectus, you will need to visit the IPEDS Data Center, the institution’s website, and other sources for local, regional, and national education and population
trends. This milestone is graded with the Milestone One Rubric.
Milestone Two: Strategic Enrollment Management Plan
In Module Five, you will submit a comprehensive strategic enrollment management plan. Identify at least one institutional goal that can be realized, with sound
enrollment decisions, if your plan is adopted. The strategic enrollment plan must be clearly aligned to the institution’s mission, vision, and strategic objectives.
This section of your final project will build on your previous submitted work by expanding the peer analysis, conducting the strengths, weaknesses, opportunities
and threats (SWOT) analysis, identifying key performance indicators (KPIs), and a market analysis. This milestone is graded with the Milestone Two Rubric.
Milestone Three: Projected Outcomes
In Module Seven, you will submit a robust projected outcomes analysis that considers the product mix, customer demands, and financial implications of those
decisions. The institution will be committing significant resources to the enrollment plan, so these decisions must be made with the best possible evidence of
value and return on investment. The projected outcomes provide the framework by which the institution will measure progress toward achieving its goals. Some
elements for the outcomes can include key performance indicators (KPIs) or specific and measurable metrics that indicate achievement of a business goal. You
should consider the costs for each step of the recruitment process and weigh them against the potential revenue. Generally speaking, the institution’s revenue
goals are maximized with graduates, not student starts. This milestone is graded with the Milestone Three Rubric.
Final Submission: Strategic Enrollment Plan
In Module Nine, you will submit your strategic enrollment plan. It should be a complete, polished artifact containing all of the critical elements of the final
product. It should reflect the incorporation of feedback gained throughout the course. This submission is graded using the Final Project Rubric.
http://nces.ed.gov/ipeds/datacenter/
Final Project Rubric
Guidelines for Submission: Your strategic enrollment plan must follow these formatting guidelines: double spacing, 12-point Times New Roman font, one-inch
margins, and APA-style citations.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Prospectus:
Organization
Meets “Proficient” criteria and
choice of data demonstrates a
nuanced insight into the
enrollment marketplace
Describes the organization and its
enrollment marketplace,
supported by relevant descriptive
data
Describes the organization and
the enrollment marketplace but
does not support description
with relevant descriptive data
Does not describe the
organization and the enrollment
marketplace
5.7
Prospectus: Enrollment
Management
Meets “Proficient” criteria and
details and examples
demonstrate nuanced insight into
the relationship between
enrollment management and the
marketplace
Describes the role of enrollment
management at the institution
and how it complements the
enrollment marketplace
Describes the role of enrollment
management at the institution
but not how it complements the
enrollment marketplace, or
description is cursory or
inaccurate
Does not describe the role of
enrollment management at the
institution
5.7
Prospectus: Theories
and Models
Meets “Proficient” criteria and
details and examples
demonstrate a multi-faceted
insight into how and why the
theories and models inform the
plan
Describes the theories and
models that underpin the plan
and how they are applied
Describes the theories and
models that underpin the plan
but not how they are applied, or
there are gaps or inaccuracies in
the description
Does not describe the theories
and models that underpin the
plan
5.7
Prospectus: Plan
Summary
Meets “Proficient” criteria and
details and examples
demonstrate a nuanced insight
into the audience
Summarizes the overall plan and
the value it will bring to student
success efforts
Summarizes the plan but not the
value it will bring to student
success efforts, or summary is
cursory or inaccurate
Does not summarize the plan 5.7
Current Enrollment
Management
Landscape: Strengths
and Opportunities
Meets “Proficient” criteria and
use of marketplace data to back
up assertions demonstrates a
nuanced insight into the
relationship between enrollment
management and the
marketplace
Explains the strengths and
opportunities of the institution’s
current enrollment management
initiatives in relation to the plan,
supported by marketplace data
Explains the strengths and
opportunities of the institution’s
current enrollment management
initiatives, but relation to the
plan or application of
marketplace data is cursory,
missing, or inaccurate
Does not explain the strengths
and opportunities of the
institution’s current enrollment
management initiatives
5.7
Current Enrollment
Management
Landscape:
Weaknesses and
Threats
Meets “Proficient” criteria and
use of marketplace data to back
up assertions demonstrates a
nuanced insight into the
relationship between the
institution and the marketplace
Explains the weaknesses and
threats within the institution
regarding enrollment
management in relation to the
plan, backed by marketplace data
Explains the weaknesses and
threats within the institution
regarding enrollment
management, but relation to the
plan or application of
marketplace data is cursory,
missing, or inaccurate
Does not explain the weaknesses
and threats within the institution
regarding enrollment
management
5.7
Foundational
Assumptions: External
Meets “Proficient” criteria and
details and examples
demonstrate a multi-layered
insight into the foundations of
enrollment management
Describes the external
assumptions that provide the
contextual framework for the
plan and how they inform it
Describes external assumptions
that provide the contextual
framework for the plan but not
how they inform it, or description
is cursory or inaccurate
Does not describe external
assumptions that provide the
contextual framework for the
plan
5.7
Foundational
Assumptions: Internal
Meets “Proficient” criteria and
details and examples
demonstrate a multi-layered
insight into the foundations of
enrollment management
Describes the internal
assumptions that provide the
contextual framework for the
plan and how they inform it
Describes internal assumptions
that provide the contextual
framework for the plan, but not
how they inform it, or description
is cursory or inaccurate
Does not describe internal
assumptions that provide the
contextual framework for the
plan
5.7
Strategic Enrollment
Management Plan:
Goals
Meets “Proficient” criteria and
the aggregate of the objectives
outlines a multi-faceted strategic
enrollment plan
Creates aligned, cogent
objectives for the provided goals
that clearly delineate the plan
Creates objectives for the
provided goals but they are not
aligned or they do not clearly
delineate the plan
Does not create objectives for
the provided goals
5.7
Strategic Enrollment
Management Plan: KPIs
Meets “Proficient” criteria and
the aggregate of the KPIs outlines
a multi-faceted enrollment plan
Explains the KPIs and how they
will be analyzed
Explains the KPIs but not how
they will be analyzed, or they are
cursory or inaccurate
Does not explain the KPIs 5.7
Projected Outcomes:
Programmatic Changes
Meets “Proficient” criteria and
use of marketplace data to drive
the recommendations
demonstrates a nuanced insight
into the relationship between the
institution’s programs and the
marketplace
Recommends changes in program
offerings necessitated by
indicators from the enrollment
marketplace analysis
Recommends changes in program
offerings that are not
necessitated by indicators from
enrollment marketplace analysis,
or that are cursory or inaccurate
Does not recommend changes in
program offerings
5.7
Projected Outcomes:
Student Achievement
Meets “Proficient” criteria and
use of marketplace data to drive
the recommendations
demonstrates a nuanced insight
into the relationship between the
institution’s mission and goals
and the marketplace
Recommends policies and
procedures to improve student
persistence and retention,
explaining them in relation to the
institution’s mission and goals
Recommends policies and
procedures to improve student
persistence and retention that do
not address the institution’s
mission and goals, or are cursory
or inaccurate
Does not recommend policies
and procedures to improve
student persistence and
retention
5.7
Financial Implications:
Costs
Meets “Proficient” criteria and
use of the KPIs to drive the
defense demonstrates a nuanced
insight into the financial impacts
Defends the types of costs that
should accompany the
marketplace outreach initiatives
and why they are necessary in
relation to the institution’s
strategic plan
Discusses the types of costs that
should accompany the
marketplace outreach initiatives,
but does not defend them as
necessary or does not relate
them to the institution’s strategic
plan, or discussion is cursory or
inaccurate
Does not discuss the types of
costs that should accompany the
marketplace outreach initiatives
5.7
Financial Implications:
Revenue
Meets “Proficient” criteria and
use of the KPIs to drive the
defense demonstrates a nuanced
insight into the financial impacts
Defends the types of revenue
that should accompany the
marketplace outreach initiatives
in relation to the institution’s
strategic plan
Discusses the types of revenue
that should accompany the
marketplace outreach initiatives
but does not defend them as
necessary or does not relate
them to the institution’s strategic
plan, or discussion is cursory or
inaccurate
Does not discuss the types of
revenue that should accompany
the marketplace outreach
initiatives
5.7
Communication and
Messaging:
Organization
Meets “Proficient” criteria and
the differentiating of messaging
for different stakeholder
audiences demonstrates a
nuanced insight into the
marketplace and how to reach it
Explains how the proposed
enrollment strategies will be
communicated to the
organization and how the
marketplace data supports them
Explains how the proposed
enrollment strategies will be
communicated to the
organization, but does not
explain how marketplace data
supports them, or is cursory or
inaccurate
Does not explain how the
proposed enrollment strategies
will be communicated to the
organization
5.7
Communication and
Messaging:
Marketplace
Meets “Proficient” criteria and
use of marketplace data to drive
the messaging demonstrates a
nuanced insight into the
marketplace and how to reach it
Explains the types of messaging
that will need to be created given
the characteristics of the
enrollment marketplace
Explains the types of messaging
that will need to be created but
does not take into account the
characteristics of the enrollment
marketplace, or is cursory or
inaccurate
Does not explain the types of
messaging that will need to be
created
5.7
Communication and
Messaging:
Marketplace
Meets “Proficient” criteria and
use of marketplace data to drive
the messaging demonstrates a
nuanced insight into the
marketplace and how to reach it
Explains the techniques and
approaches that should be
successful in reaching the
marketplace and why
Explains techniques and
approaches for reaching the
marketplace but does not explain
why they should be successful
Does not explain techniques and
approaches for reaching the
marketplace
5.7
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
3.1
Earned Total 100%
Running Head: STRATEGIC ENROLLMENT MANAGEMENT PLAN 1
STRATEGIC ENROLLMENT MANAGEMENT PLAN
7
Strategic Enrollment Management Plan
Milestone One
Deanna Buchanan
Southern New Hampshire University
Prospectus
Organization description
California Institute of Technology (CALTECH) was a regional college barely a decade ago, but it had to restructure its organization through proper advertisements. The organization has an enrollment of approximately 2,233 students across the year and still does not seek to increase with about 234 students by 2023. The president of the institution resorted to programs that were more student-centered, improving the processing and data use and improving research to achieve a goal of improving the quality of education to the students in the next years while seeking to remain dominant across the global university. The institution is making decisions since they must improve their productivity and performance and a smaller population. It is crucial in improving its structure to accommodate its goals and come up with relative initiatives that will help propel the institution to meet its objectives, which is to provide affordable higher education to deserving students.
Enrollment management
The enrollment management has the mandate to make sure that the institution is capturing all the opportunities for expanding the institution. The move is a way that would make it easier to help grow the academic performance and expand their grasp to the international market because they seek to secure better job positions for the students across the world. The enrollment management has direct access to the president of the university, mainly because it is a private institution, thus must find ways to channel their income.
Theories and models
The CALTECH learning institution, through its president Thomas Felix Rosenbaum has transformed and is helping shape the entire education system with their theories and models. First, the organization had to shift away from the traditional model, where all the higher education institutions had the same principles. The organization, through the Competency-Based Education (CBE) model, is helping shape the way approach and handle the clients and thus shifting to more online education (Adams, 2008). The president has helped make sure that CALTECH is the leading institution across the country with a higher performance that includes research. Also, the institution is adopting the customer center theory, whereby the organization gives the students precisely what they want instead of a general application for all students. For instance, there are numerous learning activities and researches that make it easier to provide the students with appropriate education standards. The theory makes it easier to attract more students because they can quickly get what they want, especially after enrolling and getting in through the strict enrollment process.
Summarize your plan
The plan to commercialize and increase online education is a significant change in the higher education strategy, but it is productive and efficient for the organization in the technology era. There are numerous students or even employees seeking to add some levels to their education. Still, they fail due to the education schedule, but the institution through the new plan gives students the online platform and a shorter degree and certificates that make it easier for the learners. Also, adopting the commercialization concept for the students makes it easier for the growth of the institution because they provide the students with their appropriate needs mend to improve the service delivery.
Analyze the current enrollment management landscape
Strengths and Opportunities
The institution is going to make a significant impact in the education sector and to their enrollment strategy, especially from the positive reception regarding their online program. CALTECH invested in advertising similar to other franchises setting aside a budget of $10 million for television advertisements and online presence in 2010 that helped boost the popularity of the institution. The organization is encouraging high school graduates and any other individual seeking to improve their education to enroll in the university, mainly because there is open enrollment (Altbach & Salmi, 2011). The free registration is strength to the institution because numerous institutions tend to have applications that will take time for the applicants and even end up not signing them up to the institution. Besides, the organization has data analysts where the organization find information for their students and takes the mandate to make the follow-ups from their previous institutions at no charge. The move is a significant transformation in the education field because most students find it hectic to follow up on their results and applications, thus making CALTECH an ideal opportunity for numerous students. The institution takes a few minutes to a couple of days to get back to the students who are a proper response time that makes it easier to make sure that the applicants get their responses before it is too late. The employees are dedicated to their work. They have the understanding they have to tend to the students as customers, instead of just students that give the institution an advantage over the competitors. This move has been critical to the organization making sure the institution is growing and staying ahead of the competition and increasing its population.
Weaknesses and Threats
The institution is rising too fast, at the moment, it has a population of 2,233 students, and it is aiming to double that before 2023. The facilities in the institution are not sufficient for the intended community, thus making it a threat to the institution. The institution might turn to become a financial institution and for-profit because the investors will want to make some money, thus making it a challenge for them to keep up. Competition from another institution is a threat primarily because they are campaigning on an online platform that is open to any of the competitors. The other institutions can easily emulate the strategies and make sure that there is a growth of the same services at their institutions, thus cutting back on the success of the company. The fact that the company is treating the students as customers will, in turn, become a weakness because it will start venturing in them as sources of income rather than meeting the goals of education. The education standards will drop, mainly because the institution is focusing more on creating enrollment and the numbers that are not as beneficial to the students, thus becoming a burden in the long run.
Foundational Assumptions for proposals
External Assumptions
The university is working on the concept that numerous students in the current generation would prefer studying via the various social media frameworks. The organization believes students do not have time to move across the world and country to explore; thus, they are availing the education services to them from any location around the globe. Also, the institution is targeting students of any age, including adults in employment that do not have time to endure fulltime learning programs. According to Berry, Hawsey & Princeton Review (Firm) (2015), the institution is encouraging students to undertake short term courses and online within a short duration of less than a year, thus making it easier for people to move on to their next life stages. People do not have to spend four years or more studying and locked up in the learning institution; instead, they can have their freedom to grow and adjust to a better society. The model of using the online platform and shorter courses is the main agenda for the president and the institution, believing that they propel it to success.
Internal Assumptions
The university is making the change in its model, starting with shaping the thinking of their employees by transforming it from just a service and viewing the students as customers. Programs at the institutions are all turning to the student center, where they work for students and work towards improving their programs. It is essential to have the plan in that sequence, mainly because they are seeking to attract more students and work towards boosting their enrollment figures in the country. The organization had to introduce more practical courses for the students to make sure that the target clients have the alternative of studying for a shorter duration while relating to their field of practice. Also, the fact that the organization has an open-door policy with the president and other offices makes it one of the best models and theories because it makes it easier for them to maintain a direct flow of information.
References
Adams, W. J. (2008). Reflections on the University Scene. Bertrams Print On Demand.
Altbach, P. G., & Salmi, J. (2011). The road to academic excellence: The making of world-class research universities. Washington, DC: The World Bank.
Berry, D., Hawsey, D., & Princeton Review (Firm). (2015). America’s elite colleges: The smart applicant’s guide to the Ivy League and other top schools. New York: Random House.
Running Head: STRATEGIC ENROLLMENT MANAGEMENT PLAN 1
STRATEGIC ENROLLMENT MANAGEMENT PLAN 16
Strategic Enrollment Management Plan
Deanna Buchanan
Southern New Hampshire University
Strategic Enrollment Management Plan
Prospectus
Organization description
California Institute of Technology (CALTECH) was a regional college barely a decade ago, but it had to restructure its organization through proper advertisements. The organization has an enrollment of approximately 2,233 students across the year and still does not seek to increase with about 234 students by 2023. The president of the institution resorted to programs that were more student-centered, improving the processing and data use and improving research to achieve a goal of improving the quality of education to the students in the next years while seeking to remain dominant across the global University. The institution is making decisions basing on facts that they have to improve their productivity and performance and a smaller population. It is essential in developing its structure to accommodate its goals and come up with relative initiatives that will help propel the institution to meet its objectives, which is to provide affordable higher education to deserving students.
Enrollment management
The enrollment management has the mandate to make sure that the institution is capturing all the opportunities for expanding the institution. The move is a way that would make it easier to help grow the academic performance and also expand their grasp to the international market because they seek to secure better job positions for the students across the world. The enrollment management has direct access to the president of the University, mainly because it is a private institution, thus has to find ways to channel their income.
Theories and models
The CALTECH learning institution, through its president Thomas Felix Rosenbaum has transformed and is helping shape the entire education system with their theories and models. First, the organization had to shift away from the traditional model, where all the higher education institutions had the same principles. The organization, through the Competency-Based Education (CBE) model, is helping shape the way approach and handle the clients and thus shifting to more online education (Adams, 2008). The president has helped make sure that CALTECH is the leading institution across the country with a higher performance that includes research. Also, the institution is adopting the customer center theory, whereby the organization gives the students precisely what they want instead of a general application for all students. For instance, there are numerous learning activities and researches that make it easier to provide the students with appropriate education standards. The theory makes it easier to attract more students because they can quickly get what they want, especially after enrolling and getting in through the strict enrollment process.
Summarize your plan
The plan to commercialize and increase online education is a significant change in the higher education strategy, but it is productive and efficient for the organization in the technology era. There are numerous students or even employees seeking to add some levels to their education. Still, they fail due to the education schedule, but the institution through the new plan gives students the online platform and a shorter degree and certificates that make it easier for the learners. Also, adopting the commercialization concept for the students makes it easier for the growth of the institution because they provide the students with their appropriate needs mend to improve the service delivery.
Analyze the current enrollment management landscape
Strengths and Opportunities
The institution is going to make a significant impact in the education sector and to their enrollment strategy, especially from the positive reception regarding their online program. CALTECH invested in advertising similar to other franchises setting aside a budget of $10 million for television advertisements and online presence in 2010 that helped boost the popularity of the institution. The organization is encouraging high school graduates and any other individual seeking to improve their education to enroll in the University, mainly because there is open enrollment (Altbach & Salmi, 2011). The free registration is strength to the institution because numerous institutions tend to have applications that will take time for the applicants and even end up not signing them up to the institution. Besides, the organization has data analysts where the organization find information for their students and takes the mandate to make the follow-ups from their previous institutions at no charge. The move is a significant transformation in the education field because most students find it hectic to follow up on their results and applications, thus making CALTECH an ideal opportunity for numerous students. The institution takes a few minutes to a couple of days to get back to the students who are a proper response time that makes it easier to make sure that the applicants get their responses before it is too late. The employees are dedicated to working with the understanding they tend to students as customers instead of just students that give the institution an advantage over the competitors. The move has been critical to the organization making sure the institution is growing and staying ahead of the competition and increasing its population.
Weaknesses and Threats
The institution is rising fast for its good because, at the moment, it has a population of 2,233 students, and it is aiming to double that before 2023. The facilities in the institution are not sufficient for the intended community, thus making it a threat to the institution. The institution might turn to become a financial institution and for-profit because the investors will want to make some money, thus making it a challenge for them to keep up. Competition from an institution is a threat primarily because they are campaigning on an online platform that is open to any of the competitors. The other institutions can easily emulate the strategies and make sure that there is a growth of the same services at their institutions, thus cutting back on the success of the company. The fact that the company is treating the students as customers will, in turn, become a weakness because it will start venturing in them as sources of income rather than meeting the goals of education. The education standards will drop, mainly because the institution is focusing more on creating enrollment and the numbers that are not as beneficial to the students, thus becoming a burden in the long run.
Foundational Assumptions for proposals
External Assumptions
The University is working on the concept that numerous students in the current generation would prefer studying via the various social media frameworks. The organization believes students do not have time to move across the world and country to explore; thus, they are availing the education services to them from any location around the globe. Also, the institution is targeting students of any age, including adults in employment that do not have time to endure fulltime learning programs. According to Berry, Hawsey & Princeton Review (Firm) (2015), the institution is encouraging students to undertake short term courses and online within a short duration of less than a year, thus making it easier for people to move on to their next life stages. People do not have to spend four years or more studying and locked up in the learning institution; instead, they can have their freedom to grow and adjust to a better society. The model of using the online platform and shorter courses is the main agenda for the president and the institution, believing that they propel it to success.
Internal Assumptions
The University is making the change in its model, starting with shaping the thinking of their employees by transforming it from just a service and viewing the students as customers. Also, programs in the institutions are turning to student-centered, where they all work for students and work towards improving programs. It is essential to have the plan in that sequence, mainly because they are seeking to attract more students and work towards boosting their enrollment figures in the country. The organization had to introduce more practical courses for the students to make sure that the target clients have the alternative of studying for a shorter duration while relating to their field of practice. Also, the fact that the organization has an open-door policy with the president and other offices makes it one of the best models and theories because it makes it easier for them to maintain a direct flow of information.
Student enrollment strategy
This section identifies the objectives and goals for the student enrollment by learning modality and degree program. Further, this section identifies the specific metrics and key performance indicators that will use to determine the goals that have been achieved. The enrollment management includes retention and recruitment. A strategic plan that neglects to capture retention is missing important aspects of enrollment and student success (Hossler & ·, 2014). That is why this section has goals, strategies about essential factors such as financial aid, academic support programs, and faculty engagement.
Institutional Goals
Goal 1: Enhance marketing, recruitment, and early outreach strategies from initial contact through first-day attendance and first-year
Objective
Strengthen the university position as an essential institution in America. The marketing will also grant the University an image of dedication to support for the people of California and show the learning institution is devoted to the community of professionals, students, and scholars.
Rationale and Strategies
1. Ensure there is a branding message for the Caltech University that is consistent with the visions and mission of all campus.
Strategy
· Communicate effectively with the staff, current students, and Faculty to build awareness of events, programs, activities, and services to improve students’ participation.
· Effective communication with businesses, prospective students, media, and alumni to build awareness of services, activities, and events.
1. Use the media to pass the message that is reliable and consistent with the university vision and mission.
Strategy
· Be informed on the current technology and update the University technical skills within the institution’s budgets and available human resources.
· Balance personal and e-communication to improve the institution brand.
1. Improve access and enrollment through target promotion and marketing
Strategy
· Use yearly scheduling to market events in the University and avoid duplication of these events
· Use target marketing to boost the overall enrollments in the university programs.
Key performance indicators (KPI)
The planning team determines the key performance indicators and performance indicators (PI). The key performance indicators focus on enrollment, student progress, fiscal health, student ability metrics at the registration, and students’ engagement.
Indicator Measurements
The indicators of the success of marketing are student satisfaction surveys, marketing surveys, competitive analysis, tracking traffic sources keywords, and tracking the rate of visitors on university webpages.
Goal 2: Increase the probability of student achievement through the development of new academic and support strategies targeted for the student’s first-year experience.
Objective
The University should refine the processes by identifying responsibilities, roles, and desired outcomes, resulting from increasing in prospective student achievement and satisfaction. To ensure students’ first-year experiences have a deep understanding as to how the institution can help them achieve their educational goals and provide a support system and out of classroom experience.
Rationale and Strategies
1) Develop effective strategies and mechanisms to reduce redundancy in the processes and afford the smoother transition to the University; continue streamlining inefficient processes; and provide systems to ensure information is accessible to the new students.
2) Secure and provide scholarship opportunities that increase student enrollment and retention.
Strategy
i. Collaborate across the University to develop unrestricted scholarships.
ii. Track retention data for needy students
iii. Help program coordinators in using scholarships to recruit for programs.
3) Target a specific student population, including physically challenged, economically disadvantaged, and multi-cultural students.
Strategy
I. Expand enrollment of diverse students for the purpose of supporting and fostering diversity.
II. Provide strategic admissions plan to monitors enrollment
III. Develop a university-specific action calendar.
Indicator Measurements:
· Design unrestricted fundraising activities
· Budget allotments
· Student satisfaction survey
· Scholarship awarded to underprivileged persons
· Program enrollment growth.
Goal 3: Enhance academic programs and support systems to improve student persistence and student success.
Objective
Emphasize the student persistence and success initiatives from the University’s strategic plan to improve pre-identified efforts. The goal aims at meeting specific desired outcomes tailored to learners identified career paths. To enhance the message that student success is the driving force, there will be a stronger focus on communicating Caltech University’s commitment to foster a culture of success. Career and learning readiness will be positioned as the primary tool for success and will be promoted to incoming students.
All units at Caltech University will create an accountability system that includes measurable goals, timeliness, and designation of responsibility to support retention and student success. The University will enhance student programs and measure the impact on student learning.
Rationale and Strategies
1) Promote and emphasize the concept of student success, which is captured in the university strategic plan.
2)
Strategy
· Implement activities which are designed to address learners perception issues
· Engage staff and faculties to develop exercises that strengthen support skills and customer service.
· Improve career services to assess job placement activities as defined by the enrollment program offering.
· Incorporate peer mentoring programs to ease the transition process from high school to University
· Identify and emphasis on out of classroom experiences which improve academic credit.
· Expand resources available for maximizing services to students.
3) Offer a comprehensive network of delivering systems designed to meet students’ identified career paths.
Strategy
· Develop stronger cooperation between University College and academic colleges.
· Encourage opportunities across different units to serve learners by continuing education and academic affairs to determine the identified programs which are needed for the service area.
· Involve the University program coordinators in the assessment if the career market correlates with the current offerings in the University.
· Provide staff and the Faculty with the needed information for students.
· Provide development of the university council to reinforce the delivery of quality service to the learners.
Indicator Measurements:
· The enrollment and retention rates.
· Student satisfaction survey.
· Infrastructure to include internal communication, technology, and system of accountability
· Persistence rates
· Staff and Faculty professional development.
· Campus climate perception.
Determine the Key Performance Indicators (KPIs)
a) Applications received, acceptance, and the yield rates from the first-time and degree-seeking students
b) The success of a student can be determined by the use of SAT scores for the newly enrolled students.
c) Total fall headcount enrollment for undergraduate and graduate students
d) The total annual full-time equivalent enrollment for all levels within the university
e) The student diversity at all levels (undergraduate and graduate).
f) Academic progress rate. This can be determined by the use of a second-year retention rate with a 2.0 GPA.
g) The four-year graduation rates for full-time students or the total degrees awarded in all levels in the University.
h) The percentage of Bachelor’s graduates enrolled and employed.
i) The percentage of adult undergraduate enrolled.
j) The average cost to the student obtained
k) University access rates.
Conclusion
The Caltech University strategic plan provides a vision, mission, and goals for the institution. Within this paper, the enrollment management initiative outlines strategies that support the enrollment and retention of students. Marketing strategies are used to utilize and maximize resources needed for the future while supporting the recruitment and retention process. The annual assessment will focus on the measurement of “Key Performance Indicators (KPI),” and adjustment will be made if need be.
References
Adams, W. J. (2008). Reflections on the University Scene. Bertrams Print On Demand.
Altbach, P. G., & Salmi, J. (2011). The road to academic excellence: The making of world-class research universities. Washington, DC: The World Bank.
Berry, D., Hawsey, D., & Princeton Review (Firm). (2015). America’s elite colleges: The smart applicant’s guide to the Ivy League and other top schools. New York: Random House.
Hossler, D., & ·, B. B. (2014). Handbook of Strategic Enrollment Management. New York: Wiley.
Bottom of Form
Running head: HEA 610 Milestone Three 1
HEA 610 Milestone Three 4
HEA 610 Milestone Three (Strategic enrollment plan)
Deanna Buchanan
Southern New Hampshire University
Class sections are operating in many programs at the Caltech University, the enrollments overall have been on the decline. The impact of the extended class reductions, along with the improvement in the job market, has resulted in slowing enrollment recovery and little growth in many programs. There are various things which Caltech university are doing to help grow its programs strategically and manage the reducing enrollment and this include
· Offering relevant courses and programs which meet the market demand for skilled workers and targeting industries and profession by carefully examining and tracking the labor market trends in the region.
· They are implementing courses, support services, and programs that close gaps in the underrepresented minority population. The University has started scheduling a class at a time that is convenient for the targeted population, such as single-parents, working professionals, and older students. The changes in the program allow the student to complete their programs in a reasonable amount of time.
· Part of the change in the program includes making pathways to certificates, degrees, and transfer clear and accessible to all prospective and current students via education planning with advisors or counselors. This helps students manage their academic pathways.
· The University has started a program aim at effective retention and outreach. This new strategy aims at improving program sustainability, scalability, and scope. Some of the initiatives include learning communities, accelerated learning program options, and early alert.
· Finally, Caltech University must offer programs that are competitive within the region instead of providing programs that are available in many regional universities. This approach is supported by the presence of a suitable mix of online courses and campus courses. To boost enrollment, the University has articulated course and program offerings between non-credit and credit to widen the pipeline of potential students.
Retention of students
Finding from a study at the University hold that students do not complete some programs because of conflicts with employment, family responsibilities, new employment opportunities, and financial circumstances. Strategies for improving student retention should be made in a manner that programs reflect the conditions and needs of the students and should be designed and implemented to help learned to reach their academic goals (Baylor 2014). An essential theory of student retention is Tinto’s theory. According to this theory, students have some attributes such as prior schooling, family background, skills, and abilities, and these attributes influence personal commitments and goals. Moreover, student departure from an institution is a result of the social and academic connection of the student with the institution. Therefore, recommendations on ways to improve retention are subject to the interplay of student beliefs and attributes with institutional characteristics.
Recommendation to improve retention
One effective method is to come up with university-wide task forces pertaining the student retention. This ensures that retention efforts are pervasive in the whole institution. Second, the University should embark on continuous research on student behaviors. Instead of proposing an idea regarding some practices, the University should find out what student is doing. Third, Caltech University must determine the factors which correlate to student withdrawal or persistence. Administrators should find the unique and specific factors that influence retention at the institution. Lastly, retention intervention should be developed and implemented. The responses should be evaluated based on the effects on programs.
Type of cost
The cost of the implementation of the strategic enrollment plan involves a variety of prices. It is essential to recognize these costs and the classification of the expenditure for the enrollment plan. The University will incur direct charges. These costs are directly related to the strategic enrollment plan. They are subject to the influence of the university administration. For example, time spends organizing and coordinating is considered as a direct cost. This cost can be reduced by improving logistics. Second, the enrollment will have service costs (Blumenstyk 2014). These costs are not explicitly linked to the plan but affect the program based on consumption. Finally, the enrollment plan has general and administrative expenses. These types of costs are not related to the specific project but benefit all activities. For example, costs associated with financial management and legal actions.
Financial implications
Robust enrollment efforts are significant cost expenditures. Recruiting traditional, distance, and online education students is a source of revenue growth. However, the institution should not develop strategies solely to realize additional enrollment to increase revenue. Increased enrollment will have an immediate impact on revenue and cost for the institutions, but it is not guaranteed as retention and quality of education can result in cost increase. Caltech University cannot rely on gifts, grants, and fundraising to improve enrollment and retention of students. The University will require marketing and branding efforts that blend cost-effective and cost-bearing strategies that become revenue-generating. The recommended procedure for marketing and branding in the digital and online space. The institutions can use this technology more so the social media to market the degree programs and improve enrollment. Today effective strategic enrollment plan requires more than traditional advertising, identity development, or marketing (Blumenstyk 2014). It is recommendable for the institution to craft, present, and manage the brand message to achieve a competitive advantage in retaining, recruiting, and building loyalty among prospective students, staff, and donors.
Type of revenue
Revenues and costs are either operating or non-operating. The primary source of income for the strategic enrollment plan includes auxiliary services such as dining and housing, net tuition, and clinics. There are other types of revenue, such as contracts and grants, donor contribution, and endowment income for financial aid and academic programs. These funds are used for educational activities, program development, and facilities enhancement to improve the retention of students. Significant recurring sources of the university revenues are investment income and state appropriations, and these are non-operating.
Financial implication
The measure of the enrollment plan is based on the cost per completed degree or credentials. The total yearly higher education expenditures determine the price; the time needs to complete a program and the number of degrees produced annually. Caltech University must invest in student success strategies to increase the level of attainment for rural students, racial minorities, and low-income students.
· To develop a comprehensive retention plan for the University, the point persons are administrators’ in-charge of enrollment, student affairs, and academic affairs. The Dean of Students and Directors of Admission should also participate. The financial implications of the strategy are the cost expense of consultation and the implementation costs.
· The University should explore additional ways and costs for attracting and retaining minority students. This requires the participation and input from the Director of Finance and Director of Admission. The financial implication of this maintains strategy depends on the procedure used or selected.
· The scholarships give students account for cost. The tuition waivers will have cost implications in terms of management and finance.
References:
Baylor, E. 2014. State divestment in higher education has led to an explosion of student-loan debt. Washington, DC: Center for American Progress.
Blumenstyk, G. 2014. American Higher Education in Crisis? What Everyone Needs to Know. Oxford: Oxford University Press.