2015 NOLA NASPA Presentation
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Transcript of 2015 NOLA NASPA Presentation
Title slide Drop you card off in the front/back
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Both -‐ Welcome slide Introduce us: Who, what we do, where we work Similar presentaBon in 2013 at Regional Conference -‐ people thought it was about making money for themselves. OurvDefiniBon of sponsorship for this presentaBon: Match students with products or services that they need or want and would purchase with or without you in exchange for in-‐kind goods or services, or for cash.
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JR – Who is in the room? Raise of hands: Public, vs. Private, vs. For-‐Profit SSAO, MId-‐level, new professionals, students 4 year, 2 year, online only? SA Sponsorship currently
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NR -‐ This is not rocket science
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JR Source: State Higher EducaBon ExecuBve Officers AssociaBon Red line is public enrollment Blue is state support per student Green is tuiBon per FTE From 1988 to 2013, FTE enrollment at public insBtuBons of higher educaBon increased from 7.3 million to 11.3 million. The all-‐Bme peak enrollment occurred in 2011, and then declined slightly in 2012 and 2013. Cost of Living Adjustment (COLA) to account for cost of living differences among the states; • Enrollment Mix Index (EMI) to adjust for differences in the mix of enrollment and costs among types of insBtuBons with different costs across the states; and • Higher EducaBon Cost Adjustment (HECA) to adjust for inflaBon over Bme.
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JR This is the average percent of total revenue that is just tuiBon across the US
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JR What percentage that tuiBon makes up of average public university budget by state.
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JR Source: Center on Budget and Policy PrioriBes: hhp://www.cbpp.org/cms/?fa=view&id=4135
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JR Aker adjusBng for inflaBon: Forty-‐eight states — all except Alaska and North Dakota — are spending less per student than they did before the recession.[1] States cut funding deeply aker the recession. The average state is spending $2,026 or 23 percent less per student than before the recession.
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JR What does this mean? Increased tuiBon. Public colleges and universiBes across the country have increased tuiBon to compensate for declining state funding and rising costs. Annual published tuiBon at four-‐year public colleges has risen by $1,936, or 28 percent, since the 2007-‐08 school year, aker adjusBng for inflaBon. These sharp increases in tuiBon have accelerated longer-‐term trends of reducing college affordability and shiking costs from states to students. Cut spending, oken in ways that may diminish access and quality and jeopardize outcomes. TuiBon increases have compensated for only part of the revenue loss resulBng from state funding cuts. Public colleges and universiBes have cut faculty posiBons, eliminated course offerings, closed campuses, shut computer labs, and reduced library services, among other cuts. For example, since 2008, the University of North Carolina at Chapel Hill has eliminated 493 posiBons, cut 16,000 course seats, increased class sizes, cut its centrally supported computer labs from seven to three, and eliminated two distance educaBon centers.
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NR ConBnuum of Sponsorships
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NR – Ethics of Sponsorships Ethics goes both ways NODA example: NODA Ethical Standards(NaBonal AssociaBon for OrientaBon, TransiBon, RetenBon) In relaBonships with corporate partners or sponsors, OrientaBon professionals shall:
• Honor any/all contractual agreements entered into with such partnerships, • PrioriBze the educaBonal outcomes of students, and refrain
from engaging in partnerships which are solely or primarily for the purpose of sales/markeBng of a product or service,
• Clearly communicate the intent, anBcipated outcomes, and parameters of the relaBonship. You know your campus, its cultural, its mission, and its values? What will your students/ faculty/ staff/ parents/ alumni tolerate?
Alcohol and tobacco companies Marijuana dispensaries/head shops Strip clubs Evil corporaBons Other universiBes Companies that make students sign a contract
Credit card Cell phone
Beverage companies where exclusive pouring rights exist Religious or poliBcal organizaBons Pyramid schemes
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JR – Where to find vendors Natural partners already exist
Where do students frequent? Food, retail, etc.
What vendors do you already have on campus?; maybe ask for $500/year in scholarship dollars; require that company post all entry level jobs with career center and ahend career fair. Who is in your campus neighborhood?
Draw a radius around campus Which alumni own businesses? What companies are located near your campus? Who are the top employers of your graduates?
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JR – group work
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JR – report from the floor
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JR – Goals of company Increased business Access to a generally younger demographic
(in other words, clients for life) You are helping them navigate systems, bureaucracy, poliBcs, procedures, and contracts -‐ goal is to maximize the relaBonship by being a central touchpoint, leverage events, and access to students across mulBple departments, and mulBple events Improving their brand
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JR – ROI What do you have to sell? Events
OrientaBons Engagement fairs Move-‐in
PublicaBons Newslehers Calendars
T-‐shirts and more
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NR Lesson learned – scholarship burger remained, but other items have pulled back.
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NR What did Kind give us? 5k Kindbars for OrientaBon; 500 Kindbars at end of each term; Kindbars for division events/meeBngs What did we give Kind? The ability to place their product.
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JR Be sure to talk about flip side and how next year, we didn’t have as good of a student.
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Both Lessons Learned Joe’s – aker first year, sBll doing scholarship burger, but other things fizzled because they were geung good business. Amazon.com – came to table in lobby where registraBon, financial aid, and student accounts were held; bookstore got angry at us, registrar got angry because disrupBve to work that needed to be done. Ads in Commencement Program – cheapens the look and feel of the publicaBon; do you really want that ad for X in there forever? Good selling point, but… This work is relaBonal – good for student affairs OkenBmes a unit or program area that has to give something to make a sponsorship happen is not the beneficiary
But, a rising Bde raises all ships Higher ed Bme is like molasses; corporate Bme is like light speed Reduce your agreements to a contract or memorandum of understanding Work in concert with your campus Development and Fundraising office
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