Enrollment Management Workshop 2018 Presidents Expanded ... · Continuous decline in high school...
Transcript of Enrollment Management Workshop 2018 Presidents Expanded ... · Continuous decline in high school...
Enrollment Management Workshop 2018
Presidents Expanded Cabinet
11/30/18
State of Higher Education:
More Seats than Students
Lower Enrollments--Beginning in Northeast, Midwest, Now Spreading
Smaller Colleges Closing or Merging
Programs Closing or Merging
Selectivity Changes
Alternative Providers
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Newer Enrollment Headwinds
Decreasing Price Differential SUNY CCs to State Ops
Increasing Flexibility of Privates and Other CCs
State Op Schedule/Delivery Changes
New Pricing Strategies for Privates
Crowded Dual Enrollment Marketplace
Return of For Profits
Growth in Online Providers
Industry Training / Declining Interest in Degree
Tightening Transfer Pathways
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SUNY
SUNY Fall Enrollment
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-9,077
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HeadcountFall 2018 12,273 -4.9%Fall 2017 12,907
Brighton Only 10,010 -5.5%Downtown Only 1,009 +2.3%Brighton & Downtown 1,032 -2.7%
Dual Enrollment 4,317 flat
MCC Fall Enrollment
SUNY CC Fall to Fall Enrollment
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Preliminary 17-18 Headcount
Range +6.7 to -22.1
6 CCs with increasesAvg 3.2%
24 CCs with decreasesAvg -5.7
SUNY FT Undergraduate Trend
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-3,220
SUNY CC FT Undergrad Enrollment Fall to Fall
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Preliminary 17-18 Headcount
Range +4.4 to -27.5
4 CCs with increasesAvg 2.4%
26 CCs with decreasesAvg -10.2
SUNY State Op to CC: 2018 Cost Comparison
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State Operated Colleges Community Colleges
Tuition Discounting Continues to Grow
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What Impacts Enrollment?
Factors
Continuous decline in high school graduates
Online programs and competition for NYS students from out of state institutions
Four-year private and public institutions continue to enroll students below their selectivity matrix in effort to meet enrollment goals, driving competition
Four-year private and public institutions offer dual credit programs within our service area
Private institutions continue to offer deep tuition discounts
Excelsior may have played a critical role in boosting the SUNY 4 year college enrollment
Area four-year institutions have increased enrollment, some due to previously under enrolling their freshman class
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Projected Graduates New York State
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184,639
185,856
181,268
179,163
173,806 174,185
175,093
173,851 174,044
176,767
178,172
176,958
173,825 173,370
184,639
170,000
172,500
175,000
177,500
180,000
182,500
185,000
187,500
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
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New York State
New York State 2015/16 Actual
Take out NYC and Long Island
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85,403 85,250
81,754 81,575
79,878
78,233 78,142
76,496
75,327
76,318 76,031
75,218
73,516
72,237
85,403
70,000
72,500
75,000
77,500
80,000
82,500
85,000
87,500
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
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NYS Excluding NYC and Long Island
NYS Excl. NYC, LI 2015/16 Actual
Projected High School Graduates Monroe County
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7,657 7,637
7,167
7,338
7,035
6,948 6,897
6,611
6,674
6,939
6,817 6,784
6,725
6,633
7,657
6,400
6,600
6,800
7,000
7,200
7,400
7,600
7,800
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29
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Monroe County
MONROE County 2015/16 Actual
Retention Impacts Overall Enrollment
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62.0%
64.0%
63.0%
57.0%
61.0%
59.0%
61.0% 61.0% 61.0% 61.0%
52.0%
54.0%
56.0%
58.0%
60.0%
62.0%
64.0%
66.0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
First Time, Full Time Retention Rate
Opportunity
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Where are the students?RFP for Academic Program and Market Demand Analysis
Academic Program Demand and Market Analysis
Assess market demand for current/new programs
Make recommendations as to where MCC may have opportunity to increase enrollment
Delivery modes, scheduling, assess master schedule to align with enrollment growth opportunities
Admissions and Marketing
Review of overall marketing plan and make recommendations as to where opportunities exist to reach target markets and how best to reach them
Review and make recommendations to our social media and digital strategies
Lead generation and prospect management activities
Review and make recommendations to our inquiry and prospect management system and communication to potential students in his phase of the enrollment funnel. Special attention should be given to priorities strategies that may have the biggest impact on enrollment
Admissions CRM operations
Review and recommendations to the staffing and organizational structure related to the CRM
SEM
Review the written SEM Plan to ensure that we articulate where we will prioritize our enrollment efforts to meet enrollment goals
Ensure we clearly articulate that we will grow enrollment through offering programs that are in demand and at times and delivery modes that students will likely enroll.
Assist in developing a short and long term plan3 DECEMBER 2018 19
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The Changing World of Enrollment
Reimagining and Strengthening Our Services
Marketing
Deb Davis, promoted to Director 1
Admissions
New Director, Sarah Hagreen
New Assistant Directors, Julie Slate and Christie Smith
Testing Services
Associate Director (Search forthcoming)
Advisors (2) Temporary
Advising and Transfer Services
New Director, Holly Wynn-Preiche
All Advisors promoted to Enrollment Specialists
Registration and Records
Added Graduation Services
Financial Aid
New Director of Financial Aid Operations, Melissa Jarkowski
Jerome St. Croix, Director of Financial Aid Compliance, relocated to the Downtown Campus, resulting in fully operational financial aid and scholarship services
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Admissions
Return To Complete
New initiative, college wide collaboration
122 contracts returned, 92 spring applications, 52 registered (equates to 19 FTE to date)
Former students who have not enrolled at MCC for the past three years or more due to debt owed to the College, Return to Complete allows students to put off making payments on their past due balance and return to MCC to complete their degree
NYC Outreach
Fall 2018: 1+3 NYC Brockport/ MCC Accepted Student Bus Trip: yielded 21 students
Online Outreach and Recruitment
Virtual services
Developing new inquiry communication for potential online students
Fall 2019 Outreach and Recruitment
College fairs, high school programs, community events: 80 scheduled so far. Increased from 68 events in Fall 2017
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Marketing
New Marketing, Recruitment and Retention Efforts
• New TV Commercials, Open Doors Campaign
• New Radio
• Direct mail
• Geofencing
Retention focused
Reached 22,035 users
• Digital Strategy
Display ads, Google Paid Search, YouTube, Facebook, Instagram, retargeting
• Outbound Calling Projects
Clearing House List
Accepted Not Registered
Strong ROI
Next Step….Program Marketing3 DECEMBER 2018 23
Testing Services
Testing Services
Fall 2018 to date, proctored 2,000 exams
Accommodated Exams
September 1,2018-November 16, 2018; 1296 exams given
Off Campus Testing
January 1 – November 12, 2018; 130 students have taken Accuplacer via remote proctor
More than half of those 130 students are from the NYC area
We have sent out over 300 vouchers for remote testing requests
Last year we have tested 363 students at their local high schools, encompassing 24 local high schools
TASC
6 test sessions since January 2018
Of the 32, 1 registered for Fall 2018 and 2 have registered for Spring 2019. 17 of those testers are from the Court to College program, and many of them go back to the program after testing
Revenue-Generating Exams
September 1, 2018 – November 13, 2018; 575 testers
In 2018, our grand total was $56,895.20 in revenue, an increase of 33% over 2017 revenue
So far, for 2018-2019, we have earned $10,714, which puts us $1,277.90 over revenue for this time last year
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Financial Aid
EAB recommends a Financial Aid Lab
Financial Aid relocates services to the shared space with the Advisement Center
More accessible and visible location for students
Students offered on the spot FA advising
– 7/1/18 to 11/16/18, number of students seen:
• Advisors (Fastlane) 4,790
• Appointments 600
• Financial Aid Lab 975
• Total 6,365
Verification
In aid year 2017-2018, Financial Aid processed 19,636 applications
8595 were selected for verification (44%)
4484 were verified (an increase of 209 from 16-17)
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Financial Aid
Financial Aid continues to provide services both on and off campus
Provide services for both new and continuing students
Strategic partner with Rochester College Area Network (RCAN) to train community members on assisting students with FAFSA completion
Cross training MCC staff to assist with FAFSA application
Provides Financial Aid Workshops at local high schools and community centers
Will being utilizing Starfish for appointments February 2019
FATV will be implemented in 2019, using AI (Artificial Intelligence) technology to provide 24 hour service to students
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Advising and Transfer Services
New advisement model
All new students will be assigned an academic advisor upon admission
Shared space with FA, offering a unique one stop experience
Advisement and Transfer Services staff are the largest users of Starfish
In 17-18, advisor saw 2839 Starfish appointments
Between September 2 and October 15, they have already seen 496
Advisement supports the AR Days in the high schools
Continue to support current students with their advisement needs
Collaborating with Admissions to support off campus recruitment
Established, with the Downtown Campus, an adult student support
network, Rising Eagles
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Continue to identify and eliminate barriers
Expanded Saturday Enrollment Services
Evening hours
Monday-Thursday Peer Navigators evening services at the Welcome Desk
Virtual Services in each enrollment office to support current and future online students
FATV will offer AI (Artificial Intelligence) and Live Chat for Financial Aid, Admissions, Registration and Records and Advisement and Transfer Services
Assess programs and services and expand those that are proving effective such as FYE and Orientation
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Revisiting our Strategies
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Where Do We Go Next?
Rise Up
• Market Demand Research
RFP, two vendors have been selected to present at MCC
• Surveying Students – Find out what we don’t know
Applied, application incomplete
Accepted not registered
Current students not returning
Students in our community with some college, no degree
• Explore possible new strategies to attract students
Adult Evening Academy
One Plus Job
• Communication audit
• Collaborate with IR to ensure we have accurate and transparent enrollment data
• Continue to utilize CAS assessments for Student Service Offices
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© 2015, Monroe Community College
Questions
Christine Casalinuovo-Adams
Associate Vice President, Enrollment Management