Final Milestone

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.

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