Georgia Perimeter CollegeEnrollme

ntManagement Team

Three-year Strategic Enrollment Management Plan2011-2014

Welcome

Dr. Vincent JuneVP of Student Affairs and Enrollment

Services

Lisa FowlerAssistant VP of Enrollment Management and

Student Success

Introduction

• Enrollment Management at GPC is an integrated, holistic, and collaborative approach that supports our commitment to continuous improvement in serving students

• We believe that the ultimate success of our enrollment effort rests with every member of the GPC community

Introduction

• Provides proactive vision, leadership and strategic direction to enrollment efforts

• Moves GPC from simply counting numbers of students and credit hours to an intrinsic process revolving around those we serve, our students

• Strives to create and exceed benchmarks of excellence and quality

SEM Plan 2011-2014

• Supports the vision, mission, goals and core values of the GPC Strategic Plan 2008-2012

• Supports the strategic plan of the Board of Regents

• Requires the talents and energy of all to take on enrollment challenges in a time of limited budget dollars

Mission and Goals

Enrollment Management at GPC

• Historical Perspective• Enrollment Management

Team Organizational Chart• Enrollment Management

Suite• Business Intelligence (BI

Tools)

• GPC has transformed into a premiere first choice two-year institution through significant work over the past four years

• Fast acting task teams examined, made recommendations and implemented positive change in the following areas:• Admissions• Recruitment• Financial Aid• Enrollment and

Registration• Online

• Data Driven Decisions

• Planning and Governance

• Communication

Historical Perspective

• Rapid enrollment growth followed the many improvements in business processes

• GPC experienced historic high enrollments each year since 2007

• It became clear that managing the rapid enrollment growth was a top priority

Historical Perspective

Historical Perspective

• EMT formed to proactively project, plan for and manage enrollment

• EMT is a standing, ongoing committee with representation from key areas of the college involved in enrollment activities

FY 2010 – A Record Year

22K

20K

18K

16K

14K

12K

10K

17,573

18,986

20,316

20,461 19,99

5

21,473

24K

22,808

24,549

13,400

25K 25,275

Chair – Asst. V.P. Enrollment Management

V.P. Student Affairs V.P. Academic Affairs

Asst. V.P. Financial Affairs Executive Director GPC Online

Director of Records/College Registrar Director of Recruitment and Admissions

Director of Student Financial Services Director of Marketing & Public Relations

Director of Institutional Research & Planning Director of Enterprise Information Services

Enrollment Management Team

Enrollment Management at GPC

• EMT developed the 2011-2014 Strategic Enrollment Management Plan (SEM) to guide enrollment activities over the next three years

• SEM has goals and objectives that reflect and complement our focus on student success

• SEM uses many sources and methods to achieve enrollment goals:

• Data collection and analysis

• Best practices from colleges throughout the country

• Feedback from our students about their experiences

• Recommendations from our internal and external communities

Enrollment Management at GPC

Enrollment Management at GPC

• Goals and Objectives in SEM will optimize enrollment as well as the services and resources available to our students, increasing their likelihood of success through:

• Continuous improvement

• Integration of services, practices, policies, and procedures

Enrollment Management Suite:Tools for Managing Enrollment• GPC is committed to providing an

educational experience that will transform the lives of our students from the first time they inquire through graduation and transfer

• In 2009, GPC Executive Team made the decision to acquire and implement SunGard Enrollment Management Suite, a set of strategic reporting tools to proactively manage enrollment

• GPC is the first college in Georgia and one of the few in the nation with the foresight to implement these tools

• EM Suite allows GPC to accomplish the following:• Captures data on prospective students• Personalizes communication campaigns to

prospective students• Provides workflow tools for customized follow-

up communications• Provides charts and dashboards to accurately

monitor the admission funnel

Enrollment Management Suite:Tools for Managing Enrollment

Recruiting and Admissions Funnel

500

1,000

2,000

3,000

4,000

5,000ProspectRecruiting (SRBRECR) record exists for specific term and level. e.g. data purchased from College BoardInquirySpecific interactions initiated by the prospect (college fair, campus visit, called for more information, etc.)

AdmitInstitution has extended an offer of admission

Number of people in each funnel status

ApplicantAn admissions application has been submitted for a specific term and level

ConfirmThe applicant has accepted the offer (paid a deposit, signed up for orientation, accepted financial aid, etc.)

EnrollAn active General Student record exists and at least one active course registration exist for the term and level of entry

Recruiting Funnels and Communications Campaigns

2,250

2,300

2,500

3,300

12,100

28,000

Recruiting Funnel Statuses For GPC, they are:Prospect, Inquiry, Applicant, Admit, Confirm Registration-Ready, Enroll

Campaigns are workflow tools to designed to increase yield

Prospect

Inquiry

Applicant

Admit

Registration Ready

Enroll

Sample workflow from the Campaign Modeler

Fall 2005 Recruiting Funnel

Business Intelligence Tools

• Business Intelligence Tools enable GPC to do the following:

• Provide reports to meet institutional as well as departmental needs

• Provide point-in-time, comparable reporting statistics through daily “snapshots”

• Provide comparative reports – slicing historical data for longitudinal students and trend analysis

• Provide comprehensive data model where data accumulated over time is stored

• Provide one accurate and consistent source of enrollment data

Business Intelligence Tools

Data Analysis

• Enrollment Projections • Competition Analysis• Student Satisfaction

Engagement• Brand/Image• Capacity Analysis

Enrollment Projections DataPatti Gregg

• Baseline enrollment projections developed in October each year for the following 3 fiscal years

• Enrollment Projection Model is based on 3 major components• Enrollment: Actual GPC enrollment for

previous 3 years• Metro Area Economic Indicators: Atlanta MSA

population changes and unemployment rates• GPC Capacity: Currently measured by Plan

Operations annual operations expenditures

Enrollment Projections Data

• The model is refined, using the average error over a 3-yr period to determine OIRP Baseline Projections

• The Model Predictions and Accuracy for FY2011

Semester OIRP Baseline Projection (before

Impact Factors

GPC Official Enrollment

(at BOR Census Date)

Fall 2010 24,559 25,113

Spring 2011 26,415 25,674

• Plan for continuous review and refinement:• 2010 Census Data• Expand economic indicators to specific

countries or geographic area of interest• Additional measures of capacity

Enrollment Projections Data

Enrollment Trends and Factors

Note: Darker areas indicate higher growth while white areas indicate no growth or a decline in enrollment.

Competition Analysis SummarySheletha Champion-Booker• Overview

• Goals

• Template Design/Data Collected

• Competitors Identified

• GPC Data

• Next Steps

Student Satisfaction EngagementPatti Gregg• The Community College Survey of

Student Engagement (CCSSE): administered during the Spring semester as part of a USG consortium every 3 years

• CCSSE data analyzed by campus, student characteristics and student level• 80% attending GPC to transfer to a 4-yr

institution:• 52% attending to earn Associate degree• 92.4 % would recommend GPC to friends

or family

• In a typical 7 day week• 72% spent 10 hours or less preparing for

class• 32% spent more than 30 hours working for

pay• 16% spent more than 30 hours caring for

dependents• 35% spent more than 5 hours commuting

to/from class• 80% of survey respondents said they

never participated in college-sponsored activities

• CCSSE administered on campus only - in 2011 began Survey of Online Student Engagement (SOSE) pilot

• CCSSE and SOSE results provided in August 2011

Student Satisfaction Engagement

Brand/Image Marketing AnalysisBarbara Obrentz• 2007 survey results: 40% heard through

family and friends, 15% researched GPC website before applying, 63% attracted by affordability and convenience

• 22% (5,000 students) are first in the family to attend college

• 2009 -2010: GPC only GA institution with top 100 producers of associate degrees nationwide

Brand/Image Marketing Analysis

• GPC STEM programs provide partnerships with business and industry

• GPC Dental Hygiene program is the largest associate degree program in Georgia

• GPC has eight prestigious Jack Kent Cooke scholarship winners receiving up to $90,000 for a four-year degree

Capacity Analysis SummaryPhil Smith

• Classroom utilization above national norms, surpassing all USG institutions

• Classroom space limited Monday-Thursday. Space still available Friday-Sunday

• Additional Science Lab space is needed to support enrollment growth

• Implementation of college scheduling software (R25)

• Campus growth limited without additional buildings

Three-Year Enrollment Targets

Unit Tactical Plans• Introduction• OIT Supporting the Infrastructure• Enrollment Goals/Impact

Factors/Targets• Unit Tactical Plans/Resources

Needs• GPC EMT Planning Calendar

Overview of Enrollment Targets

• The Enrollment Management Team cannot develop accurate enrollment targets without considering internal and external Impact Factors that influence enrollment growth• Key units at GPC directly involved with

enrollment have developed Unit Tactical Plans with Action Strategies, Key Performance Indicators, Evaluation, and Accountability/Responsibility Parties to support and achieve enrollment targets

• Key Performance Indicators will be our quantifiable measurements to determine effectiveness of enrollment management plans and our long-range success

OIT-Supporting InfrastructureKen Quattlebaum• OIT  serves a critical support role

• BRM allows targeted communications with students

• BI allows better access to data and longitudinal studies

• COGNOS is more secure and robust reporting solution

• DegreeWorks will improve academic advising

Enrollment Goals/Impact Factor/TargetsDoug Ruch• Proactive vs. Reactive Planning

• Allows the College to make intentional decisions regarding marketing, scheduling, human resource management, budgeting, etc. that are tied to the Strategic Enrollment Plan

• Impact Factors that affect enrollment targets• Internal• External

• Enrollment Targets• Baseline Enrollment ± Impact Factors

Unit Tactical Plans/Resource Needs

• Academic Affairs

• College-wide Records

• GPC Online

• Marketing and Public Relations

• Recruitment and Admissions

• Student Financial Services

Unit Tactical Plans/Resource NeedsOverview• SEM enables GPC to create action plans

that turn our vision and concepts for the future into reality. Through this new enrollment planning process, GPC can• make clearer choices about growth• connect the budget, scheduling, staffing and

marketing processes• develop long-range planning for programs,

space, etc.• define clear lines of responsibility in the

enrollment process• move to a precision scheduling model• put all resources to work

Strategic Enrollment Target FY 2011-2014

Academic Affairs• New programs and courses• 2 + 2 partnerships• College preview• Supplemental instruction• Teacher training• Engaged learning• Hybrid and online

Strategic Enrollment Target FY 2011-2014

College-Wide Records• Training for ERS staff

• Admissions requirements• Admissions processing

• Graduation workshops for students

• Additional staff for online ERS

Strategic Enrollment Target FY 2011-2014

GPC Online• Students taking online courses

• Online courses and degree options

• Infrastructure and capacity of GPC online

• Opportunities for student support and engagement

Strategic Enrollment Target FY 2011-2014

Marketing and Public Relations• Focus on attracting new students to

Alpharetta, online, and new programs• Increase touch points and advertising

frequency: international and military, local media, local chambers, Marta and social media

• New Communications Campaigns: video, TV, YouTube, Facebook

• Recruitment Efforts: promotion of open houses, college fairs, sports games, churches, dual enrollment

• Fresh Web Content: refresh web content, new areas of study, success stories, GPC in the news

Strategic Enrollment Target FY 2011-2014

Recruitment and Admissions• Communication has proven to be critical

• Outbound communication is probably the #1 key factor to success this summer

• Stable, trained outbound CS staff required

• Additional skill sets with Admissions/problem resolution

• Creation of a dedicated Customer Service Unit in Admissions

Strategic Enrollment Target FY 2011-2014

Student Financial Services• SFS Tactical Plan

• Technology enhancement• Student centered financial customer

service• Financial Aid leveraging• Enhanced analytical process review• Community outreach initiative

GPC EMT Planning CalendarRobin Winston and Richard Beaubien

• Planning calendar serves two purposes

• Keeps the entire unit on track with strategic processes and tasks that have to happen on a scheduled basis

• Provides us with regular points in time to reflect back on the EM plan within the context of the processes and tasks in the calendar

• Common calendar (and following it) removes a huge element of variability in long and short range forecasting

EM Planning CalendarRobin Winston and Richard Beaubien

• Common calendar prevents departmental tasks from becoming impact factors

• Common calendar will improve upon the communication between EMT departments

• Common calendar should identify stages in the enrollment cycle for evaluation of impact factors and how enrollment is being affected

Accountability and Stewardship

Dr. Alan JacksonVP Academic Affairs

Process Steward(s) Enrollment Planning and Target Establishment

Enrollment Management Team

Enrollment Trends Director of Institutional Research and Planning, Director of Recruitment and Admissions

Competition Analysis AVP Financial Affairs, Director of Institutional Research and Planning

Student Satisfaction/Engagement Analysis

Director of Institutional Research and Planning

Financial Aid Plan AVP Financial Affairs, Director of Student Financial ServicesRegistration Management AVP Enrollment Management, College Registrar, Director of Enterprise

Information ServicesPayment Management AVP for Financial Affairs, Director of Student Financial Services Enrollment Funnel Director of Recruitment and Admissions, College RegistrarCapacity Analysis Executive VP Administrative and Fiscal AffairsTechnology and Infrastructure

Director of Enterprise Information Services

Financial Analysis, Revenue, and Budget Planning

AVP Financial Affairs

Course/Program Completion Performance

VP Academic Affairs

Program Review Trends and New Academic Program Development

VP Academic Affairs, VP Student Affairs, Executive Director of GPC Online

Accountability/Stewardship Chart

Summary

Dr. Vincent JuneVP of Student Affairs and Enrollment

Services

Lisa FowlerAssistant VP of Enrollment Management and

Student Success

Summary

• SEM is a comprehensive vision and working model that aligns functional processes to identify recruit and retain a community of GPC students rich in intellectual and cultural diversity for the purpose of enhancing student growth, satisfaction, and success

• SEM moves GPC forward to a position of proactively planning for and managing enrollment

EMT Guiding Principles

• Effective Strategic Enrollment Management

• Represents an active responsibility of everyone at GPC

• Requires an understanding of institutional culture

• Requires learning from what works and what does not

• Strives for effectiveness and efficiency through assessment and planning

• Intentionally links marketing and recruitment strategies, academic programs, enrollment and student financial services, and information technology to the EM process

• Evaluates processes, procedures, and policies to improve service

• Evaluates recruitment and retention strategies and tactics

• Improves access to information

• Continually improves service delivery and student experiences

EMT Guiding Principles

Next Steps

• EMT is now equipped with the technological tools, data and plan to accurately plan for and manage enrollment at Georgia Perimeter College

EMT Operating Model

Annual Enrollment Management Team

Review

Draft Annual Enrollment Plan with Targets – EMT

EMT Refines Annual Enrollment Management

Plan; incorporates: •Impact factors•Goals/objectives•Desired outcomes•Timelines•Responsible agents

SEM Annual Plan recommended to

Executive Team for approval

SEM Plan incorporated into college strategic

plan

Monthly status review and revision on the

SEM Plan – EMTNew Ideas/Strategies

Captured Throughout the Year

•Ideas impacting multiple areas brought to the

EMT for review and implementation

Thank You!!!!From the

Enrollment Management Team

Questions

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