la pierce college: research recap and swot...

1

LA Pierce College: Research Recap and SWOT Analysis

Associate Vice President Marketing and Research Services

Kathryn Karford

Los Angeles Pierce CollegeJanuary 2019

Anne MonroeVice PresidentRecruitment Consulting Service

2

Research to Support Strategic PlanningOverview of Project Activities

Phase one: secondary data delivered late summer 2018• Employer job listings; skills in demand• Census population data tool• Feeder schools tool• LAPC recent degree demand data• LAPC new programs under consideration

Phase two: primary research and SWOT• Survey of prospective students, goal: 300 college‐bound seniors; 300 college planning adults

Reached over 400 seniors and over 500 adults in the market (delivered Fall 2018)• Institutional data to Anne Monroe (LAPC) • Focus groups on campus; email input (delivered Fall 2018)• SWOT analysis, recommendations thus far, visit January 2019 (today’s agenda)• Final SWOT report February 2019

3

Employer demand top line findings

4

• Online job postings from more than 25,000 sources

• One year of postings from a variety of sources

• All job postings (no education level filters, some do not specify) • City of Los Angeles (postal code

includes LAPC top 20 zip areas Canoga Park, Winnetka, West Hills, Chatsworth, Encino, Woodland Hills, Van Nuys, Northridge…) 305,000 jobs

• Surrounding valley and North: Santa Monica to Santa Clarita, Thousand Oaks to Burbank 114,000 jobs

• Focused on Job Titles and Skills in Demand

Recent job postingsSearchable database

5

Continue expanding market share• General studies –especial STEM,

healthcare, IT, data• Administrative professional• Software, application • Networking technology; systems engineer• Graphic design• Accounting, bookkeeping• Maintenance tech; service technician• Mechanic• Paralegal, legal office• Caregiving• Marketing, digital

Job market demand considerationsOther in demand programs to consider (if resources, facilities, accreditation…)• Truck driver• Sales• Customer service• Security officer• Human resources• Culinary, bartending, barista• Project management• Pharm tech• Dental tech• Data analyst

6

LA city skill projections by growthSKILL CLUSTER

POSTINGS REQUESTED GROWTH CATEGORY

Customer and Client Support: Basic Customer Service 56,352 Much FasterSales: General Sales 39,258 Much FasterBusiness: Project Management 26,812 Much FasterFinance: General Accounting 19,020 Much FasterFinance: Billing and Invoicing 13,652 Much FasterPersonal Care and Services: Food and Beverage Service 11,424 Much FasterMedia and Writing: Writing 10,188 Much FasterHealth Care: Advanced Patient Care 9,028 Much FasterHuman Resources: Employee Training 7,738 Much FasterInformation Technology: JavaScript and jQuery 7,364 Much FasterSales: Merchandising 6,988 Much FasterMarketing and Public Relations: Online Marketing 5,907 Much FasterSales: Company Product and Service Knowledge 5,679 Much FasterHuman Resources: Recruitment 5,472 Much FasterEngineering: Drafting and Engineering Design 5,359 Much FasterInformation Technology: Cloud Solutions 5,322 Much FasterInformation Technology: Software Quality Assurance 4,759 Much FasterSales: Specialized Sales 4,435 Much FasterInformation Technology: Cybersecurity 4,307 Much FasterMaintenance, Repair, and Installation: Plumbing 3,436 Much FasterHuman Resources: Payroll 3,186 Much FasterFinance: Cash Management 2,631 Much FasterInformation Technology: Big Data 2,475 Much FasterManufacturing and Production: Lean Manufacturing 2,449 Much FasterArchitecture and Construction: Carpentry 2,411 Much Faster

7

Surrounding area skill projections by growthSKILL CLUSTER

POSTINGS REQUESTED GROWTH CATEGORY

Customer and Client Support: Basic Customer Service 25,009 Much FasterSales: General Sales 16,114 Much FasterBusiness: Project Management 9,330 Much FasterFinance: General Accounting 6,177 Much FasterPersonal Care and Services: Food and Beverage Service 4,698 Much FasterFinance: Billing and Invoicing 4,676 Much FasterSales: Merchandising 4,341 Much FasterInformation Technology: JavaScript and jQuery 3,500 Much FasterSales: Company Product and Service Knowledge 3,284 Much FasterInformation Technology: Software Quality Assurance 2,974 Much FasterMedia and Writing: Writing 2,882 Much FasterHealth Care: Advanced Patient Care 2,852 Much FasterHuman Resources: Employee Training 2,838 Much FasterEngineering: Drafting and Engineering Design 2,116 Much FasterMarketing and Public Relations: Online Marketing 2,023 Much FasterInformation Technology: Cloud Solutions 1,997 Much FasterHuman Resources: Recruitment 1,993 Much FasterInformation Technology: Cybersecurity 1,852 Much FasterSales: Specialized Sales 1,594 Much FasterManufacturing and Production: Lean Manufacturing 1,286 Much FasterHuman Resources: Payroll 1,251 Much FasterMaintenance, Repair, and Installation: Plumbing 1,183 Much FasterAnalysis: Data Visualization 1,159 Much FasterInformation Technology: Big Data 1,126 Much FasterFinance: Cash Management 1,048 Much FasterDesign: Animation and Game Design 1,023 Much FasterAnalysis: Data Science 859 Much Faster

8

Primary research with prospective students top line findings

9

Traditional (direct from high school) studentsSeniors N=417

10

Seniors: most plan bachelor or master level are we providing clear pathways early in the inquiry

process?

What would be your primary goal in taking college courses? – Select one Frequency Percent

Courses to gain a specific skill 40 10%

A certificate 4 1%

An associate's degree 15 4%

A bachelor's degree 192 46%

A master's degree or doctoral degree 155 37%

11

• Yes 48%• No 29%• Unsure 23%

Note: those who said “no” did not continue in the survey

Of the BA or MA planning: two thirds may consider starting at a community college

Would you consider starting at a community college or two year school to earn credit toward your bachelor's degree?

12

Also learning from professors; student life; confidence

Motivations: fulfilling career and financial independence

Often there are personal reasons you may seek to get a college degree or certificate. Which of the following personal factors if any, are motivations for you in getting your degree/certificate. (multiple

allowed)Frequency Percent

The degree will lead to a fulfilling job and career 155 33%The job/career will help you become financially independent 94 20%

You look forward to learning from faculty/professors who are experts in their field 76 16%

You look forward to college extracurricular/student life outside of the classroom (dorms, athletics, arts, events) 69 15%Having a degree adds to your self confidence 46 10%Faculty/professors mentor students 27 6%

Some other personal reason: [SPECIFY] 8 2%

13

Motivations, in their own words…

• I'll be the first out of my family to go to college

• Take care of my family through the money I make at my Job

• The degree will show the potential I have in certain subjects which can lead to more job opportunities for myself

• To help support my mom with payments

• To show certain people that i can be successful

14

Would you consider studying [program] at…?

Yes No Not sure

UCLA 73% 12% 15%University of Southern California 62% 15% 23%California State University Los Angeles 54% 19% 27%California State University Northridge 47% 18% 35%Santa Monica College 36% 29% 35%Pepperdine University 36% 27% 37%California State University Channel Islands 33% 35% 31%Los Angeles City College 24% 36% 40%Los Angeles Pierce College 21% 40% 39%California Lutheran University 20% 41% 38%Los Angeles Valley College 18% 41% 41%West Los Angeles College 18% 39% 44%Woodbury University 16% 40% 44%Los Angeles Mission College 16% 44% 40%West Coast University 12% 43% 45%Moorpark College 11% 45% 45%

One fifth would consider LAPC; about 40% unsure

15

• Looking for classroom or hybrid (on site and online) learning; morning or afternoon classes

• Motivated by obtaining a fulfilling career; financial independence; learning from professors; student life opportunities; gaining self confidence

• Highlight benefits of location; also academic and extracurricular variety• LAPC is somewhat known by name, but families may lack the depth of

knowledge as to offerings and true value• Continue to bring students and families to campus; always have an

admissions purpose for all groups• Counselors, teachers, visits to high schools are very important; how are we

targeting these influencers?Program planningChoosing “safe” majors; need more education and opportunities for exploration of areas in with high employer demand

Prospective traditional student summaryImportant messages: bachelor pathways; career outcomes and ties to credible

organizations (acceptance into UCLA, employers); quality education

16

Adult Student FindingsScreened for interest in attending college but not currently enrolled; must have at least high school diploma or GED; N=554

17

Adults: interest in course/skill; bachelor’s attainment; some associate or certificate

What would be your primary goal in taking college courses? – Select one Frequency Percent

Courses to gain a specific skill 203 37%

A certificate 82 15%

An associate's degree 93 17%

A bachelor's degree 160 29%

Other 16 3%

18

• Yes 81%• No 0• Unsure 19%

Of the bachelor planning adults: most would consider starting at a community college

Would you consider starting at a community college or two year school to earn credit toward your bachelor's degree?

19

Few wanted classroom only study

Adult: Ideally, what is your preferred mode of learning?Freq Percent

Combined online and/or classroom 296 54%Online only 117 21%Classroom/on site only 74 13%No preference 44 8%Don't know/unsure 21 4%

20

Career change; acquire skills; advancementAdult job related motivations

There are many ways earning a degree or certificate can enhance your job or career, which of the following job or career related opportunities apply to you as you consider getting a degree or certificate? Would you say… (SELECT ALL THAT APPLY)

Opportunity Frequency Percent

You want to change industries and seek a job at another organization or company 166 35%

You want to stay at your current position and gain needed skills 113 24%You want to stay at your organization/school/company but advance to another position 85 18%You want to stay in your industry and seek a job at another organization or company 77 16%Some other career reason 36 8%

21

Adult: Would you consider studying [program] at…?

Yes No Not sure

UCLA 56% 21% 23%University of Southern California 50% 23% 27%California State University Los Angeles 48% 26% 25%Los Angeles City College 40% 31% 29%California State University Northridge 39% 33% 28%Santa Monica College 35% 37% 29%West Los Angeles College 31% 38% 30%Pepperdine University 31% 39% 30%Los Angeles Valley College 29% 36% 35%Los Angeles Pierce College 29% 37% 34%Los Angeles Mission College 26% 39% 35%California State University Channel Islands 23% 42% 35%West Coast University 19% 42% 39%Moorpark College 17% 49% 34%California Lutheran University 17% 46% 37%Woodbury University 13% 46% 42%

One third would consider LAPC; another third were unsure

22

Prospective adult student summary• Plan course/skill or bachelor attainment—need clear pathways

and attainment course by course• Increase online and evening offerings• Show career change, skills attained, and advancement stories• Motivations: personal growth; increase in salary; self

confidence; and set example for family• Design web pages and advertising geared to adult learners;

SEO• This is a growing market with all types of competitors targeting

our students. Are we the best at serving adults? (hours of operation, services, convenience in registration, etc.)

Program planning• In some ways adults are more aware of emerging technology,

employer demand needs, but it would be good to emphasize options within fields

• Also important: provide timely response and connect to faculty within area of interest, long lead process

23

Focus group key findings

24

• 82 current students• 49 faculty or staff• A few high school counselors emailed feedback

Two days on campusMet with or heard from more than 130 individuals on

campus or via email

25

Overall, students are cared for and made to feel welcome LAPC is a great value for the money LAPC graduates are successful in their fields or at four‐year

school (accepted to UCLA, CSUN…) Location is very convenient for all types of students Students leaders are made at LAPC; including peer mentoring

success Parklike campus with a central walking mall; several updated

buildings and classrooms People who have made a difference in the lives of students

(see full report‐two pages of names staff and faculty); these stories need to be marketed

FG: Marketing Strengths

26

• Persistent perception barrier—only least academically prepared or no alternative go to a two‐year college

• First generation unfamiliar with college process, little help in high school or at home

• Professional certificates and degrees not as well known or promoted externally

• Lack of visibility and depth of knowledge among high school counselors

• Technology and infrastructure improvements needed: Wi‐Fi; website; student gathering places; restrooms…

• Advising and registration issues, wrong course order, lost applications, difficulty in booking help

• Students do not persist for life change, finances, course sequence and other reasons

• Students shop courses and programs at competitors

FG: Opportunities for LAPC

27

Break; next SWOT

28

Anne Monroe, Ph.D.Vice President, Recruitment Consulting ServicesJanuary 2019

LA Pierce College: SWOT Analysis and Enrollment Planning

29

The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.

Sir John Harvey‐Jones

The value of not planning

30

An enrollment plan should be consistent with your mission, vision, strategic plan and institutional goals.

Los Angeles Pierce College is a student‐centered educational institution that offers opportunities to achieve success in a diverse college community. The college dedicates its resources to assist students in identifying and reaching their educational, career, and personal goals. Our comprehensive curriculum and support services enable students to earn associate degrees and certificates, prepare for transfer, gain career and technical proficiency, and develop foundational skills. We serve our community by providing a variety of enrichment activities and opportunities for lifelong learning.

Review institutional mission and current strategic plan for the college

31

From LAPC Strategic Master Plan 2017 – 2021

• Engaging the Completion Agenda• Demonstrating Accountability• Cultivating Partnerships• Ensuring Student Success

Pierce College Goals

32

The relationship of ISP to SEP to Annual Planning

33

Annual PlanningStrong tactical plans have four main components

34

Phases of strategic enrollment planning

35

SWOT Analysis and Enrollment

36

Factors that help or hinder the college in reaching goals:• Driving forces are strengths

and opportunities• Restraining forces are

weaknesses and threats

Assess driving and restraining forces

37

SWOT Elements Defined

Strengths are existing internal characteristics – physical, human, and financial – that clearly contribute to institutional success and the achievement of enrollment goals.

Weaknesses are existing internal characteristics that detract from institutional success and the achievement of enrollment goals.

Opportunities are internal and external factors that have the potential to be developed into strengths.

Threats are external conditions that are obstacles to institutional success and achievement of enrollment goals.

38

Areas of Research and Data to consider

Environmental data

Competitor data

Market demand data

Institutional strength data

39

• Types of internal data we look at:• Analytics for key marketing efforts

• Response and engagement to web and communications

• Enrollment Funnel metrics and trends • Characteristics of entering class• PPRCG Rates• Academic program capacity and demand• Student outcomes (transfer and job

placement rates)• Student and Alumni Satisfaction Surveys• Market share and penetration rates• Sources of revenue (% tuition vs other

sources) and financial aid • Staffing and Resources• Internal Enrollment Policies and Processes

Compile and review institutional historical data

40

Examples of external data than can be utilized:• Local and Regional Demographic Trends

• HS Graduation Projections• Population Projections

• Economic Trends (employment rates)• Workforce demand, student interests and

program offerings• Brand perception and awareness• Lost admit/enrolled study• Competition analysis• Market demand analysis• Price sensitivity study• Information on possible disruptive

innovations

Sound data drives marketing and quality improvement efforts

41

Enrollment growth/demand generation strategies are typically organized according to quadrant on the strategic

enrollment growth matrix

42

Net re

venu

e pe

r stude

nt

D 1

D 2A significant shift in the demand curve provides

optionality (e.g., new markets, increased admits with little change in yield, new programs with strong drawing power)

Enrollment

In this environment, institutions needs to stimulate additional demand to grow or shape enrollment and

optimize net tuition revenue

43



44

• Improved demand generation to ensure market saturation and four‐channel direct marketing programs.

• Significant shifts in marketing spend from traditional categories to digital (typically 75% plus) with commensurate improvements to the institution’s website to make sure that, once traffic arrives on the site, leads are captured.

• Changes to scholarship and financial aid strategies based on new/revised data sets.• Guaranteed tuition plans.• Accelerated degree plans.• Inquiry management strategies.• Course management improvements; e.g., collaboration among colleges and

departments in course scheduling, degree plans, transfer articulation plans.• College‐wide recruitment coordination; i.e., making sure the central enrollment unit,

the colleges, and the departments are collaborating and working toward the same goals (often fueled by RCM budgeting).

• Strengthening marketing and recruitment to specific academic programs or career/academic program clusters (prospect through registration stages).

• Building a platform of retention interventions using predictive analytics.

Common market penetration strategies

45



46

Markets that are attracting a lot of interestTwenty‐somethings: Career changers and career

accelerators

47

• Transfer students (dual‐admission, financial incentives, program‐level articulation)

• Dual‐enrollment • Hispanic students • Military and military families• Specialty high schools • Targeting employers through more intentional business development activities

• Online students

Markets that are attracting a lot of interest (cont.)

48



49

Program:What we do well

– Authenticity

Identifying potential programs

Market Demand:What students and the job market want

– Relevance

Competition:Unoccupied market positions– Differentiation

50

We calculated the change over the last 5 years in the total number of degrees (e.g., bachelor’s) awarded and also the percentage change in the most recent year. Then we filtered on all programs and select any which has grown faster than *both* the overall 5‐year and 1‐year percentages.

Essentially, this means that the numbers of degrees awarded in these “high‐growth” programs are growing faster than the total population of people earning that degree level.

What are the largest, fastest growing programs according to IPEDS?

51

Certificates (less than one year) Awarded by all Postsecondary Institutions

CIP Code Description2011 ‐2012

2012 ‐2013

2013 ‐2014

2014 ‐2015

2015 ‐2016

Pct. Change over 5 years

Pct. Change over 1 year

48.0508 Welding Technology/Welder 12,204 13,337 16,374 20,116 22,261 82% 11%51.0904 Emergency Medical Technology/Technician (EMT Paramedic) 16,255 16,106 16,590 16,646 17,269 6% 4%52.0201 Business Administration and Management 7,539 8,932 10,969 14,600 17,038 126% 17%43.0107 Criminal Justice/Police Science 9,167 12,544 13,748 12,037 13,760 50% 14%51.1009 Phlebotomy Technician/Phlebotomist 6,956 6,912 7,587 7,528 7,906 14% 5%51.0716 Medical Administrative/Executive Assistant and Medical Secretary 4,438 4,625 5,560 5,653 6,298 42% 11%11.0101 Computer and Information Sciences 2,132 2,691 4,301 4,907 5,257 147% 7%46.0302 Electrician 4,030 3,750 4,933 4,884 5,192 29% 6%11.0901 Computer Systems Networking and Telecommunications 2,645 2,302 2,971 3,472 3,879 47% 12%52.0101 Business/Commerce 1,925 2,736 2,133 2,283 3,246 69% 42%52.0804 Financial Planning and Services 23 27 2,519 2,972 3,207 13843% 8%11.1001 Network and System Administration/Administrator 1,423 1,274 2,039 1,810 2,791 96% 54%47.0303 Industrial Mechanics and Maintenance Technology 1,704 1,401 1,937 2,308 2,677 57% 16%51.0000 Health Services/Allied Health/Health Sciences 1,062 1,151 1,634 2,089 2,619 147% 25%47.0605 Diesel Mechanics Technology/Technician 1,898 1,955 2,143 2,144 2,510 32% 17%43.0104 Criminal Justice/Safety Studies 1,815 1,711 1,847 2,217 2,361 30% 6%11.0201 Computer Programming/Programmer 779 946 1,311 1,546 2,090 168% 35%15.1301 Drafting and Design Technology/Technician 1,836 1,976 1,813 1,679 2,005 9% 19%47.0104 Computer Installation and Repair Technology/Technician 1,835 1,998 1,736 1,840 1,954 6% 6%52.0701 Entrepreneurship/Entrepreneurial Studies 950 1,189 1,376 1,565 1,899 100% 21%52.1001 Human Resources Management/Personnel Administration 909 945 1,010 1,306 1,765 94% 35%

Top 20 Certificate Programs ‐ IPEDS

52

A Situation Analysis. . .

• Provides an assessment of the current and projected strengths, weaknesses, opportunities and threats that need to addressed in the development of enrollment strategies.

• Should be based on both the best quantitative data that is available and the qualitative information and views of experienced environmental observers.

• Should relate to Key Performance Indicators and Goals that are identified in the planning process.

53

LA Pierce SWOT Analysis

54

• Historical enrollment trends – application trends, awards by degree type, diversity, PT/FT, gender, etc.

• FTE by term and as compared to other LA system schools

• Financial Aid awarded by student type and year• LAPC Student Survey Results for Online Courses• LAPC Media Preferences Survey Results• Enrollment Barriers Taskforce Survey LAPC• Focus group (RNL) with students, faculty, and staff• Individual Interviews (RNL) with LAPC Enrollment Staff

Data Utilized Internal

55

• RNL Competition & Perception Study – Traditional & Adult Prospective Students

• RNL (Burning Glass) Job Skill Demand Study• Census and demographic trends• Bureau of Labor Statistics• Focus group (RNL) with HS Guidance Counselors• Guided Pathways and CA Legislative Documents• Website Analysis (RNL with Google and Pingdom)• RNL Benchmarking and Best Practices Research• IPEDS/DOE• College Navigator

Data Utilized External

56

• LA Pierce is a great value for the cost.

• Convenient location to many students.

• Variety of (strong and unique) academic offerings.

• Strong outcomes (graduation/transfer) – graduates are successful in their fields (particularly in salaries earned after graduation).

• Faculty and staff truly care for students and they feel welcome.

LAPC Strengths Let’s Recognize What You do Well!!

57

Exemplar of Strengths

Pierce Graduation rates vs. Mission, Valley, West, Canyons & Santa Monica

Source: USDOE College Scorecard

“Peer Mentor Program supervisors are amazing, they make everything go smooth, see if you are upset, initiative ask you to attend events, help students socialize, each student is different, help as much people as they can” – from current student.

“Pierce offers a variety of programs that are not found on other campuses. Faculty, administration, and staff really care about student success and are always trying new ways of reaching out to students” – from faculty member.

58

• Website …. • Lack of strong communications system for incoming students (CRM) and

new SIS technology hampering efforts.• Enrollment staffing, organizational model & processes– disconnected

outreach, admissions, aid, testing, advising and onboarding – pathway for students isn’t paved well.

• Marketing collateral to support recruitment is weak – demonstrated by lack of awareness.

• Internal (some district) processes leave room for gaps – from interest to application to advising and registration.

• Course transferability – perception that courses don’t transfer as well as other institutions.

• Some academic programs are historically under‐enrolled/under‐awarded but still on the books.

LAPC Weaknesses How do we prioritize efforts for improvement?

59

Exemplar of Weaknesses

“There is a lot of information, but no systematic method of providing information to students and no tracking of prospective students” – LAPC Enrollment Barriers Taskforce

“Change the website: hard to navigate, I don’t even bother, portals not good” – current student

RNL Analysis (Google and Pingdom)• Non‐responsive site (meaning it doesn’t work well for

mobile users)• Cluttered navigation for prospective students• It is difficult to find a listing of academic programs• Content is organized by org chart, not user needs• Loading issues

60

Website‐ Apply Now? How?

• This is a daunting entryway into the application.

• Add content to describe the application process. Explain what they’ll need to have handy to complete the form. • Is there a fee? • Whom can they contact if they

have questions?

“Application is too long – can take 45 minutes to complete!” – LAPC Enrollment Barriers Task Force

61

Exemplar of Weaknesses“As a parent of a college and high school student, I can give firsthand feedback as to why students are not coming to Pierce. Many do not realize our high transfer rate. Those that want to go to UCLA choose SMC because they are so good at advertising their transfer rates to UCLA” – staff member.

“We do not do a good job with collateral – it is from individual offices that do their own printing and publications. There isn’t anything to give out except –steps to register (cardstock), or how to be a successful student checklist. We have many growing programs but nothing to give out – especially for adults.” ‐ staff member

Programs with fewer than 5 graduates since 2012 – LAPC Data

Computer Programming‐070710Equine Science‐010240Landscape Design and Maintenance‐010910Architecture and Architectural Technology‐020100Dramatic Arts‐100700Spanish‐110500Machining and Machine Tools ‐ 095630International Business and Trade‐050800Website Design and Development‐061430

62

• New SIS – more fully utilize capabilities for better communications and internal reporting mechanisms.

• Filling capacity in current academic programs.• New program offerings to meet market demand.• Guided Pathways Model coming on board – market from the

beginning especially with HS counselors.• Internal process improvements in the new student cycle to help with

conversion and yield.• Additional program offerings online as a modality – especially for

adults.• Business to education partnerships (think ASU and Starbucks).

LAPC Opportunities

63

Exemplar of Opportunities

RNL Research on Adult Students 2018

64

Exemplar of OpportunityOf traditional students who would not consider LAPC, why? Key Theme from RNL Research :‘Don’t know much about the school/unknown.’

Of adult students who would consider LAPC, why? Key Theme from RNL Research: ‘Not familiar, no reputation, not aware of the school.’

Traditional Student Information Sources

Adult Student Information Sources

65

• Perception that LA Pierce is only for unprepared or lower academic ability students. HS Counselors deter or lack proper knowledge.

• CA Legislative Policies – meant to help students but what about execution and implementation?

• New funding model implementation.• District choices impact what LA Pierce can do on its own.• Low tuition cap and higher costs of living – higher average net price.• Ongoing demographic changes – fewer HS graduates and increasing

population of Pell eligible and first generation students as a percentage.• Very low unemployment rates – how to still be a value to those who are

working?

LAPC Threats Need to mitigate or prepare for

66

Exemplar of Threats

“Only go here if you can’t go to a better college” – from student focus group

Avg. Net Price vs Valley, Mission, West LA, Canyons & Santa Monica

67

Exemplar of Threats“Most magnet students and parents turn their nose up to community colleges. My non‐magnet students really like the idea of going to Pierce.” – from HS Counselor

“There is no guarantee that the introduction of performance‐based funding would improve student outcomes”‐ PPIC

68

Preliminary Recommendations

69

Change can be either friend or foe… it is disturbing when it is done to us, exhilarating when it is done by us.

R.M. Kanter, The Change Master

70

• Reconsider the website from the ground up – non‐responsiveness, not mobile friendly, poor navigation, lack of SEO, serving too many users and none well, limited student engagement opportunities.

• Invest in a true Constituent Relationship Management (CRM) to provide a clear and streamlined enrollment process for new students to clear the ‘leaks’.

• Develop a well‐conceived and executed communications flow to students at the prospect, inquiry, application, completed application, next steps, advising and orientation/registration stages. • Once base is developed – segment based on markets (adults,

traditional, returners, local vs. out of district, etc.

Los Angeles Pierce CollegeRecommendations based on SWOT and Best Practices

71

• Re‐examine the organizational structure and function of key offices interacting with students with the eye to purposefully connect functions and processes with one another structurally vs. ‘just collaborate’.

• Systematically reduce barriers to enrollment and persistence (they are well identified by now). Create a structure/decision making body (EMC?) with authority and accountability to do so.

• Infuse messaging with clarity on pathways for transfer, outcomes attainment (jobs/transfer), value, flexibility.

• Add courses and degree programs online – consider additional programs in high market demand areas (sales, customer service, security, culinary, health tech areas). • Sunset programs with little to no interest or graduates in the past 5 years.

Los Angeles Pierce CollegeRecommendations based on SWOT and Best Practices

72

• Communicate launch and milestone dates• Make explicit linkages between the institutional strategic plan, the

strategic enrollment plan, and annual plans as appropriate• Integrate external data; i.e., academic demand trends, into strategies• Plan for impact on infrastructure and capacity limits• Keep key constituencies involved and up to date• Clarify the role of key players; i.e., vice president or dean of enrollment,

chief academic officer, chief financial officer, president• Be realistic about funding implications for the strategies developed• Link to the budget planning process

Plan Implementation essentials

73

QUESTIONS AND FEEDBACK

74

All material in this presentation, including text and images, is the property

of Ruffalo Noel Levitz. Permission is required to reproduce information.

ANNE MONROE, PhDVice President

[email protected] | toll free720.233.1843 | mobile