The Past and Future Tense of
Enrollment Management
Don Hossler
Senior Scholar, Center for Enrollment Research, Policy, & Practice
Rossier School of Education, University of Southern California
Bob Massa
Senior Vice President for Enrollment and Institutional Planning
Drew University
2016 ACT Enrollment Planners Conference
Overview of Key Themes and Sub-Themes
1. Price and Perceived Value
• For publics price set by legislators or boards based on budgetary
needs and not on demand or market realities
• States are placing more pressure on student accrued loan debt
• Perceived value ---Often, students and parents are looking for the
value of an “experience” but we need to convey specific outcomes
• We need to focus more on lifetime income.
• If the price (even a discounted price) is affordable, it's perceived value
will determine the family’s willingness to pay.
2. How Can Enrollment Managers Be
Catalysts for Change
• Too often enrollment managers are not at the table when key decision are
made.
• Crises too often drive decisions, but try to use them to help bring about
desirable changes.
• Enrollment managers need to build coalitions with faculty and other
administrators.
• Use research and data to make the case to faculty and academic
administrators about needed curricular change, and to identify new
programs that will help to attract and retain students
• We need to insert ourselves conversations about significant institutional
change, or it may not happen (or not quickly enough).
3. Regional Declines in Number of High
School Graduates
• South (including Texas) is the only region where the high school graduating
class grows. All other areas are declining or static. Largest growth is in the
Hispanic populations.
• Incomes static since 2000.
• How do we/can we scale down number of IHE’s, and develop more
academic partnerships?
• We need to look toward non-traditional students too.
• We need to undertake more market segmentation.
• Look to more international recruitment.
• Be proactive now, investing in market research, new programs, & cost
cutting in order to avoid larger expenses or problems in the future.
• If necessary, select something you do well and highlight distinctiveness.
4. Role of EM in Outcomes
• Career services could report to EM; Admissions and outcomes need
to be aligned
• Too many faculty don’t understand the importance of career
preparation
• Assign a career adviser (or life coach) in first year, just like academic
advisors.
• Career offices must take special care to serve those students in fields
that do not directly lead to a specific career and make sure they are
equipped with life skills and that they have Internships.
• Teach networking skills
5. Getting Buy-In
• EM must be in cabinet and represented in BOT committees – that
provides a platform for making the case for resources
• EM must have a good relationship with CFO
• EM must be seen as an investment in generating revenue – not as an
expense (just as Advancement is viewed)
• Enrollment managers must work with faculty on universities
committees and to use them as advisers to secure their support in
general, and then for our key strategies