Looking In While Looking Out: Utilizing Internal and External Data Analysis to Drive Enrollment Strategy in Professional Graduate Programs, Dr. Brian Murphy Clinton & Rachael Denison

CONFERENCE ON ADULT LEARNER ENROLLMENT MANAGEMENT 2013

Looking In While Looking Out:

Dr. Brian Murphy Clinton & Rachael Denison

Utilizing Internal and External Data Analysis to Drive Enrollment Strategy in Professional Graduate Programs

July 16, 2013

LOOKING IN WHILE LOOKING OUT:UTILIZING INTERNAL AND EXTERNAL DATA ANALYSIS TO DRIVE ENROLLMENT

STRATEGY IN PROFESSIONAL GRADUATE PROGRAMS

A presentation for the 2013 Conference on Adult Learner Enrollment Management (CALEM)

July 16, 2013

Presenters:Dr. Brian Murphy Clinton

Rachael Denison

Northeastern University


About us

• Rachael Denison– Director of Enrollment Research, Strategy, and

Data Management• Northeastern University, College of Professional Studies

• Dr. Brian Murphy Clinton– Executive Director of Enrollment Management

• Northeastern University, College of Professional Studies


• Northeastern University (NU) / College of Professional Studies (CPS) Overview

• Why strategic planning• Who we are

– Research structure & responsibilities

• What we collect• Institutional research & internal data• Market research & external data

• What we do with it• Questions

Agenda


Northeastern University– 7 Colleges, 2 Schools

– 96 Undergraduate programs

– 158 Grad programs

– FT UG Students = 16,385

– FT GR Students = 4,202

– 139 countries represented

– Signature co-op program

– 45,000 undergraduate applications

– Boston, Charlotte,

Seattle, Online

College of Professional Studies (CPS)

– Associate, bachelor’s, master’s and doctoral degrees

– Practitioner-based degree programs

– Degree completion, pathways, and partnership programs

– 67 degrees offered online

– 4,000 undergraduate students

– 5,600 graduate students

– 1,000 English language and international pathway program students

About Northeastern – a top tier private research university

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Established in 1960 as a part-time undergraduate college

• Operated in nearly 15 metro Boston locations

1970s-1980s: One of the largest part-time private undergraduate colleges in the U.S.

• Introduction of graduate programs• Expansion into online learning

Exclusive focus on undergraduate programs until 2004…

• Large growth in professional master’s and doctoral degrees• Shift to degree-seeking students vs. casual course takers• Geographic diversification of student body• Growth in international student population

2004-Present

Evolution of CPS


Why a more strategic approach was necessary• Huge breadth of program offerings,

yet…– No agreed-upon strategy on the

priorities of the College– Limited understanding of the

strengths & weaknesses within program portfolio

– Heavy reliance on select strong performing programs and certain audiences to meet enrollment goals

– Minimal integration between academic and administrative units


In addition, a more competitive & complex marketplace

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New Regulatory DynamicsFederal, State, Accreditation

Mean Reversion: A Return to More Normal Growth Rates

A Mature Market: Large Numbers(Eduventures)

- Thousands of Colleges Active- +1 Million Net New Students Since 2008

- $25 Billion in Tuition Revenue

Entrance and Growth of Branded/Top-Ranked Competitors

- e.g., Stanford, UNC-Chapel Hill, Johns Hopkins, USC, Georgetown…

Emergence of Turnkey Vendor Models

For-Profit Share in Decline:Non-Profits Rising


Institutional Support & Investment in Research

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CPS Strategic Enrollment Research

• Collection, maintenance and analysis of institutional data for the college

• Inform policy development and decision-making: student acquisition, enrollment, and retention

• Academic program assessment

CPS Strategic Research & Planning

• Market research• Forecasting• Environmental

scanning• Competitor analysis• Degree program

launches

NU Office of Strategy and Market

Development

• An innovative, cross-functional strategy unit that serves the entire institution as an internal “think tank”

• Online and hybrid education delivery

• Regional campus exploration

• Curricular innovations

Support Strategic Planning Initiatives


Internal Data Collection

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Targeted program

assessmentsStudent surveys

Annual Program Reviews

Daily reporting and analysis

Student perceptions; outcomes; academic quality


Internal Lens: Targeted Program Assessments

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• Attempt to gain key info for marketing and recruitment purposes: Ideal student

profile Key associations,

companies, and conferences

Important geographic areas

Overarching Questions What is it that we want to do with this program? What are the needs for the degree program to be successful? Is additional research or information needed? If yes, what type of research or

information? What is the program’s potential based on?

• Periodic qualitative review of programs

• Administratively created, academically-led

• Assess programs in a variety of areas, including: Curriculum

strength Positioning in the

marketplace Ability for growth


Internal Lens: Student Surveys

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• Exit/Graduating students survey• Program-specific surveys• Student satisfaction• Stop-out/inactive student survey• Accept/Not Enrolled student survey


Market Demand

Market Attractiveness

Student Success

Financial Viability

Internal Lens: Annual Program Review

Twofold purpose:

1. To provide a general overview of CPS’ portfolio and highlight key areas for discussion

2. To examine CPS’ programs through an enrollment management lens and assess each program’s relative success in four areas (at right)

Critical part of developing an overall CPS Enrollment Management Strategy


Insight Sheet

Internal Lens: Annual Program Review


Internal Lens: Daily & Weekly reporting and analysis

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Leads Status, program, campus

Applications Status, program, domestic/international

Enrollments New/continuing, program, domestic/international

Credit Hours Budget area

Conversion & Yield Rates Lead/App, App Stages, App/Student

Retention Year 1 to year 2, Term 1 to term 2

Progress to Goal

& YoY

Trends


Market & External Research

Market Research

Deep analysis and due diligence leading to a decision


External lens: IPEDS Data a wealth of information

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Analyze degree conferrals year over year

• Better clarity on “competition’s” numbers

• Clarify whether the field is growing (proxy for market demand)


External Lens: Know the Competition / Harnessing the Internet

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ID main competitors & compare across a variety of parameters:• Tuition• Credit hours• Time to completion• Marketing and

positioning• Admission

requirements• Curriculum


External Lens: Labor Market DynamicsWhat is valuable to the market and employers?

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External Lens: Connecting workforce, the economy, companies and education

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SPS Application Services


Grow existing programs

Create new programs

Retire programs Reposition programs &

update curriculum

What do we do with all of this information?

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Example: Growing existing programs

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Guiding Research Question:

Which programs should the University launch at its new graduate campus in Seattle, WA?

Note: Internal and external analyses run in parallel.


Inte

rnal

dat

a: M

S in

Pr

ojec

t Man

agem

ent Curriculum strength/PMI

Accreditation

Program momentum & growth

Market demand

Retention, graduation rates & student satisfaction

Program capacity – room for growth


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“Product Development” Aligned with Localized Markets

Market Market Need/Gap & Competition Result

Seattle• Strong labor market need: 100+

employer interviews reflected this across industries

• NO traditional research-focused program

• State schools cannot create program as fast for the market

• NU would be ONLY PMI certified degree offered in state – unique value proposition

Tailor M.S. in Project Managementto local needs.

*through corporate partnerships and association memberships



Project Management in Seattle

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What’s next for us?

Robust retention analysis to identify predictors of success

Long-term enrollment & financial forecasting

Rigorous outcomes assessments of programs and courses

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Questions & Discussion


Please contact us for more information…

• Rachael Denison, Director of Enrollment Research, Strategy & Data Management– [email protected]

• Dr. Brian Murphy Clinton, Executive Director of Enrollment Management– [email protected]

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