1. SEEING THE STRATEGIC PICTURE BY BLENDING EXTERNAL AND INTERNAL ANALYSIS: COMPREHENSIVE SEM PRINCIPLES TO DRIVE ENROLLMENT IN PROFESSIONAL GRADUATE PROGRAMS A presentation for the 22 st annual AACRAO Strategic Enrollment Management Conference Presenters: Rachael Denison Seema Mishra Dr. Brian Murphy Clinton

2. Introductions/About us Rachael Denison, Director of Enrollment Research, Strategy, and Data Management –Northeastern University, College of Professional Studies Seema Mishra, Strategy and Market Development Officer –Northeastern University, Office of Strategy and Market Development Dr. Brian Murphy Clinton, Executive Director of Enrollment Management –Northeastern University, College of Professional Studies

3. Agenda Northeastern University (NU) / College of Professional Studies (CPS) Overview Organizational Structure (for data units) Example #1: Growth of enrollments in existing program Example #2: Program elimination; reallocation of resources Example #3: New Program Development Summary – ongoing application of internal/external research model

4. About Northeastern – a top tier private research university Northeastern University –8 Colleges, 1 School –94 Undergraduate programs –169 Grad programs –FT UG Students = 15,699 –FT GR Students = 3,539 –125 countries represented –Signature co-op program –45,000 applications –Boston, Charlotte, Seattle, Online College of Professional Studies –Associate, bachelor’s, master’s and doctoral degrees –Practitioner-based degree programs –67 degrees offered online –4,700 undergraduate students –4,600 graduate students –Degree completion, pathways, and partnership programs 4

5. Evolution of CPS 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

6. Agenda NU/CPS Overview →Organizational Structure (for data units) Example #1: Growth of enrollments in existing program Example #2: Program elimination; reallocation of resources Example #3: New Program Development Summary – ongoing application of internal/external research model

7. Organizational Structure: 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 Support short-term and long-term strategic planning initiatives 7

8. Organizational Structure: Office of Strategy and Market Development 8 An innovative, cross-functional strategy unit that serves the entire institution as an internal “think tank” Online and hybrid education delivery Regional campus exploration International markets and diversification Curricular innovations Office of Strategy and Market Development

9. Agenda NU/CPS Overview Organizational Structure (for data units) →Example #1: Growth of enrollments in existing programs Example #2: Program elimination; reallocation of resources Example #3: New Program Development Summary – ongoing application of internal/external research model

10. Example 1: Growing existing programs 10 Guiding Research Question: Which programs should the University launch at it’s new graduate campuses in Charlotte, NC and Seattle, WA? Note: Internal and External analyses run in parallel.

11. Example 1: Internal Research Annual Program Review Market Demand Market Attractiveness Student Success Financial Viability 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 Critical part of developing an overall CPS Enrollment Management Strategy

12. Market Demand & Attractiveness Average applications per year Application growth Average inquiries per year Conversion rate Yield rate New student growth by market Student Success & Financial Viability Retention rate Active students Gross annual tuition revenue Average annual revenue per student Average annual cost per student Contribution percentage Cost per credit hour 12 Example 1: Internal Research Annual Program Review

13. Insight Sheet

14. 14 External Lens Program(s) to be Offered in Region Consumer Demand Survey Economic and Labor Market Research Regulatory require- ments Business & Economic Dev Community Associations & Conferences Test Marketing Competitor Analyses Deep analysis and due diligence leading to a decision.

15. 15 “Product Development” Aligned with Localized Markets

16. Example 1: Outcomes 16

17. Agenda NU/CPS Overview Organizational Structure (for data units) Example #1: Growth of enrollments in existing program →Example #2: Program elimination; reallocation of resources Example #3: New Program Development Summary – ongoing application of internal/external research model

18. Example 2: Program elimination; reallocation of resources 18 Guiding Research Question: Should we invest resources to launch an MS in Hospitality Administration program?

19. Example 2: Program elimination/Resource Allocation Internal Research Feedback from enrollment coaches and recruiters Comparison with prior program launches Leads Conversion rates Application Numbers Market Demand & Attractiveness Benchmarks Anecdotal Information 19

20. Example 2: Hospitality Administration Secondary market research techniques overlaid with expert interviews and internal analysis help shape the decision 20 DOE data (IPEDS) Investigate the competition Current labor market dynamics Expert Interviews Internal Analysis Go / No Go

21. Example 2: Hospitality Administration IPEDS Data: DOE has wealth of information 21 The Department of Education has information on degree conferrals year over year. Analyze this information! Better clarity on your “competition’s” numbers Clarify whether the field is growing (proxy for market demand)

22. Example 2: Hospitality Administration Know the Competition: Harnessing the Internet 22 Compiled a database of main competitors and compared across a variety of parameters: Tuition Credit hours Time to completion Marketing and positioning Admission requirements Curriculum

23. Example 2: Hospitality Administration Labor Market Dynamics: What is valuable to the market and employers? 23

24. Example 2: Hospitality Administration More labor and education dynamics and the data that informs it 24

25. Example 2: Hospitality Administration Key findings – what the research tells us Small market, not growing at a fast pace NU has no pre-existing footprint – competition is strong Interviews indicated value for graduate education was mixed. –Supplemental survey information on employer tuition reimbursement indicated a low opportunity Market test revealed few hits/interest in program Curricular elements need to be distinguishable from competition 25

26. Example 2: Outcomes 26

27. Agenda NU/CPS Overview Organizational Structure (for data units) Example #1: Growth of enrollments in existing program Example #2: Program elimination; reallocation of resources →Example #3: New Program Development Summary – ongoing application of internal/external research model

28. Example 3: New Program Development Internal Research 28 20 new graduate programs were introduced 4-6 years ago 1,500 new students last year 20 new graduate programs were introduced 4-6 years ago 1,500 new students last year

29. Example 3: New Program Development Internal Research 29

30. Example 3: New Program Development Market Research Because of the demonstrated need for this intelligence, CPS created an in-house capacity and increased vendor support. The Office of Strategy and Market Development continues to offer consultative support. 30 Degree Development Team Idea generation Team membership is across CPS (marketing, Associate Deans, Regulatory, Research) Strategic Research Work Each functional area then takes on responsibilities to conduct research (broad based market views to discover trends) Internal + External Research Brought to internal team for decision making Senior Management Team Approval Final go/no go depending on research and viability Faculty Senate Launch! Degree Development Process Now in Place

31. Summary: If it’s good enough for donuts… it’s good enough for us! 31 Don’t be one-sided in your data analysis On-going process that must be constantly changed Create a culture of data- informed decision making in all areas of the organization

32. Helpful websites/resources 32

33. Please contact us for more information… Rachael Denison, Director-Enrollment Research, Strategy & Data Management –r.denison@neu.edu; 617.373.5449 Seema Mishra, Strategy and Market Development Officer –s.mishra@neu.edu; 617.835.4850 (cell) Brian Murphy Clinton, Executive Director of Enrollment Management, CPS –b.murphyclinton@neu.edu 33