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Slide 2

Outline of Presentation

Introductory Remarks

About Northeastern University

Strategic Enrollment Management the necessary

ingredients

Concluding Comments


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Slide 3

About Northeastern

Northeastern University is a private, urban, research university,

located in the heart of Bostons Back Bay

A leader in practice oriented education

NU enrolls approximately 19,000 full and part-time undergraduate,

4,500 graduate and professional students On campus population 7,400

9 new residence halls in 7 years

Frosh planning to live with parents: 32% (1992) 6% (2004)

Northeasterns neighbors include the Museum of Fine Arts, the

Boston Symphony Orchestra, the Huntington Theatre Company,and the New England Conservatory

Fenway park


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Slide 4

NU


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Slide 5

The Fall 2005 Freshman Class

25,467: Applications for 2,800 places

1,225: Mean SAT score

47%: Acceptance rate

66%: Freshmen from outside Massachusetts

70th: Selectivity Rank in US News (2006 edition)

115th: US News Ranking (2006 edition)


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Slide 6

Enrolled Freshmen Mean SAT

10521110

1225

984

400

500

600

700

800

900

1000

1100

1200

1300

1990 1995 2000 2005


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Slide 7

Freshmen-to-Sophomore

Retention Rate

70.0%75.0%

78.8%84.0%

90.0%

0%

20%

40%

60%

80%

100%

1992 1995 1998 2002 2005


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Slide 8

Six Year Graduation Rate

40.2%

52.7%

61.0%

72.0%

0%

20%

40%

60%

80%

100%

1990 1995 2000-Proj 2005-Proj.


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Slide 9

EMSA Organizational Chart


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Slide 10

Whats the Goal of

Enrollment Management?Reach your aspirations around the students you

attract (recruitment)

Reach your aspirations around level ofperformance of your students (retention)

Look forbestways to achieve your aspiration

(strategy and performance)


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Slide 11

Multiple Levels of EnrollmentManagement

Continuous

Evaluation

Strategic

Tactical

Communication/Collaboration

Structural

Organizational alignment

System support

Information management tools

Research

Planning model

Revenue forecastGoals and Outcomes

Marketing plans; territory selectionEvent, program and service plan

Conversion plans

FA leveraging model

Retention plan

Market position and trends

Price and net price

Strategic indicators to influence

Changing student expectations

Competition

Goals and KPIs

Performance evaluations

Student evaluations


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Slide 12

The Necessary Ingredients

1. An integrated Enrollment Planningprocess

2. Invest in Research

3. Clear idea of brand, value, marketposition

4. Establish clear, measurable goals &benchmarks

5. Track and monitor regularly


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Slide 13

An Integrated Enrollment

Planning ProcessStrategic

Integrated part of University planning

Defined within the academic context of the

institutionComprehensive in its approach to

enrollment: Identification

Recruitment

Retention

Delivery

Evaluation


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Slide 14

An Integrated Enrollment

Planning ProcessSustains long term health of the organization

Well articulated goals that hang together andrecognize compromises a process of

optimizationFeasible

Institutionally supported (not consensus)

Have a plan write it, present it, know how to

measure it, and prepare to adjust it - the 80/20Rule

Have a long term and short term view &tracking mechanism


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Slide 15

STUDENT CENTERED

Goal 7 To retain undergraduate and graduate students at a level commensuratewith a high

quality, nationally recognized private university.

Measure

Attain freshman rate of 89% by

04, 90% by 05; remain minimum

of 90%

Attain a six-year graduation rate

of 60% by 2004, 62% by 05, 64%

by 06, 66% by 07, 68% by 08,

and 70% by 09

Context

Graduation rate in 2003was

60%; Freshman rate was 87%

59%

Status

Model predicts

reaching FY04 level

NU SEM Plan Example Long Term


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Slide 16




3. Clear idea of brand, value, market

position4. Establish clear, measurable goals &

benchmarks



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Slide 17

Framework for EM Research

A Competitive Context

Research

External Internal

Demo/Economic

ContextMarket/Competitors

Funnel

Pop to Applicants

Funnel

Apps to Enrolled

Funnel

Enrolled to Alumni


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Slide 18

Market/Competitors

Sources of Information ASQ

Reports

Electronic file with individual student data

US News

Readily available, already compiled (and availableelectronically), widely understood

IPEDS

Institutional characteristics

Enrollments

Degrees conferred

Finance

Faculty salaries


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Slide 19








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Slide 20

Competitive Landscape

2001 2004 Abs Chg % ChgPublic Univ Tier 4 88 50 -38 -43%

Priv Univ Tier 4 34 25 -9 -26%

Northeastern 2,234 2,058 -176 -8%

Priv Univ Tier 3 72 72 0 0%

Public Univ 51-129 808 824 16 2%

Public Univ Tier 3 178 182 4 2%

Total 5,314 5,741 427 8%

Priv. Univ Rank 26-75 1,286 1,645 359 28%

Priv. Univ Rank 76-129 163 209 46 28%

Public Univ Top 50 149 220 71 48%

Priv. Univ Rank 1-25 302 456 154 51%


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Slide 21

Competitor ChronicleType of Institution: Private

Religious Affiliation: None

Founded: 1839

Academic Calendar: Semester

Setting: Urban

Carnegie Classification: Doctoral/Research-Extensive

NU Competitor Group: Core; Lucky Thirteen

2005 Ed. 2006 ed.

Ranking 56 60

Peer Assessment 3.4 3.3

Undergraduate Enrollment 17,682 17,740

Admissions 2005 Ed. 2006 ed. Expenses 2005 Ed. 2006 ed.

Applicants 29,356 28,240 Tution (Private or In State) $30,402 $31,966

Accepts 15,191 15,660 Out of State (if applicable)

Accept Rate 51.7% 55.5% Room & Board $9,680 $10,080

Enrolled 3,961 4,352

Yield Rate 26.1% 27.8%Financial Aid

Top 10% 60% 60% Applied for Aid 51% 51%

Top 25% 92% 92% Students with Need 47% 46%

Top 50% 100% 100% Students with Need Met 50% 51%

Students Receiving Pell Grant - 11%

Mean GPA 3.50 3.50

Median SAT 1300 1300 Average Aid Package $25,338 $26,687

Middle 50% SAT 1220 - 1380 1210 - 1390 % Awarded 47% 46%

Submitting SAT 97% 97%

Average Need Based Grant $16,953 $17,748

Median ACT 28 28 % Awarded 44% 43%

Middle 50% ACT 25 - 30 26 - 30

Submitting ACT 24% 24% Average Self Help Aid $5,921 $5,928

% Awarded 43% 42%

Early Decision Offered Yes Yes

Early Decision Accept Rate 50% 47% Average Merit Award $14,324 $13,403Early Action Offered No No % Awarded 13% 8%

Early Action Accept Rate n./a n./a

% of Freshmen Enrolled from Early Action/Decision 5% n/a Average Athletic Award $28,275 $31,605

% Awarded 1% 1%

Enrollment Average Indebtedness $17,535 $17,186

Full Time 92% 92% % that have Borrowed 59% 59%

Part Time 8% 8%

X University


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Slide 22

Brand, Value, Market Position

PriceNet

QualityPerceivedValue !


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Slide 23

Brand, Value, Market Position

Perceived BenefitsCoop

Academics

Location

Size

Campus

Social Amenities

Athletics

CostsTuition-setting policy

Financial aid policy

Factors influencing family

finances

Legislative changes

EM Outcomes are determined by perceived

net benefits of your institution

NB = (BNU CNU)


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Slide 24








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Slide 25

1050

1100

1150

1200

1250

1300

2000 2001 2002 2003 2004 2005 2006 2007 2008

NU

Lucky 13

Public

Private

Mean SAT vs. Lucky 13 and

Top 57 Cross Admits


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Slide 26Largest Differences Below All

Institutions(ACUHO 2005)

Diff. Gap

Hall Services: Cable TV -1.34

Hall Services: Telephone services

-1.14Hall Services: Postal services -.66

Hall Services: Information desk services -.51

Hall Services: Vending services -.48

Hall Environment: Temperature regulation in room -.31Hall Facilities: Attitude of cleaning staff -.28

Hall Facilities: Study facilities in residence hall -.27


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Slide 27








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Slide 28

Institutional Levers

Admit? (yes/no)

Financial Aid

The Black Box Institutional

Goals/Outcomes

Profile

S.O.C.

Discount

Program Mix

Retention

Regional Mix

(Student/Parent

Decisions)

The Challenge

Human capital theory: Calculate

utility of expected net benefits

from each institution in choice

set:Uj(Yj - Cj) for j=1,,JChoose institution that maximizes

Uj(Yj - Cj) (from R.Toutkousian)


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Slide 30

Concluding Comments

Invest in Research

Problem Options Strategy

Adopt Evaluate Adjust

Step back dont lose the big picture

Stay close to key performance determinants

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