Developing Institutional Leaders, Improving Campus Climate, and
The Times They are a Changin’: Imperatives for Remodeling Community College Enrollment Management Barbara J. Keener, Core Faculty Higher Education Leadership Capella University Dale F. Campbell, Professor and Director Community College Leadership Program University of Florida
Overview of Remodeling Enrollment Management Forecasts Affecting Strategic Planning The Leadership Gap New Work Profile for Enrollment Management & Registrars Succession Planning and Development Implications for Remodeling
Forecasts for Converging Trends Increasing Importance of Enrollment Management Demographic Shifts: A Changing Student Population Cultural Changes in Higher Education Decrease of Public Support for Higher Education Increased Accountability by Policy Makers and Consumers Aligning Recruitment with Institutional Mission Changing Role of Admissions and Records/Registrars 4 Year Private Universities Outspend Community Colleges by 28 Times and Public Universities by 4 times to Recruit a Single Student
Demographic Shifts: Changing Student Population
“Boomlet” or “Tidal Wave II” – Between 1995 & 2012 – High School Graduation Growth – 3.2 million by 20089 31% in West 10% in North-Central 17% in Northeast 23% in South – In the West more than ½ will be non-white By 2010 6.5 million students will be over 25 approximately 40% By 2015 10% will be enrolled in Private-for Profit Colleges Competition will become greater for these students because of decreasing public support and increase of Private for Profit and Online learning
Cultural Changes in Higher Education Widely discussed and debated migration towards students as customers – Legislative Action to Limit Tuition Growth – Vouchers in Colorado Potential Erosion of Financial Aid Dramatic Increase in Tuition Costs Decrease in Public Support and Portfolio Earnings 12-15% of all Learners fully online by 2015 College Rankings In US News Stimulates Competitions
Tuition Increase & Legislative Reaction • College tuition increase unprecedented– 234% increase in the 80’s and 90’s and rising • Financial Aid Caps and Fund Erosion proposed by Bush Administration • College pricing has increased lessening the affordability for low and middle income families • Increased accountability showing up in federal legislation
Projected Workforce Shortages by 2011 The U. S. economy will need 10 million more workers than will be available--Bureau of Labor Statistics 75 percent of current community college presidents will retire—Noah Brown, ACCT Skill shortages and leadership development will be two of the top challenges businesses will face next year-—Training Magazine
Bellwether Trends Impending Retirements of Presidents
11-15 Years 16%
7-10 Years 34%
16 or more Years 5%
1-3 Years 19%
4-6 Years 26%
Fundamental Changes Chief Administrators Retiring in the Next Five Years as Reported
Percent of Chief Administrators Retiring
by Presidents More than 50 percent
13%
26 to 50 percent
20%
11 to 25 percent
27%
6 to 10 percent
14%
5 percent or less
26%
0%
5%
10%
15%
20%
Percent of Respondents
25%
30%
Developing Leaders What are the knowledge, skills, abilities, and competencies required for leadership in the 21st Century?
Shortages in Administrative Positions PROJECTED RETIREMENTS 2006-2010 Administrative Staff 11-25%
26>50%
Academic Affairs 39% 13% (Dir. Learning Resources, Institutional Research, etc.) Student Affairs 31% (Registrar, Dir. Financial Aid, etc.) Business Affairs 29% (Dir. Accounting, Human Resources, etc.)
9%
10%
Campbell, D.F. (2006). “The New Leadership Gap: Shortages in Administrative Positions.” Community College Journal, Feb/Mar, 12.
The New Leadership Gap Work profiling session to discuss and identify the changing role of the registrar and the change in job objectives. Historically no clear career paths or opportunities for staff to explore moving into highly specialized positions like the registrar.
What Has Changed During the Past 30 Years?
Technology Issues Customer Service Orientation Student Expectations Faculty & Administration Expectations Limited Resources Enrollment Management Information Access & Confidentiality Accountability
Dean/Director of Enrollment Management and Registrar Assure quality internal and external customer service through measurement and results. Recruit, manage, and develop well-qualified staff. Create and environment where the team works collaboratively to achieve outcomes. Continuously improve the process of student recruitment and retention.
Closing the Gap: Succession Planning The Pending Leadership Deficit To Plan
Training
Position Ready? Yes
No
Assess Available Leadership Talent
Addressing the Future Is the internal workforce ready for the next level? How do institutions prepare for potential critical vacancies? Are there external means of identifying key individuals to fill critical vacancies?
Implications for Remodeling
Discussion
For Additional Information on Succession Planning & Development Succession Planning & Development Contact Dr. Dale F. Campbell, FuturesLeaders a Service of Assessment Technologies Group in Jacksonville, FL www.assessment-tech.com
Graduate Education in Enrollment Management Contact Dr. Barbara J. Keener, Capella University www.capella.edu
Overview of Remodeling Enrollment Management Forecasts Affecting Strategic Planning The Leadership Gap New Work Profile for Enrollment Management & Registrars Succession Planning and Development Implications for Remodeling
Forecasts for Converging Trends Increasing Importance of Enrollment Management Demographic Shifts: A Changing Student Population Cultural Changes in Higher Education Decrease of Public Support for Higher Education Increased Accountability by Policy Makers and Consumers Aligning Recruitment with Institutional Mission Changing Role of Admissions and Records/Registrars 4 Year Private Universities Outspend Community Colleges by 28 Times and Public Universities by 4 times to Recruit a Single Student
Demographic Shifts: Changing Student Population
“Boomlet” or “Tidal Wave II” – Between 1995 & 2012 – High School Graduation Growth – 3.2 million by 20089 31% in West 10% in North-Central 17% in Northeast 23% in South – In the West more than ½ will be non-white By 2010 6.5 million students will be over 25 approximately 40% By 2015 10% will be enrolled in Private-for Profit Colleges Competition will become greater for these students because of decreasing public support and increase of Private for Profit and Online learning
Cultural Changes in Higher Education Widely discussed and debated migration towards students as customers – Legislative Action to Limit Tuition Growth – Vouchers in Colorado Potential Erosion of Financial Aid Dramatic Increase in Tuition Costs Decrease in Public Support and Portfolio Earnings 12-15% of all Learners fully online by 2015 College Rankings In US News Stimulates Competitions
Tuition Increase & Legislative Reaction • College tuition increase unprecedented– 234% increase in the 80’s and 90’s and rising • Financial Aid Caps and Fund Erosion proposed by Bush Administration • College pricing has increased lessening the affordability for low and middle income families • Increased accountability showing up in federal legislation
Projected Workforce Shortages by 2011 The U. S. economy will need 10 million more workers than will be available--Bureau of Labor Statistics 75 percent of current community college presidents will retire—Noah Brown, ACCT Skill shortages and leadership development will be two of the top challenges businesses will face next year-—Training Magazine
Bellwether Trends Impending Retirements of Presidents
11-15 Years 16%
7-10 Years 34%
16 or more Years 5%
1-3 Years 19%
4-6 Years 26%
Fundamental Changes Chief Administrators Retiring in the Next Five Years as Reported
Percent of Chief Administrators Retiring
by Presidents More than 50 percent
13%
26 to 50 percent
20%
11 to 25 percent
27%
6 to 10 percent
14%
5 percent or less
26%
0%
5%
10%
15%
20%
Percent of Respondents
25%
30%
Developing Leaders What are the knowledge, skills, abilities, and competencies required for leadership in the 21st Century?
Shortages in Administrative Positions PROJECTED RETIREMENTS 2006-2010 Administrative Staff 11-25%
26>50%
Academic Affairs 39% 13% (Dir. Learning Resources, Institutional Research, etc.) Student Affairs 31% (Registrar, Dir. Financial Aid, etc.) Business Affairs 29% (Dir. Accounting, Human Resources, etc.)
9%
10%
Campbell, D.F. (2006). “The New Leadership Gap: Shortages in Administrative Positions.” Community College Journal, Feb/Mar, 12.
The New Leadership Gap Work profiling session to discuss and identify the changing role of the registrar and the change in job objectives. Historically no clear career paths or opportunities for staff to explore moving into highly specialized positions like the registrar.
What Has Changed During the Past 30 Years?
Technology Issues Customer Service Orientation Student Expectations Faculty & Administration Expectations Limited Resources Enrollment Management Information Access & Confidentiality Accountability
Dean/Director of Enrollment Management and Registrar Assure quality internal and external customer service through measurement and results. Recruit, manage, and develop well-qualified staff. Create and environment where the team works collaboratively to achieve outcomes. Continuously improve the process of student recruitment and retention.
Closing the Gap: Succession Planning The Pending Leadership Deficit To Plan
Training
Position Ready? Yes
No
Assess Available Leadership Talent
Addressing the Future Is the internal workforce ready for the next level? How do institutions prepare for potential critical vacancies? Are there external means of identifying key individuals to fill critical vacancies?
Implications for Remodeling
Discussion
For Additional Information on Succession Planning & Development Succession Planning & Development Contact Dr. Dale F. Campbell, FuturesLeaders a Service of Assessment Technologies Group in Jacksonville, FL www.assessment-tech.com
Graduate Education in Enrollment Management Contact Dr. Barbara J. Keener, Capella University www.capella.edu
