Strategic Enrollment Management Plan 2024

STRATEGIC ENROLLMENT MANAGEMENT PLAN

I

t is with great enthusiasm that I introduce our new Strategic Enrollment Plan, a roadmap that will help guide our institution through the dynamic and ever-changing landscape of higher education. Brenau University’s distinctiveness as a private institution preparing a diverse student body for academic and professional success, and our ethos grounded in the Brenau Ideal guides our enrollment strategies with our broader institutional goals, fortifying that we not only attract and retain a diverse and talented student body, but also provide them with the resources and support needed to thrive academically and professionally.

The higher education landscape is more complex and competitive than ever before. Demographic shifts, perceptions of the value of a college degree, economic challenges, implications of artificial intelligence (AI) all influence student choices and form their expectations. This plan will help us better navigate these disruptive forces while staying true to the core values and mission of our institution, while embracing new revenue streams, innovation and community engagement.

Brenau University alumni forge extraordinary lives and careers largely due to their college experience and professional preparation they received while at our school. Concerns over social mobility and the real value of a college education still swirl in society and this plan highlights our collective commitment to student success, accessibility and positioning graduates for strong career paths.

As we begin our journey under the leadership of our new President, Dr. David L. Barnett, I am confident that this plan will position Brenau University for sustained growth and student success. Together, we will continue to build an institution that not only meets the needs of today’s students, but prepares them to be the leaders and innovators of tomorrow.

I am grateful for your ongoing support and commitment.

Warmly,

Nathan R. Goss Vice President Marketing and Enrollment Management

ENROLLMENT MANAGEMENT MISSION Brenau University’s marketing and enrollment management division strategically attracts and enrolls a qualified, talented and diverse student body to programs that are mission-centric, viable and market driven (University 2030 Strategic Plan Goal 2). The department promotes an inclusive, supportive, and engaging educational environment fostering student success, academic excellence, and lifelong learning serving the needs of our communities (University 2030 Strategic Plan Goal 3).

contents 4 GOALS 6

FIRST YEAR ENROLLMENT

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TRANSFER ENROLLMENT

­ Brenau is designated a Military Friendly institution. Graduate enrollment by either active duty service members, spouses of active duty, dependents of active duty, veterans, or spouses/dependents of veterans increased 13% in the past 5 years.

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GRADUATE ENROLLMENT

­ Growth in the overall graduate enrollment of 13% from AY 19/20 to AY 23/24

18 RECOMMENDATIONS

WHERE ARE WE GROWING? ­ First-generation students for our graduate programs have grown 10% in the past 5 years

­ Growth in Dual Enrollment of 110% from AY 19/20 to AY 23/24.

SEP PLAN GOALS GOAL

1

GOAL

2

GOAL

3

4

Continue to foster current and create new academic pathways to increase first-year student enrollment for on-ground or online matriculation.

Increase transfer enrollment through existing and new academic pathways with institutional or programmatic articulation agreements with strategic academic partners to enhance all undergraduate delivery platforms.

Create sustainable graduate program pathways for current Brenau undergraduate students by marketing 4+1, 3+2, and/or preferred standing for highly competitive fields of study.

60

NET TUITION REVENUE

40

Over the course of the next five years, this plan will help to create moderate aggregate enrollment growth 1.5-2% annually, resulting in net tuition revenue growth of approximately $7.5 million over the next five years.

Growing net tuition revenue in correspondence with enrollment growth is an integral part of this plan, for both online and on-campus student segments.

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20

10

0

23/24 24/25 25/26 26/27 27/28 28/29 ACADEMIC YEAR

Graduate

Undergraduate

Dual-Enrollment

FALL ENROLLMENT PROJECTION 4000 NUMBER OF STUDENTS

NET TUITION RATE

50

1.5-2% enrollment growth per year on average

3000 2000 1000

0

19/20

20/21

21/22

22/23

23/24

24/25

ACADEMIC YEAR

25/26 26/27

27/28 28/29

5

FIRST YEAR ENROLLMENT

OVERVIEW

Market forces related to challenging economic factors, society’s perception about the value of a college degree, lingering effects of the pandemic, increased competition and the looming demographic cliff demand flexibility and innovation in first-year student recruiting tactics, particularly considering the anticipated decline in high school graduation rates for the state of Georgia of -7.2% by 2030 and -8.84% by 2035. Focused efforts on increasing the yield for admitted students — while ensuring the academic profile, proper mix of residential status, and sufficient campus resources for every type of student — will position the university as an environment conducive to student success and a treasured college experience.

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GOAL

1

Continue to foster current and create new academic pathways for domestic and international students to increase first-year student enrollment for on-ground or online matriculation.

STRATEGY 1

Reimagining first-year territory assignments for Admission Counselors to focus efforts within the state of Georgia and the contiguous states that afford the greatest yield for enrollment potential.

85% of first-year applications are Georgia residents highlighting the necessity of in-state outreach.

STRATEGY 2

Proactive outreach with a dedicated Admissions Counselors for Brenau dual enrollment students at the Ivester Early College campus in order to attract, cultivate, and matriculate a cohort of students each fall for academic program admission.

STRATEGY 3

Positioning and marketing the Associate of Arts Business degree for first-year online students who qualify as first-generation college students.

STRATEGY 4

Leveraging the Brenau Promise program to address issues of affordability and accessibility for high-achieving and high-need students in the state of Georgia.

STRATEGY 5

Expand geographic representation of international students through strategic marketing of Miller Institute programs in central and east Asia.

OUTCOME

Increase first-year enrollment for both on-ground and online modalities 2% each academic year.

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FA

2 L L

0 24

89% Incoming, first-year students were GEORGIA RESIDENTS

6%

20%

2019

2024

Expand efforts to grow dual enrollment as a pathway to full-time undergraduate matriculation.

Dual enrollment has INCREASED FROM 6% OF BRENAU’S TOTAL UNDERGRADUATE ENROLLMENT TO 20% in just five years

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FIRST-YEAR INITIATIVES FOR BRENAU COLLEGES College of Business & Communication Repositioning the Associate of Arts Business degree program under the College of Business and Communication for online students matriculating to Brenau University, lessening time to degree completion and ease of transfer for baccalaureate level program.

Business and management continue to be one of the most sought-after programs for international (F1 visa) students according to the latest report by Studyportals. Leveraging existing and new relationships with our agent partners, the GICA Study Private Study Georgia initiative, and foreign government connections to grow under-enrolled programs will be key.

College of Education Establishment of TigerEd Day which will serve as a college preview opportunity for first year students and their families. The event will highlight the distinctiveness of Brenau’s programs, careers in the education field, and engagement with faculty.

College of Fine Arts and Humanities Creation of departmental Slate portals allowing for faculty to inquiry/applicant engagement as well as clarity in scholarship awarding strategies.

Ivester College of Health Sciences Promoting health science programs such as the Direct Entry BSN major within local secondary school chapters of the Health Occupations Students of America (HOSA).

9

TRANSFER ENROLLMENT

OVERVIEW

Transfer students are an integral part of our student enrollment. This vital student population will help stabilize future enrollment trends, especially in light of the much anticipated demographic cliff with high school graduation rates expected to soften in 2026. Continuing to offer online options for mission- and market-driven degree programs will be essential in helping to diversify alternative student audiences.

According to the 2023 IPEDS data, 3.1 million undergraduate students — the majority of whom were transfer students — opted to enroll in fully online courses. Additionally, for the past five years, Brenau has developed key academic pathways for on-ground transfer students through strategic articulation agreements with the Technical College System of Georgia helping to attract and streamline the application and course credit transfer process for students.

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GOAL

2

Increase transfer enrollment through new and existing academic pathways with institutional or programmatic articulation agreements with strategic academic partners.

STRATEGY 1

Assign two dedicated Admission Counselors for the transfer student population - one for pre-nursing/ nursing students and one for all other academic programs.

STRATEGY 2

Consistent recruitment presence and collaboration at partner schools for faculty and student engagement through existing academic pathways.

STRATEGY 3

Collaborating with the Executive Director of Academic Initiatives and Student Success and our partner retention team, enhancing online transfer student retention efforts through targeted outreach regarding academic support, career services, financial aid intervention, and student resources.

OUTCOME

Increase transfer enrollment for both on-ground and online modalities 2% each academic year. Brenau University has program articulation agreements with three of the four top sending technical colleges in North Georgia.

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58% Transfer applicants were GEORGIA RESIDENTS for fall ‘23

55% Georgia students ENROLLED EITHER EXCLUSIVELY OR PARTIALLY IN ONLINE COURSEWORK, according to the National Center for Education Statistics

38% Brenau undergraduate students ENROLLED IN AN ONLINE MODALITY for AY 23-24

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TRANSFER INITIATIVES FOR BRENAU COLLEGES College of Business & Communication Collaboration with faculty for on-campus recruiting activities with academic partners that have existing or potentially new articulation agreements for students wanting to transfer to Brenau for business or communications related degrees.

College of Education Tiger TEACH program for Hall employees seeking teacher certification through Brenau’s online education program. Custom Special Education program(s) with Forsyth County to address critical shortages in their county schools.

College of Fine Arts & Humanities Cultivate our existing partnerships with the Georgia Technical College System Interiors program for our BA Interior Design degree.

Ivester College of Health Sciences Explore academic pathways with the Technical College System of Georgia’s Associate of Science in Nursing program to matriculate transfer students in either our BSN or MSN/DNP degree programs.

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GRADUATE ENROLLMENT

OVERVIEW

Brenau University is a unique institution in that more than 50% of our annual enrollments are in graduate-level degree programs in the Sydney O. Smith Jr. Graduate School. Our graduate students are nearly evenly split between our on-ground and online modalities, showcasing Brenau’s unique ability to facilitate programs in an accessible format, no matter where the courses take place. Marketing to our current undergraduate student populations about the features and benefits of a Brenau graduate degree will be an important component of our cultivation strategy of qualified candidates.

Showcasing our professional licensure programs and 4+1 or 3+2 pathways for Brenau undergraduate students can serve to establish a sustainable pipeline of qualified applicants for our graduate programs.

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GOAL

3

STRATEGY 1

STRATEGY 2

STRATEGY 3

OUTCOME

Create sustainable graduate program pathways for current Brenau undergraduate students by marketing 4+1, 3+2 and/or preferred standing for highly competitive fields of study.

Creation of a targeted marketing, recruitment and academic advising strategy towards currently enrolled Brenau University students - on-ground and online - for student persistence towards graduate program opportunities at Brenau University.

Creation of articulation agreements for academic pathways and focused outreach with other four-year institutions and local/regional business organizations for select graduate programs.

Enhance graduate student engagement experiences and on-campus housing options through a coordinated and targeted outreach regarding academic support, career services, financial aid intervention, and student resources.

Position and market graduate program opportunities to current Brenau undergraduate students in an effort to establish an additional sustainable pipeline for enrollment growth

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FA

L

0 24 2 L

44% Graduate enrollment was for ONLINE PROGRAMS

38% 51% 2019

2024

Over the past five years, graduate enrollment has INCREASED FROM 38% OF TOTAL UNIVERSITY ENROLLMENT TO 51% of total university enrollment in AY 23-24

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GRADUATE INITIATIVES FOR BRENAU COLLEGES College of Business & Communication Coordinated outreach and marketing campaign targeting community partners and alumni to promote the revamped program - The Executive MBA for Women - at a local and regional level.

College of Education Tiger TEACH program for Hall and Forsyth County School bachelor degree level employees seeking teacher certification through the Master of Arts education program. Coordinated marketing campaign with Hall County Schools for the promotion of add-on education endorsements.

College of Fine Arts & Humanities Ensuring coordination with the Assistant Dean and our recruiting partner for the Master of Arts Interior Design program is effectively marketed and positioned with prospective and current Interior Design students will be critical to attracting right-fit students, while growing the program in a structured approach.

Ivester College of Health Sciences

In collaboration with Department Chairs/Faculty, the Graduate Admissions office will regularly conduct personalized campus tours, Open House events, and Preview Days for select programs at our North Atlanta, Brenau East, Lynn J. Darby School, and Downtown Center campus sites with prospective students.

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GENDER

23/24 GROWING BROAD STUDENT APPEAL 92% 8%

83% 17%

Undergraduate

RACE

40%

20%

FEMALE

Graduate

15%

3%

MALE

7%

4% 8%

WHITE

45%

HISPANIC

36%

22%

BLACK

ASIAN OTHER

Undergraduate

Graduate

CAMPUS

1% 38%

28%

45%

61%

ONLINE

27% Undergraduate

GAINESVILLE

NORTH ATLANTA

Graduate

FIRST-GEN & SOCIAL MOBILITY NON FIRST-GEN FIRST-GEN

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60% 40%

43% 57%

Undergraduate

Graduate

The growing trend of first-generation students for both our undergraduate and graduate programs, positions Brenau University to continue to contribute to a more educated workforce helping local and regional economies. This also aligns with university’s 2030 Strategic Plan Goal #3 in creating a diverse and inclusive educational community, welcoming students from all backgrounds.

RECOMMENDATIONS & SUMMARY ­ In response to the rising cost of living in the region, Brenau University has the opportunity to further develop affordable housing options for the growing graduate student population. ­ Enhancing the applicant user journey for all student types through innovative applicant portals that span the recruitment life cycle in an effort to create a seamless transition to student life. ­ Promoting graduate program opportunities to current undergraduate students of Brenau University through targeted communications and campus events in order to augment the student experience and their professional and academic preparation.

ACKNOWLEDGEMENTS I am grateful to all the individuals who have offered their input and supported me during the completion of this plan.

Dr. David L. Barnett, President Dr. Jim Eck, Provost Toby Hinton, VP Finance Dr. Gale Starich, Dean Dr. Kelley Brock-Simmons, Dean Dr. Shatrela Washington-Hubbard, Dean Dr. Andrea Birch, Dean Dr. Heather Ross, Associate Dean Michael Kleeman, Assistant Dean

I am deeply thankful for the data analysis and support of Claudia George, Director of IR

Special thanks to the input and creative talents of the Marketing and Enrollment Management Division.

Dr. Jamie Cushway

Brandon Dudley

Allen Phillips

Donna Gibson

AJ Reynolds

Michael McPeek

Rhett Sapough

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