Interview with Diana Wu, Dean of Extension at UC Berkeley, about students’ choosing institutions based on level of support as much as (or more than) the institutional reputation.
While the higher education marketplace is becoming increasingly competitive, both analysts and leaders have suggested that elite, big-name universities are protected from the change. However, this is not necessarily the case. Although students still want to be aligned with big names, they have the same heightened expectations of the institution as learners industry-wide. In this interview, Diana Wu discusses these heightened expectations, and shares her thoughts on why big-name institutions are not immune from this industry shift.
Big Names Don’t Trump Good Service When it Comes to Student Satisfaction. Evolllution. March 16, 2015.
In 2012, University of Maryland University College (UMUC) created an Office of Analytics, comprising a team of 14 people. The office focuses on marketing, enrollment management, retention, service centers, financials, and executive and academic program dashboards. The office shares the four rules they follow and how UMUC benefits.
“We knew we had to take what we had left and invest in the priority: analytics.”
“Our approach is to demonstrate the ‘art of possible’ to the institution,” says Darren Catalano, VP of Analytics, “in other words, to make complex data simple.”
“Why one college created a full analytics office.” EAB Daily. November 4, 2015.
“This brief, based on conversations with over 150 higher education leaders across North America, analyzes the fundamental forces that will shape higher education over the next decade and highlights the strategies and competencies that colleges and universities will need to be successful.”
“Over the past decade, universities were able to grow revenue primarily by growing enrollment and increasing net tuition per student. But demographic and economic changes will make it increasingly difficult for all but a handful of institutions to grow tuition revenue at historic rates. Despite rising access rates, demographic projections suggest that the number of high school graduates will decline over the coming decade, leading to a dramatic drop-off in the overall rate of enrollment growth.”
- Nontraditional students will drive enrollment and revenue growth, not traditional student population (18-22 year olds).
- Need to invest in serving nontraditional students.
- Online and hybrid education can assist, but strategy should be driven by student needs, not external forces.
“Future Students, Future Revenues — Thriving in a Decade of Demographic Decline.” EAB report. April 13, 2014.