Case Study:

The Challenge: Fragmented Strategy in a Post-Pandemic Landscape

A major University System comprising 26 public four-year institutions faced a critical turning point. Spanning four distinct sectors—from flagship Research institutions (56,000 students) to small State Colleges (1,700 students)—the system lacked a unified Strategic Enrollment Management (SEM) framework. Following pandemic-driven declines and the looming "demographic cliff," the System needed a way to drive growth without infringing upon the cherished autonomy of its diverse member institutions.

The Strategic Approach: The "Executive Workgroup" Model

To bridge the gap between System-level oversight and campus-level execution, a tiered collaborative structure was established:

• Sector-Led Governance: An "Executive Workgroup" of Chief Enrollment Officers (CEOs) was formed. These leaders represented each sector (Research, Comprehensive, State University, and State College), acting as conduits to lead their respective peer groups.
• The "Art & Science" of Enrollment: The project moved beyond mere revenue tracking (the science) to integrate SEM best practices (the art). This included market research, sophisticated conversion and yield techniques, and a focus on the student experience as a value proposition.
• The 30,000-Foot Framework: The plan was intentionally designed to provide high-level direction and System-level recommendations, allowing individual campuses to see their reflection in the strategy and build their own aligned SEM plans.

Strategic Levers: Hedging the Demographic Cliff

The plan prioritized diversifying the student pipeline to offset the projected decline in high-school graduates. Key focus areas included:

• Adult Learner Ecosystems: Recommendations focused on Credit for Prior Learning (CPL), virtual support services, and "after-hours" flexibility to accommodate non-traditional schedules.
• Military-Connected Pipelines: Standardizing credit evaluations for separating service members and fostering direct connections with local military bases.
• Technological Empowerment: The System transitioned into a "contract coordination agent," leveraging its collective bargaining power to secure best-in-class CRM pricing and, in some cases, funding technology for institutions that lacked the resources.



Results: Outpacing the National Market

The collaborative, non-prescriptive approach transformed the System’s trajectory:

• Unprecedented Enrollment Growth: The System realized a 14.26% increase in enrollment over three years, adding nearly 48,000 students since Fall 2022.
• Annual Velocity: Growth was sustained and compounded annually (Year 1: 3%; Year 2: 5.9%; Year 3: 4.8%).
• Institutional Alignment: Most member institutions now operate with their own SEM plans that align seamlessly with the System’s overarching priorities.
• Operational Clarity: The process clarified System-level expectations, leading to smarter policy-making and strategic investments in infrastructure that supported the unique mission of every campus.