Enabling continued innovation and financial strength through growing enrollment and enhancing Advancement.
i. Strategic Enrollment Council (SEC) formed. Reviewed historical data to determine goals/strategies to reach 1150 by 2025.
ii. “Brick-by-brick” initiatives under development.
iii. SEC alumni subcommittee increased engagement, correspondence with alumni parents, resulting in a 35% increase in applications and a 37% increase in enrolled legacy students for Fall 2021 compared to Fall 2019.
|2.B||Complete and promote a clear identity statement and “elevator speech” and key marketing messages that effectively communicate and serve as a “rallying cry” for who we are, what we do and why.|
Enhanced messaging and focus on value (Why Transy) and affordability (How Transy) including:
Enhanced messaging and focus on value and affordability) including:
|2.D||Implement a set of “stay local” initiatives to increase enrollment from Fayette and surrounding counties.|
Efforts to date have resulted in increased enrollment in Fayette and surrounding county. Additional initiatives include:
|2.E||Implement a set of “beyond Kentucky” initiatives (direct to Bluegrass, targeted zips).|
Completing this item is made more difficult due to COVID with restricted travel and greater reliance on digital outreach. Current initiatives include:
|2.F||Implement “48-hour admission decision” capabilities.||While working towards a 48-hour decision, Admissions began reviewing applications earlier and have offered admission decisions earlier and faster this year in previous cycles.|
|2.G||Increase community engagement through participation in organizations and events and establishing a Community Leaders Advisory Group (CLAG).|
Transylvania is actively taking steps to increase participation, including:
|2.H||Develop a plan and take steps needed for implementation of esports in 2021-22.||Coach hired and began work in May, esports arena nearing completion in Thomson Hall.|
|2.I||Enhance Advancement office capabilities to identify and work directly with broader bases of both major and potential donors.||Implemented a donor database management system that will result in significant budget savings as well as integrating data systems and tracking students from applicant to alumni.|
|2.J||Develop a plan and capacities for a major fundraising campaign to launch in 2021 with priorities on supporting scholarships and the results of the new strategic planning process.|
Several steps underway including:
|2.K||Complete strategic planning process and receive endorsement of BOT for new Strategic Focus||The Strategic Focus 2021-2024 elements received strong support from the campus community and was endorsed unanimously by the Board of Trustees on Oct. 23, 2020.|
Completed In progress