Guiding Objective #2

Enabling continued innovation and financial strength through growing enrollment and enhancing Advancement.

#	*ITEM*	STATUS	PROGRESS REPORT
2.A	Evaluate historical data, external data and trend analysis to establish enrollment goals for 2021 and beyond. Implement a set of “brick-by-brick” enrollment initiatives with specific goals and targets by major and cocurricular activities. Increase and enhance recruitment activity for legacy students.		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: New “Transylvania: An Excellent Value” landing page and scholarship calculator added to website. Increasing focus on Transy as Kentucky’s first college. Undertook SEO/social media/digital audit, implemented follow up recommendations. Exploring branding research as part of a larger research project for 2021. Presented on current brand pillars, strategic communications efforts during the May Board of Trustees meeting.
2.C	Complete and promote effective packaging of what we have to offer “from applicant to alumni” including specific outcomes of the Transylvania experience. Develop a plan to communicate the value of the Transylvania experience internally and externally.		Enhanced messaging and focus on value and affordability) including: Collecting and sharing more alumni outcomes. Transy Ambassador effort launching summer 2021. Added parent and families portal for prospective students in early April; enhancing communication capabilities to current parents in summer 2021.
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: Membership on Academies of Lexington board. Summer Ignite Program.
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: Working with Board of Regents, Alumni Board and coaches to identify and recruit students from key out-of-state markets. Awarding renewable out-of-state grants to help offset State lottery programs.
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: Community Engagement Survey completed and participation gaps identified. Drafting list of potential CLAG participants to invite to serve in fall 2021. Exploring potential opportunities through an emerging project from Leadership Lexington. President Lewis is serving board member Commerce Lexington, the Downtown Lexington Partnership and is participating in Leadership Kentucky. Formalizing additional partnerships locally and regionally. Summer Ignite Program.
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: Strategic Focus developed and adopted; now working to translate it into campaign priorities. Campaign readiness assessment well underway. Working with potential firms to explore potential engagement for campaign feasibility study.
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