Enabling continued innovation and financial strength through growing enrollment and enhancing Advancement.
# | ITEM | STATUS | PROGRESS REPORT |
2.A |
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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:
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2.C |
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Enhanced messaging and focus on value and affordability) including:
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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:
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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:
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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:
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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:
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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