trends, truths and themes: a report by the task force on competitive position
TRANSCRIPT
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Trends, Truths and Themes: A report by the task force on
competitive position
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Being the “best of the very good” is a tough position.
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Trend One: Getting students here
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FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 13-14 est
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
27.50%
23.30%
28.10%
24.90%22.70%
18.00%
10.80%
6.50%
11.90%13.40%
-8.00%
44.00%
Mixed signals: Building demand and dropping yield
Yield Application % increase
TREND ONE
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Trend Two: Getting students through
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TREND TWO
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TREND TWO
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Trend Three: Getting students placed: The proliferation of external scorecards
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In 2012, 18% of graduates had a job lined up – up slightly over three years.
21% had been admitted to graduate school – down by half over three years.
58% left Augie with neither a job offer nor a graduate or professional school placement
TREND THREE
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Starting salary: 7th of 9Mid-career salary: 3rd of 9
TREND THREE
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Truth One: We are, and will remain, dependent upon tuition
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Tuition reliance
FY 08-09 FY 09-10 FY 10-11 FY 11-12 50.00%
55.00%
60.00%
65.00%
70.00%
75.00%
80.00%
85.00%
90.00%
95.00%
90.10%88.30% 87.50%
89.10%
Axis
Title
TRUTH ONE
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Truth Two: Resistance to paying a substantial fraction of our
cost is rising
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2004 to 2013*
• Price: $28,173 to $44,937 (+$16,764)
• Ave. EFC (demonstrated financial need**): $12,927 to $14,212 (+$1,285)
• Ave. Grant: $9,009 to $18,914 (+$9,905)
• Ave. Net Revenue: $19,164 to $26,023 (+$6,859)
*estimated
**71% of pool in 2008 and 79% of pool in 2012
TRUTH TWO
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FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13$5,000
$7,000
$9,000
$11,000
$13,000
$15,000
$17,000
$19,000
$16,661 $16,777
$14,771
$15,752 $15,606
$15,753
$14,997
$13,744 $13,597 $13,739
$5,656 $6,347 $6,542
$6,937 $7,205
Flat EFC, decreasing net revenue per student, and increasing “gap”
Net revenue per f-y student EFC (of those with need) Gap between aid and EFC
TRUTH TWO
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Truth Three: We are experiencing more intense emphasis on outcomes
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Who’s who and what’s what: The players who define our value
• Net Price Calculator (NPC)
• College Scorecard• CollegeMeasures.org
• PayScale.com• AlumniFactor.com• WSJ’s “How do
schools stack up?”
TRUTH THREE
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TRUTH THREE
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Truth Four: We have high fixed costs
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High fixed costs
FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-1340.00%
45.00%
50.00%
55.00%
60.00%
65.00%
70.00%
66.60% 66.70%65.20%
64.40% 64.90%
Compensation and debt service % of operating budget
Compensation and debt service % of operating budget
There are other fixed costs not highlighted, such as the cost to maintain our physical plant and utilities, etc.
TRUTH THREE
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Truth Five: Making a compelling case continues to be difficult
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Illinois StateMarquette
University of IllinoisBradleyDePaul
Illinois WesleyanLoyola
Northern IllinoisUniversity of Iowa
University of Illinois-Chicago
Who are our Top 10 competitors?The Simple Version
TRUTH FIVE
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For our bread-and-butter students, we compete with:
MarquetteIllinois State
University of IllinoisBradleyDePaulLoyola
University of IowaIllinois Wesleyan
Carthage University of Illinois-Chicago
For the kids who are desperately grateful to have gotten in here,
we compete with:
Illinois StateNorthern Illinois
University of Illinois-ChicagoDePaulBradley
Western IllinoisCarthageSt. Xavier
St. AmbroseElmhurst
For our best students, we compete with:
University of IllinoisMarquette
Illinois WesleyanNorthwestern
Washington Univ.Bradley
Illinois StateLoyola
University of ChicagoCarthage
Who are our Top 10 competitors?
So, the total number of Top 10 competitors for these three groups is 18.
Only Bradley, Carthage, and Illinois State are “common” competitors.
Bold: Not Top 10 CompetitorsBold red: Not Top 25 Competitors
The Real Version
TRUTH FIVE
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Say “no” and focus: Strengthening our
competitive position
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Purpose: Make air travel efficient and comfortable … and profitable.
Plan: Switch from “economies of scale” to “economy through innovation.”
Series of actions: Create a a lighter, faster, long-range jet, which will allow more direct flights, decreasing reliance on “hub and spoke” model. Measureable goal: Deliver more airplanes than Airbus…and more happy customers, who want more airplanes. (2013, Malham)
Boeing’s strategy
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Purpose: Change the way the world gets funding.
Plan: Democratize the fund-raising process and allow people or “campaign owners” to find financial backing for just about anything.
Series of actions: Create open and accessible platform; develop powerful tools and a global reach; keep customers happy with a superior user experience, personalization and lots of hand-holding; respect and treat every funder equally.Measureable goal: Last for at least 100 years. 2013, Malham
Indiegogo’s strategy
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• Attract a serious look• Create a culture of successful results and
placements• Embrace our market• Emphasize our strengths• Advance beyond traditional campus-bound and
calendar-based learning models
Themes to guide strategy to strengthen Augustana College’s competitive position
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Purpose: Rethink the current price/cost model to respond to a negative perception of affordability.
Attract a serious look
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Create a culture of placement
Purpose: Make post-graduation advising and planning a priority from day one to ensure Augustana College graduates achieve the best possible post-graduation results and placements in graduate school and jobs.
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Embrace our marketPurpose: Compete for and enroll students who value and who have the greatest potential to benefit from the environment and experiences we can offer them.
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Emphasize our strengths
Purpose: Shift the focus of families toward our distinctive strengths, to deepen those strengths and to formally recognize students’ successful engagement in trans-curricular experiences.
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Advance beyond traditional methods
Purpose: Extend the reach and ambitiousness of our use of learning technologies, emerging technologies, more progressive pedagogy and alternative program structures.
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Discussion