Long ago, there was a television series called Star Trek: The Next Generation starring the incomparable Patrick Stewart as Captain Jean-Luc Picard, the commanding officer of the Federation starship USS Enterprise. His famous line was, “Make it so,” – in other words, “get it done!”
I often thought of this line during my time as an enrollment leader when I heard either my boss or members of the community – faculty, staff, board members – say, “we need to grow enrollment.” I would picture Captain Picard on the deck of the Enterprise, grandly stating, “Make it so,” and I would internally sigh – perhaps even imagine rolling my eyes – and wondered whether Captain Picard really understood what he was asking of his team. If only it were so simple!
The truth is, for all but the most elite institutions, growing enrollment is complex—even during periods of demographic growth—because doing so effectively depends on multiple variables, only some of which are within the enrollment team’s control. To stay grounded, I often began with a mental checklist: What do I—or we—truly control? Which variables might affect enrollment that we are aware of but can’t control? And what have our historical blind spots been? What remains in our blind spot?
Internal variables largely within our control included strategic and operational factors within the context of our institution (e.g., on campus or online, housing capacity, institutional financial aid commitment, etc.). These factors might include recruitment strategy, partners and vendors we engaged, data management systems—essentially, the elements tied to our job descriptions and areas of influence.
External factors we understood but couldn’t control included demographics, state or federal policy changes (including financial aid funding), and competitor strategies. While we could adjust our approach based on these realities, these factors often had significant impact upon meeting our own institution’s goals.
Blind spots were the unpredictable forces—internal or external—that could dramatically affect enrollment: natural disasters, reputational scandals, pandemics, or sudden shifts in education policy. These were variables we couldn’t reasonably anticipate – or even readily identify – but had to be prepared to navigate.
Every enrollment cycle is challenging, and today, more variables lie beyond the control of college administrators than ever before—adding stress that no one welcomes. So, how do we achieve greater stability when so much is outside our control? Is enrollment growth still possible? Should we consider “right-sizing,” and if so how do we determine the right size? Could a merger or acquisition be a viable strategy? Are there opportunities to generate revenue in new ways?
Each institution must answer these questions within its own context, beginning with deep and broadly shared introspection about strengths, weaknesses, opportunities, and threats.
This introspection, if it engages key constituents including academic leaders, finance, and institutional marketing, should lead to greater clarity about where collective energy and resources should be invested—and which initiatives may not be the best fit right now. No assumptions or decisions should be made without broad engagement – which ultimately includes the governing board. For example, faculty may be eager to launch an online master’s program at a campus that offers traditionally on-campus programs. As institutions with online programs are well aware, supporting high-quality online education requires genuine institutional support and substantial infrastructure. If genuine support does not exist, providing online education will be a challenge; if support exists but the infrastructure for online delivery doesn’t, partnerships with third-party providers or partner institutions might provide a solution.
Below, I offer some questions to consider when contemplating enrollment growth strategies.
Assessing Strengths & Weaknesses
Academic Strategy & Innovation
How do you define academic excellence and where is it occurring at your institution?
What are your unique programs that fill a niche or meet emerging market needs? Are there opportunities to develop closely related new programs without adding significant new expenses?
How is your institution’s approach to learning a differentiator? (e.g., experiential learning)
What systems are in place that promote academic innovation and continuous improvement?
To what degree are faculty engaged in building and sustaining the institution’s financial health? For example, is financial information shared transparently at both the departmental and institutional levels? Do faculty have a role in making academic resource-related decisions?
Academic Vulnerabilities & Gaps
How do the academic support systems align with the needs of the current and future student body?
How do the academic support systems align with the needs of current and future faculty?
How do faculty propose new programs, and are faculty supported in the process of new program development?
What similar academic programs are offered within the region that pose a competitive threat to enrollment? How are they priced?
Student Experience & Sustainability
Whether on campus or online, does the actual student experience match what recruitment promises?
Athletic programs can be a recruitment win but a revenue loss. Is the financial trade-off with athletics sustainable at your institution?
Does the current array of student support services (advising, tutoring, mental health, dining, etc.) match the evolving needs of your students?
Affordability and Financial Support
Is your tuition pricing competitive within your market? How is your overall cost of attendance? What recent work has been engaged to examine cost of attendance in your market (e.g., a tuition benchmarking or tuition discount study)?
Are financial aid and scholarship programs clearly communicated and easy to find?
What is the institution’s ROI when considering career outcomes, salary data, alumni success, etc.? How are these communicated?
What alternative revenue streams have your institution explored that support affordability? (e.g., certificate programs, partnerships with industry)
Career Readiness
What is the state of career services at your institution? Is it proactive or reactive?
How do your faculty and career service professionals partner on initiatives to support students?
How are your alumni actively engaged in mentoring and networking opportunities?
How do the graduate placement rates compare to peer institutions?
Academic Delivery
To what extent are programs offered in flexible formats (online, hybrid, accelerated)?
Is technology infrastructure strong enough to support innovative delivery?
How are the faculty trained and supported in digital pedagogy?
Does the institution have greater capacity to support adult learners and non-traditional students?
Campus Culture and Student Life
What is the state of campus life? How many students seek experiences that foster belonging and deeper engagement?
Current student affairs literature continues to emphasize the importance of mental health services and academic advising services. Are those resources well-supported on your campus?
To what extent are diversity, equity, and inclusion initiatives visible and effective?
To what degree are student organizations, student development activities, and leadership opportunities well-supported?
What are perceptions regarding the campus as a safe and welcoming environment?
If enrollment growth occurs, what is the administrative capacity? For example, if online enrollment became a focus, does the structure exist to support online students with technology needs?
Location
To what extent does the institution leverage its geographic strengths (proximity to industry hubs, cultural attractions)?
To what degree are there partnerships with local businesses for internships and applied learning?
In what way is the surrounding community an asset for recruitment and retention?
Brand Strength and Effective Marketing
How clear and compelling is the institution’s value proposition? How recently has it been evaluated by a third party for a competitive assessment?
To what extent are marketing efforts authentic and aligned with actual student experience?
In what ways and to what extent does the institution use data-driven strategies for digital outreach?
How effectively are alumni stories and outcomes highlighted? (Note: graduate and professional program stories are as important as undergraduate stories.)
Examining Opportunities and Threats
Varying Delivery of Degrees
To what degree is your institution equipped for online delivery?
Is there real openness on the part of faculty and staff to expanding online delivery to reach new populations? For example, an initiative to attract new transfer students is often a strategy for schools, though rarely does the institution reflect on its own transfer credit policies in considering its attractiveness to transfer students.
To what extent can the campus offer immersive experiences that provide in-person engagement along with online learning?
Partnerships
Are there institutional partnerships that can help meet specific market needs? In The Agile College (Nathan D. Grawe, 2021), Grawe argues that collaboration among institutions is essential to weather demographic and economic challenges. For example, the UW-GU Health Partnership demonstrates how institutions can combine strengths to address regional health education needs.
Has the institution developed regional corporate, government, or nonprofit partnership opportunities that could benefit students and strengthen the local economy? (e.g., nursing scholarships tied to work commitments)
Market Needs
What are your geographic region’s employment gaps? How is your institution positioned to help fill them? (e.g., health care, technology, education, etc.)
Emerging Fields of Study
Does your institution have faculty expertise to develop programs for emerging markets? While AI often comes to mind, institutions might consider niche areas like animal behavior programs that support companion animal health.
Can your institution offer unique perspectives on emerging fields? For example, a university with a strong values-based commitment might explore the ethics of artificial intelligence through certificates or degree programs.
Direct Threats
Competition: How many institutions in your region offer similar programs and experiences? How does your institution meaningfully differentiate itself?
Economy: To what extent is your institution prepared to weather an economic downturn? (Considering both costs and revenue changes is imperative.)
Government: To what degree does your state support higher education – and specifically, your institution, through funding and policy? Are there any niche opportunities for state support?
Perception: How do stakeholders – and particularly, prospective students and families – view your institution? When was the last time this was measured?
Conclusion
Enrollment growth may be the right path to financial sustainability—but for most institutions, there isn’t an untapped student market simply waiting to enroll. Today’s demographic and cultural climate put the prospective student in the driver’s seat; it’s a buyer’s market. If growth is your strategy, think beyond hiring more recruiters or investing in AI tools. Those steps may be very necessary, but true sustainability requires intentional engagement with your institution’s current strengths and strategic investments for the future—aligned with the needs of the region you serve. That work will be time well spent.
