1. University of Phoenix
Strategic Action Plan
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2. Enrollment Manager
30-60-90
Day Action Plan
 Part I: 30-60-90 day plan
as a new Enrollment
Manager
 Part II: How I plan to
make a meaningful
contribution to the
campus’s vital factors
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3. Richmond Enrollment
Department Vital Factors
 Compliance
 Lead Conversion
 80% of Staff Meets
Expectations or above
 New Student Retention
 Unpaid Leads
(Generation and
Conversion)
 Employee Retention
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4. Action Plan Objective
 Focus on each individual
Enrollment Counselor
 Focus on continuing
coaching each Enrollment
Counselor
 Assist each Enrollment
Counselor to exceed in all
areas of his or her position
 Focus on Enrollment Vital
Factors
 Focus on compliance
 Focus on 80% of staff
being at meets
expectations or above
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5. “We will be the provider of choice for high quality
education and student success delivered in the best
manner, in all modalities, for any person committed to
earning their degree”
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6. Maryland Campus Needs
 Continue long term
relationship with all levels
of enrollment staff
 On going coaching
 Consistent training
 Daily support
implementation with each
EC and Team
 Build on relationship with
Graduation Team
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7. Value Proposition
 Work towards the
campus’s vital factors to
continuously improve as a
campus
 Compliance: “We follow
all the rules, all the time”
 New Enrollment: Meeting
and exceeding monthly
new enrollment budget
 Total Enrollment: The
number of students
enrolled at the Maryland
campuses
 Student Success:
Retention strategies the
same from team to team
 Unpaid Leads: Referrals
are great “How to own
your own business”
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8. Productivity Opportunities
 Enrollment Counselors:
Focus on retaining quality
employees
 Lead Conversion: Four
areas t o improve
enrollments
 Lead to Contact: Increase
to the benchmark of 85%
 Student Success: Increase
current percentage of new
students
 New Enrollments:
Working on counselors
team vs. individual goal
 Unpaid Leads: Referrals
and Corporate Education
…. “Owning your own
business”
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9. Weekly collaboration between Director of Enrollment and
Associate Director of Enrollment will occur to ensure
positive progression towards monthly and quarterly new
enrollment goals, and Enrollment Counselor retention in
the course of trainings and coaching sessions.
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10. Action Person Responsible Time frame
Hold one-on-ones with each
individual EC twice a week to
get familiar with each
individual.
Enrollment Manager 30 Days
Speak with each EC to get an
understanding of what each
individual want to earn from
their position
Enrollment Manager 30 days
Find Areas of opportunity for
each EC and implement
coaching and training
strategies to address those
areas.
Enrollment Manager 30 Days
Create an atmosphere of
success for each EC which
will translate to a positive and
successful team atmosphere.
Enrollment Manager 30 Days
Be Consistent with my
managerial duties (training,
coaching etc…)
Enrollment Manager 30 days
Set expectations of what I
expect from each EC and also
address the expectations of
what my team can expect of
me.
Enrollment Manager 30 Days
30 Day Enrollment Plan
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11. Action Person Responsible Time frame
Continue with one-on-
one’s (collaborate with
each EC)
Enrollment Manager 60 Days
Continue trainings Enrollment Manager 60 Days
Have uncovered areas of
opportunity and
implement coaching
sessions.
Enrollment Manager 60 Days
Achieve my goal of
helping each EC get
better at their overall job
requirements.
Enrollment Manager 60 Days
Striving to be the “best”
team in Maryland
Enrollment Manager 60 Days
60 Day Enrollment Plan
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12. Action Person Responsible Time Frame
Build a strong fully
staffed team
Enrollment manager 90 Days
Achieve a positive can
do attitude with each
EC.
Enrollment Manager 90 Days
Always staying focused
on coaching, training,
and getting better.
Enrollment Manager 90 Days
BE THE BEST TEAM
IN MARYLAND
Enrollment Manager 90 Days
90 Day Enrollment Plan
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13. Performance Data
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