Leadership & Vision
Institutions, especially HBCUs and MSIs, too often announce bold intentions around enrollment growth without aligning those intentions to a resourced vision. Presidents and boards frequently express urgency for higher enrollment numbers, which can unintentionally create pressure without investment. Enrollment success is not an overnight phenomenon; it requires long-term planning, cross-departmental collaboration and institutional patience (McGuire, 2022; ACE, 2020).
True leadership in enrollment is not just about setting numerical goals; it’s about creating the ecosystem in which those goals can be achieved. That ecosystem includes a president who views enrollment as a shared institutional responsibility, a board that understands enrollment is connected to financial aid, academic offerings and student support, and a campus culture that values long-term sustainability over short-term fixes (Kalsbeek, 2013). At several HBCUs where we have worked, leadership changes and resource volatility have disrupted strong enrollment plans. Conversely, when presidents consistently elevate enrollment at cabinet and board meetings, the culture shifts: Retention improves and enrollment stabilizes, reflecting research that presidential leadership is most effective when enrollment is mission-driven (Nichols & Evans-Bell, 2019; UNCF, 2020).
Strategic Planning Framework
Strategic enrollment planning isn’t about making the perfect spreadsheet but building a durable, adaptable playbook that bridges mission, market and momentum. Enrollment strategy must be data-informed, student-centered and mission-aligned, incorporating environmental scanning, segmentation and targeting, pipeline development, infrastructure assessment and ROI modeling (Noonan-Terry, 2021; EAB, 2022).
One of the most overlooked aspects of planning is time. Boards often expect immediate results from newly planted initiatives, without recognizing that a mature pipeline and student-ready infrastructure require sustained cultivation (NACAC, 2023). Tuition discounting has evolved beyond a financial aid tactic. It is now a critical lever for access and enrollment stabilization. For institutions serving price-sensitive populations, aggressive discounting is strategic, not optional. Institutions must choose their primary goal—volume or value—and design pricing and aid strategies accordingly, investing in infrastructure, embracing patience and resisting the temptation to measure success solely by the next census report.
At MSIs, strategic enrollment planning succeeds when embedded in institutional DNA. Predictive analytics, student-centered interventions, local K-12 partnerships, program alignment and CRM-driven outreach have consistently improved show rates, admitted-student yield and pipeline development (Museus & Nichols, 2020; McClure & Ryder, 2018). These strategies make enrollment planning actionable and results driven.
Sustainability—Financial, Operational & Student-Focused
Sustainable enrollment is inseparable from sustainable operations. Institutions must ask: What is the cost to educate a student? What investments are we making in the systems and people that support them? Are we optimizing for volume, value or both? (IHEP, 2021; NCES, n.d.).
Financial modeling can advocate for student investments that yield institutional return. Retooling financial aid packages, restructuring admissions teams and implementing predictive analytics exemplify how alignment, not expansion, drives sustainability (Moody’s, 2023; McKinsey & Company, 2022). Enrollment sustainability also begins with pipelines that reflect mission, using community partnerships, dual enrollment programs and culturally affirming recruitment strategies. Retention initiatives—mentoring, first-year seminars and proactive advising—directly impact persistence and institutional stability (Palmer & Gasman, 2008; Strayhorn, 2018; Palmer, Wood, & Hilton, 2014).
Securing Real Support—Advocacy and Board Engagement
Many presidents and boards articulate support for enrollment but hesitate to make financial or structural commitments. Boards may approve ambitious growth targets yet decline to expand scholarship funds or update technology systems, resulting in missed goals and frustrated staff. Conversely, when boards actively fund enrollment strategies like new staff, expanded financial aid and multiyear marketing campaigns, steady enrollment growth and improved retention follow. Research shows that board alignment with enrollment strategy significantly improves long-term sustainability at HBCUs (Jones, 2021; UNCF, 2020).
For access-driven institutions, especially MSIs, enrollment must receive the same intensity of support as fundraising or athletics. This requires more than words. It requires budget, visibility and accountability (Education Trust, 2022). Boards and presidents must become enrollment activists, not just overseers, investing in infrastructure, aligning budget with mission, publicly championing enrollment, protecting timelines and empowering the right leaders (Lumina Foundation, 2023; NACUBO, n.d.; Achieving the Dream, 2022).
Conclusion—Moving from Vision to Action
Enrollment management at HBCUs and MSIs cannot thrive on aspiration alone. It requires vision, patience and investment where it matters most. Leadership that sets bold goals without providing resources perpetuates cycles of frustration. Conversely, when presidents and boards shift from rhetorical support to engaged partnership, institutions can implement enrollment strategies that are sustainable, mission-driven and transformative.
Real progress occurs when leadership, strategy and sustainability converge—when enrollment leaders are empowered to act, when presidents champion enrollment as a priority and when boards align resources with long-term student success. Amid demographic shifts, affordability concerns and questions about the value of a degree, HBCUs and MSIs hold the power to change trajectories for countless students. To do so, enrollment management must be treated as a strategic imperative.
The call to action is clear: Presidents and boards must be partners, investors and visible champions. Enrollment leaders must be advocates, translators and visionaries. Together, they can transform enrollment challenges into opportunities for growth, access and enduring institutional strength.
References
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Education Trust. (2022). The state of higher education equity. Washington, DC: Author.
EAB. (2022). Strategic enrollment planning playbook. Washington, DC: Author.
Gasman, M. (2022). Doing the right thing: How colleges and universities can undo systemic racism in faculty hiring. Princeton University Press.
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Inside Higher Ed. (2023). Presidential priorities in enrollment. Retrieved from https://www.insidehighered.com
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Kalsbeek, D. H. (2013). Strategic enrollment management: Improving student access, success, and outcomes. New Directions for Higher Education, 161, 5–14.
McClure, K. R., & Ryder, A. J. (2018). Strategic enrollment management at minority-serving institutions. Enrollment Management Journal, 12(2), 45–63.
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Minor, J. T. (2021). Challenges of leadership at historically Black colleges and universities. Johns Hopkins University Press.
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National Association for College Admission Counseling. (2023). State of college admission. Arlington, VA: Author.
National Center for Education Statistics. (n.d.). Digest of Education Statistics. U.S. Department of Education.
Nichols, A. H., & Evans-Bell, D. (2019). A stronger nation: The case for leadership in Black student success. Education Trust.
Noonan-Terry, C. (2021). Strategic enrollment planning: A guide for practitioners. Journal of Enrollment Management, 14(1), 12–27.
Palmer, R. T., & Gasman, M. (2008). “It takes a village to raise a child”: The role of social capital in promoting academic success for African American men at an HBCU. Journal of College Student Development, 49(1), 52–70.
Palmer, R. T., Wood, J. L., & Hilton, A. A. (2014). Black men in higher education: A guide to ensuring student success. Routledge.
Strayhorn, T. L. (2018). College students’ sense of belonging: A key to educational success. Routledge.
TIAA Institute. (2020). Governing for sustainability in higher education. New York, NY: Author.
United Negro College Fund. (2020). HBCUs make America stronger: The positive economic impact of Historically Black Colleges and Universities. Washington, DC: UNCF.
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