Paying for college:
Cat McGrew, Director, Enrollment Marketing, Strategic Communications & Marketing, #88674, mcgrewc@wou.edu Erin McDonough, Exec. Director, Strategic Communications & Marketing, #89120, mcdonoughe@wou.edu Other parties, representing various constituents, have been involved in conversations related to the context and alternative options available to meet the intended goal of this proposal.
This is the first step in the initiation of a broader continuous improvement cycle for WOU’s enrollment marketing via the WOU website. This effort enables WOU to take corrective action to reduce the logjam of various problems, errors (e.g., broken links), and outdated content across the 9,000+ pages within WOU’s website. Taking this action will contribute to increasing WOU’s ranking in search results when student-prospects are seeking academic programs online, as well as enable WOU to begin to better conform to accessibility standards (WCAG 2AA). This proposal specifically requests $77,000 funding under Marketing (MKT902) to gain the technical online marketing skills relative to tactical implementation of necessary improvements for search engine optimization (SEO), quality assurance metrics (QA), and the initial rollout of accessibility coding of website content. The preferred plan is to recruit a “limited duration, temporary position”; for 1.0 FTE, the estimated cost of salary+OPE is expected to be in the range of $77,000, based on postings for similar jobs in the Seattle-Pdx marketplace. This function/role will have pre-defined goals and metrics for performance. In the unlikely situation that recruitment may not be successful, then the requested budget will be applied to obtain the same services from an external agency that provides the same range of technical online marketing expertise. Evidence #1: Role of Google (and its algorithms) is primary, pervasive and undeniable. Google’s goal is to improve results found by those who use their search engine. Globally, Google is primary source of desktop and mobile internet searches (~80 to ~96%), and is used by over 90% of traffic to wou.edu. Google’s algorithms evaluate sites for being ‘useful and relevant’ and lowers sites in search results when its algorithms indicate weaknesses in a site’s quality assurance or SEO. Evidence #2: WOU’s online marketing has unnecessary barriers related to prospects' Google searches. In general, four out of five searchers will click one of the FIRST 3 results (excluding ads) on Page 1 of results. But, only about 6% of searches using words relevant to WOU will even show up on Page 1. Additionally, ~ 75% of searches using words relevant for WOU will NOT show up until Page 4-10 of the search results. Our low ranking in search results is as much or more a matter of how Google evaluates our site as it is our website’s content or design. Evidence #3: WOU is currently understaffed to tackle the backlog of corrective actions needed. WOU only has 2 FT website personnel; one for web programming/analyst, and other for web design/layout. Ongoing workload leaves no time to tackle this challenge, which is what gives rise to the current issue. However, without a concerted effort to address these current liabilities, wou.edu will further drop lower in the search results for people seeking what WOU offers. Part of WOU’s low ranking is due to historically-accrued quality assurance issues that must be addressed, such as ~2300 broken links, ~16,000 potential misspellings, and nearly 700 broken images. These are in addition to the improvements needed for “search engine optimization” (SEO) in the near term. Furthermore, WOU fails 141 of 168 accessibility checks, and has over 224,000 priority issues waiting to be reviewed and/or addressed relative to accessibility standards. Skilled staff (instead of student labor) is desired because of the need for prior SEO experience in an online marketing context, and the ability to exercise independent judgment in determining possible improvement solutions. For example, some of the errors listed above could be due to outdated page text, linked documents, or subsidiary webpages that have not been accessed in some years, all of which require informed decision-making to choose the best corrective action.
These are the primary priorities addressed by this proposal; outline numbering is per the Strategic Plan. V. Sustainability & Stewardship 1.1 Meet enrollment targets through effective recruitment and retention efforts. 1.2 Support and enhance recruitment efforts for first-generation and underrepresented students, as well as a broad base of all Oregonians. This proposal enhances financial sustainability through actions that stand to increase prospects who can find WOU in online searches. This is achieved based on the proposal's goal to correct errors which now ‘pull’ WOU down in Google search results. Increasing WOU's level in search results allows WOU to build greater awareness of WOU’s culture, community, academic programs, and student success. Meeting prospects online, where they are, is one of the most effective recruitment channels, regardless of ethnicity, parental education status, or home area within or outside Oregon. Here are examples of current limitations: Example 1: Prospects searching for “what university has psychology program Oregon” – WILL NOT find WOU unless they scan through 61 other listings, with at least 13 other schools, to page 5 of search results. However, that link is NOT to the undergrad program, but to a WOU site that advises current students how to apply for a graduate program in Psychology. Example 2: Although the first learning outcome of the Computer Science program is that students will ‘demonstrate expertise in software engineering practices’, a search for “software engineering degree Oregon”, prospects will not find WOU until listing #48, on page 4 of search results. 3.1 Cultivate sustainable financial resources to achieve goals of the strategic plan. 3.2 Advance financial resources… ensuring all sources are considered and developed. This proposal is the first step in a multi-year, continuous improvement approach to WOU’s website. With the concerted and focused effort intended for this proposal, basic errors that lower WOU’s place in search results will be mitigated. Concurrent planned improvements are intended to increase lead generation and engagement with interested prospects (via the Admissions Office) which is expected to generate more admission applications, and ultimately enrollments. 4.3 Ensure the availability and effective utilization of accessible and comfortable classrooms, offices and meeting spaces. This proposal initiates progress toward conforming with accessibility standards for websites, which is key to making WOU’s primary communication channel – the website – accessible to those with relevant disabilities. 4.4 Create systems and processes for identifying sustainability opportunities, challenges, and innovations. This proposal originates from the application of website data analytics to marketing enrollment challenges, and is part of a multiple-year continuous improvement approach to the site which in itself is a new process for identifying and acting on opportunities that have benefit for WOU.
The WOU website is WOU’s primary communication and marketing channel. Taking strategic action to improve WOU's place in prospects' online searches will enable WOU to increase the number of targets at each level of the enrollment marketing ‘funnel’, leading ultimately to increases in enrollment. Increased enrollment serves all campus constituents by increasing revenue that could provide student support services, increase faculty resources or serve critical staffing needs. Enrollment marketing must be focused on meeting prospects online, where they are, and to provide information they want or need to decide whether to apply. This proposal may be of particular interest to academic depts, especially those that are smaller or in ‘niche’ fields, by making them more visible to and ‘findable’ by prospective students. Furthermore, improvements in WOU’s online marketing (including the website) will also continue to enhance the WOU brand and its marketing reach in a very competitive higher-ed environment. Finally, the work supported by this proposal starts WOU on path to address accessibility standards more effectively. Thank you for the opportunity to make this budget request - Cat McGrew
WOU’s undergraduate enrollment has decreased 6 out of the last 8 years (2010-2018), and the fall first-time freshmen cohort has dropped to under 800 from a high of 1037 in 2010. Given the downward sloping trend in high school graduation in Oregon, measurable outcomes and data-driven decisions are paramount for all marketing activities. Two Year Desired Outcome: Optimizing WOU website’s content and structure to significantly improve critical metrics in the first two years, such as: - increasing new external traffic coming to WOU’s website from ‘organic’ searches. (Organic means the user searches based on the words or phrases they type into the searchbar.) - increasing action from website visits, such as downloading an offer, requesting information, opting in for updates or emails, filling out a contact form, registering for a preview day, or clicking into our priority, designated pages, such as “Scholarships”. (These activities are known as ‘conversions’ and collect the individuals’ information into our ‘sales funnel’ for further follow up.) - and contributing to increased campus visits, applications and ultimately admitted students. Primary Assessment: a. Achieve higher rankings on search result pages for WOU-priority keywords, particularly for designated key landing sites and priority academic programs sites. Assessed through SEO keyword analytics.) b. Increase rate of site visitor activity, and decrease bounce rate, on key landing sites (e.g., marketing landing page, Admissions, Financial Aid). Assessed through Google Analytic reports, reviewed monthly. c. Track changes in the rate of ‘conversion’ activity. Negative results will be addressed with appropriate revisions to the site’s content/design, conversion tactics, or other digital marketing elements in order to improve results. Assessed through Google Analytics. d. Increasing number of prospects in Admissions CRM as a result of website ‘conversions’. Secondary Assessments: a. Tracking number of visits resulting from ‘organic’ searches, time on pages, (Assessed through Google Analytics.) b. Improving landing pages based on user experience focus, ensure content meets page's goal and visitors' needs. These actions are intended to increase user engagement with the site. Assessed through click-through rates, downloads, requests for information, and other forms of engagement with the site with Google Analytics and other analytical tools.)
WOU’s current website has evolved organically, with one full-time web designer (working with marketing although position is within UCS), and a small percentage of the web programmer/analyst’s time (whose position is under UCS). Collaboration and negotiation are needed to succeed since no single organizational unit has full authority over the website; therefore, these implementation plans are only presented as a starting point. A1. Primary Plan: As soon as budget is approved (approximately 7/5/19), Marketing will immediately initiate recruitment for one “limited duration, temporary” position with skills to identify, evaluate, recommend and implement revisions needed to enhance WOU’s site content and structure to increase site visits from organic searches. Similarly, knowledge relative to website marketing is required to establish appropriate analytic tools, take action to improve on-page and off-page SEO, and provide training on SEO best practices. Concurrently, identify possible agencies for contracted services should hiring not be successful. (This is NOT an entry-level position, and requires specific, documented skills and experience, in marketing, Wordpress, website design & structure and Google Analytics/related algorithms.) Timeline: Hiring decision desired by 8/15/2019, with desired start date by 9/15/2019. A2. Alternative Plan: Contract with agency (with SEO and digital marketing skill sets identified above) to assist WOU in making substantive headway in implementing SEO best practices. Timeline: If appropriate candidate choices cannot be identified, an appropriate vendor/agency will be retained by 9/15/2019. In either case, internal first step will include fine-tuning metrics for performance as well as developing an agreed-upon plan of action, key steps, and timelines for completion, all in collaboration with key WOU constituents. While recruitment efforts are initiated and progressing, these goals will be pursued: 1. Refine current website filters to distinguish internal (staff/student/faculty) vs. external visitors to site. This will make analytics reports more accurate and actionable. 2. Establish metrics (using Monsido, Google Analytics or SiteImprove tools) to track performance of digital marketing campaigns. Timeline: Ongoing but need to determine what is best outcome possible, by July 1, 2019. 3.Find means to avoid the negative impact of outdated/irrelevant material on websites, or pages/documents with broken links. (Monsido report suggests 9,203 such pages on 3/5/2019 report). Conversations are ongoing in UCS and UCS & Marketing on possible solutions. Timeline: Marketing would like to resolve no later than August 1, 2019. 4. Address at least 50% of the top-rated (A and AA) accessibility issues within the next year. Create training materials for campus users so they may better understand best practices to ensure accessibility on wou.edu sites. Timeline: Process to be determined; implementation starts no later than 10/1/2019. 5. Plan and initiate actions that will help define priorities for SEO, for example: a- Test current users’ perception of site. Do a task test with intended users (e.g., prospects) for insight on user needs. b- Prioritize the pages to be optimized, such as ones that are the most likely to attract search engine clicks; Programs or degrees that have capacity for students and need an enrollment boost; or new programs or degrees that need to build awareness. c- Prioritize university and academic pages for keyword research to identify keywords to include in those pages’ content. d- For priority pages, define clear goals for what each must ‘accomplish’ for visitor.
1. Continue to vigorously advocate for the importance of WOU’s website and SEO to enrollment marketing, and the critical role of search results’ ranking. 2. Develop or purchase training materials/documentation for Wordpress users on campus to guide them in meeting federally-mandated accessibility standards for websites. 3. Allocate majority of 2019-20 funds within MKT902 S&S budget to projects that serve website’s priority in digital marketing for enrollment growth. However, if the existing budget must prioritize website optimization, then we will not be able to pursue other marketing/advertising opportunities already in discussion. a. One option may include purchasing software that not only gives specific directions to improve SEO, but also provides competitive intelligence and high-level keyword analysis/recommendations that can help WOU improve its ranking results. Staff hours would need to be allocated to the tool. (BrightEdge, $50K-$65K annually.) b. Another option may include working with a digital marketing agency that has website design, digital marketing, and technical (e.g., optimization including SEO, usability, or conversion maximization) capabilities.
Website search engine optimization (SEO) and related digital marketing strategies and tactics are well-established marketing practices, dating from Google’s inception in the late 1990’s, and Google’s growing prominence in ranking websites. In higher ed, SEO is a critical function; it’s estimated that “more than two-thirds of all prospective students use search engines to begin their college search.” (Source Link) Some naysayers believe that it is too daunting to address SEO because Google periodically revises its algorithms. However, Google’s revisions follow changes in how users search online and is grounded in Google’s goal to deliver the best possible search results based on users’ search terms and intent. Therefore, it is to WOU’s advantage to become more adaptive in meeting Google’s quality standards. Examples of SEO-optimized sites include: OregonState.edu, WSU.edu, Elmhurst.edu, EWU.edu, valdosta.edu, pdx.edu (PSU), or see case study with results for SEO efforts for John Cabot University, here. URL: https://www.higher-education-marketing.com/john-cabot-university
Some staff development and/or may be required because SEO has not been a focus in the past. However, training is a developmental benefit, not an adverse impact, since it will represent new position proficiencies for academic support, marketing or technology staff under SEIU.
1. Primary Plan Budget Average SEO salary range (Oregon and US) is $45000 - $69,000, depending on freelance or employed (per current online job postings). CUPA (College and University Professional Association) suggests position titled, “IT Web Developer”, has range of $53,350 - $62,765. (Kathy Bolen was unable to locate an equivalent SEIU classified position for this proposal when we searched for related technology terms.) At no more than 30 hours/week, and 1.0 salary near the median, $58,000, total payroll cost is estimated to come in under $70,000, leaving some room for ~$7,000 S&S expenses. Calculation formula: Salary + OPE + Health Insurance = $69,608 2. Alternate Plan Budget Total contract value for obtaining contracted services from agency, including travel, will be capped at $65,000. Contract will cover specifically designated marketing and technical projects related to SEO and website marketing for enrollment, with goals for completion and metrics for performance, based on both monthly contract and specific hands-on implementation at the hourly rate. Second, this will also support 3 months engagement with agency for internal staff development and training related to SEO, SEO analytics, conversion analytics and improvement tactics, keyword research and analytics, to enable WOU to quickly ramp up for more successful online enrollment marketing. Depending on the agency and services, hourly rates range from $175-250, and contracted rates by the month can range from $3,500 to $6,000 depending on the comprehensiveness of the services and level of professional expertise. Final total cannot be provided until WOU pursues RFP with specifications from three potential sources.
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