STRATEGIC ENROLLMENT PLANNING

Transcription

1 STRATEGIC ENROLLMENT PLANNING Dr. Hyla Winters, Associate Vice President, Academic Affairs Mr. James McCoy, Associate Vice President, Academic Success May 7, 2015

2 WHAT IS STRATEGIC ENROLLMENT PLANNING? SEP is an ongoing comprehensive, informationbased process that: Identifies, evaluates, and modifies strategies & enrollment goals Effectively addresses: How we serve both prospective & current students Our mission, goals & capabilities A changing marketplace & environment

3 SEP BENEFITS Achieve long-term enrollment goals Attain better fiscal health Establish realistic goals for student recruitment, student success & market position of CSN Aligns CSN with changing market environment

4 WHY SEP AT CSN? Declining enrollments at CSN Fall ,579 (HC) 19,140 (FTE) Fall ,629 (HC) 18,835 (FTE) Fall ,696 (HC) 19, 531 (FTE) Fall ,787 (HC) 20,257 (FTE) Fall ,088 (HC) 22,368 (FTE) Increased competition for students Performance based funding Course completions Program completions

5 SEP COUNCIL AT CSN Consists of 3 Subcommittees Marketing & Recruitment David Morgan (Co- Chair) Shellie Keller (Co-Chair) Maria Marinch Jet Mitchell Kimiko Walton Retention James McCoy (Co- Chair) Stephanie Hill (Co- Chair) Laura Latimer Patrick Villa K.C. Brekken Academic Hyla Winters (Co- Chair) Marcus Johnson (Co-Chair) Beth Schuck Heidi Schneiter Josh Ruter Rick Marks

6 SEP ACTION COMMITTEE AT CSN Co-chairs of each subcommittee Institutional Research Senior VP Strategic Initiatives & Administrative Services

7 PLANNING ASSUMPTIONS Student focused Subordinate to CSN s overall strategic plan Based on mission, vision, values of CSN Fiscally responsible Data & information driven Inclusive of Achieving the Dream plans Educates campus on data & impact of student success Requires change Continuous process

8 SEP PROCESS TO DATE Over 25 data sets reviewed Demos, workforce trends, CCSD HS feeders, class size, graduation rate, retention, faculty ratio, etc. SWOT analysis Strengths, Weaknesses, Opportunities, Threats Key Performance Indicators (KPIs) Derived from data analysis & SWOT process Strategies & objectives developed from KPIs Action items developed for each strategy/objective

9 KEY PERFORMANCE INDICATORS Overall Enrollment Fall undergraduate enrollment Online enrollment All term undergraduate student credit hour FTE New student enrollment Jumpstart Freshman Adult 25+ new Diversity

10 KEY PERFORMANCE INDICATORS New student academic profile Student retention & graduation Freshman first-to-second year retention Graduation rates Persistence rates Completion rates

11 KEY PERFORMANCE INDICATORS Fiscal health of institution Appropriations per FTE student Weighted undergraduate student credit-hour Cost of instruction per student Program level Tuition & fees per FTE student

12 CSN S STRATEGIC ENROLLMENT PLAN 9 High Level Strategies 31 Objectives identified within the 9 strategies 199 Action Items identified within the 31 objectives

13 SEP STRATEGIES Recruitment efforts should be reevaluated and streamlined Initiate marketing & recruitment campaign emphasizing CSN strengths & benefits Develop formal SEP communication plan Develop a process to engage students to accurately identify their academic goals

14 SEP STRATEGIES Review, modify and implement a process for academic program review Develop a process to utilize technology to support student recruitment, retention, and persistence Redesign admission process and create comprehensive enrollment practices Implement and refine retention best practices Increase recruitment, enrollment, and completion of diverse and minority populations

15 NEXT STEPS The Strategic Enrollment Management plan has been approved by CSN executive leadership Each action item has been prioritized to be implemented between 2015 and Subcommittees communicating action items to those w/ primary responsibility for achieving them SEP plan is dynamic and reviewed monthly

16 QUESTIONS