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Shaping Undergraduate Enrollment and Repositioning in the Marketplace Presented by Dr. Eileen Coughlin, Senior Vice President and Vice President for Enrollment.

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Presentation on theme: "Shaping Undergraduate Enrollment and Repositioning in the Marketplace Presented by Dr. Eileen Coughlin, Senior Vice President and Vice President for Enrollment."— Presentation transcript:

1 Shaping Undergraduate Enrollment and Repositioning in the Marketplace Presented by Dr. Eileen Coughlin, Senior Vice President and Vice President for Enrollment and Student Services UPRC Presentation February 13, 2013

2 What Makes Up Enrollment Recruitment > Application > Admission > Yield Retention of upperclassmen/returning students Average credit load Balance of freshmen and transfer students Balance of resident and non-resident students

3 WA State Public HS Graduates by Race/Ethnicity: 2009-2014

4 Shaping Enrollment International students: short-term focus on partnership agreements, e.g. Seattle community colleges Hispanic students: increase numbers to be more representative of state demographics; have invested in recruiting Admissions staff with specific language and outreach skills in this area Social media: create greater visibility via virtual means (e.g. CollegeWeekLive, YouVisit) to attract applicants with limited or no access to visit campus prior to applying Quality/Cost: focus on competition with private schools Strategic investment: tuition waivers, leveraging dollars Academic programs: student interests, state needs

5 Freshman Academic Interests: Time of Admission Note: Fall Quarter Only (Fall 2007 to Fall 2012) Undeclared: #s declining CBE: #s had declined; headed back to 2009 levels Woodring: Upward trend from 2007 Fairhaven: #s declining CFPA: #s declining CHSS: Upward trend o Specific interests: pre-law, physical education, psychology, anthropology, communication sciences and disorders Huxley: #s increasing CST: Area of greatest increase o Specific interests: pre- med, biology, chemistry, computer science

6 Western’s Applicant Pool by AI Range WWU Fall Freshmen Admission Index Profiles | 2010-2012 AIFall 2012Fall 2011Fall 2010 Admitted % of Total AdmitsEnrolled % of Total EnrolledAdmitted % of Total AdmitsEnrolled % of Total EnrolledAdmitted % of Total AdmitsEnrolled % of Total Enrolled 70 - 99256032.82%57221.28%224831.60%52919.64%214431.11%56320.51% 30 - 69480861.65%188770.20%450363.31%198873.82%438463.61%201773.48% 0 - 293294.22%1846.85%2333.28%1234.57%2133.09%1184.30% Non-stand.1021.31%451.67%1291.81%531.97%1512.19%471.71% TOTAL7799100.00%2688100.00%7113100.00%2693100.00%6892100.00%2745100.00% General Observations about 2013 Recruitment: While the number of applications is down over this time last year, YTD confirms are up. There was a change in essay requirements this year, which no longer allowed a student to simply cut and paste from a standard essay for other schools. The number of confirms suggests the applicants we are getting are more serious about Western at the time they apply.

7 2013-15 Operating Budget Requests Division of Enrollment and Student Services Presented by Dr. Eileen Coughlin, Senior Vice President and Vice President for Enrollment and Student Services University-wide Presentation April 16, 2013

8 Shaping Enrollment and Target Recruitment State Request: $62,000 Rebased Allocation: $225,000 Challenges: Changing high school demographics, increased competition, few scholarship dollars to attract students, increased demand in certain fields Rebasing Allocation: Division has rebased significant dollars to address organizational structure and staffing Increased Operational Costs: Request state funds to help offset increased costs for operational expenses (travel, targeted outreach and communications) that limit our ability to conduct out-of-state travel, reduce the number of yield events held, and result in fewer targeted communications. Shaping Enrollment: This investment ensures our continued ability to remain competitive and to recruit a talented and diverse student body.

9 Counseling Staff Vacancies State request: $31,907 This past year reached a crisis state with the loss of 4 counselors within a few weeks, primarily due to financial opportunities. This is the cost to replace these positions and maintain previous staffing levels. This is a critical priority given (1) the increasing number and severity of mental health cases presented to our Counseling Center staff and being felt nationwide and (2) the increasing parental expectations for their students to have timely access to our counseling services. Data collected with our students in the spring of 2012 cited anxiety, depression, and stress among the top factors affecting their individual academic performance. An inability to serve these students impacts our ability to retain and graduate students and is felt across the campus community.

10 Student Information and Financial Aid Systems State Request: $100,000 annually for 2 years (one time request) Reliant on individuals with extensive systems expertise and historical and institutional knowledge for Banner dependent operations These staff manage mission critical functions (e.g. registration, curriculum management, financial aid distribution and data reporting) Lack documentation of core practices and procedures that place the institution at risk should staff in these positions leave or retire One time request to hire a consultant with the technical expertise to document processes Ensures continuity of operations when staffing changes occur

11 Retention of At-Risk Students State Request: $70,092 Our data on academic success (first term GPA, academic probation, math failure and withdrawal rates) demonstrates we have a growing number of at-risk students for many personal and education reasons. A number of strategies currently in place to assess and intervene with these students (e.g. SOS outreach, referral to tutoring, academic intervention meetings in University Residences, a 50/50 advisor for SOS and ESC, Academic Care Team) Investment to create leadership structure and process within ESS to coordinate these efforts and partner with Academic Affairs. Staff support to collect and analyze data and measure the impact of varying strategies and interventions.

12 Expand Pre-Health Advising & Tutoring Approaches State Request: $80,703 Ad-Hoc Task Force: At Provost’s request, task force formed in fall 2012 to review pre-health career advising and support services. Task Force Results: Western should provide a centralized approach to career and advising services for pre-health and pre-allied health majors for a.Initial advising, b.Referrals to more specialized advising, and c.A visible presence and message about WWU pre-health career resources and services. Staffing Recommendation: Bring current staff advisor from.6 FTE to full- time; add.5 FTE advisor and some operational dollars for tutoring resource development

13 Seattle Growth: Internships and Corporate Relations State Request: $100,068 (50/50 split)  Access to internship opportunities, particularly paid internships, results in higher job placement upon graduation and higher average starting salaries; helps students refine/affirm their major selection  Dual reportage position to Academic & Career Development Services & University Advancement; based in the Seattle area  Expected to coordinate & facilitate long-term relationships that result in additional internship opportunities and corporate relations that further the university’s strategic plan

14 Tier 2 Priority: Child Development Center Licensure Requirements Proposed 60 cent/hour increase to parent fees State allocation in lieu of fee increase: $50,000 CDC is inadequately staffed with qualified assistant teachers to meet new licensing requirements for child care centers in Washington state. CDC has historically relied on Woodring students as assistant teachers. Department of Early Learning provided an exception in last year’s license but expects changes in staffing to include more non-student, qualified assistant teachers in the next licensure renewal period. Fee increase allows for additional hiring necessary to maintain our license and provide childcare to our students, faculty and staff with young children.

15 Tier 2 Priority: Infrastructure/Staffing Needs State request: $118,225 External circumstances have led to increased service demand in Financial Aid, Academic Advising and disAbility Resources for students Growth in the number of students with disability service needs; need for additional management oversight Growth in percentage of students applying for financial aid Changes in financial aid regulatory requirements – more staff time required for tracking and reporting Current staffing inadequate to meet the needs of pre-major advising for undergraduate students

16 Other Items of Institutional Discussion Sinclair Island Well Project Immediate need to drill a well before potential moratorium goes into effect. Investment now protects our long term interests in the real estate value of this asset and our ability to develop this property for additional uses and purposes. Some funding already secured ($177,000) but inadequate to meet the full needs of this project. Student Employment and Minimum Wage Scale Increases in state minimum wage are creating compression issues among student employees and student wages in comparison to some classified staff positions. Any additional increases in minimum wage will continue to add to this problem.

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