STRATEGIC ENROLLMENT

PLANNING

May 7, 2015

Dr. Hyla Winters, Associate Vice President, Academic Affairs

Mr. James McCoy, Associate Vice President, Academic Success

WHAT IS STRATEGIC ENROLLMENT PLANNING?

SEP is an ongoing comprehensive, information-based 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

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

WHY SEP AT CSN? Declining enrollments at CSN

Fall 2014 – 36,579 (HC) 19,140 (FTE)

Fall 2013 – 36,629 (HC) 18,835 (FTE)

Fall 2012 – 37,696 (HC) 19, 531 (FTE)

Fall 2011 – 38,787 (HC) 20,257 (FTE)

Fall 2010 – 44,088 (HC) 22,368 (FTE)

Increased competition for students Performance based funding

Course completions

Program completions

SEP COUNCIL AT CSN

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

Consists of 3 Subcommittees

SEP ACTION COMMITTEE AT CSN

Co-chairs of each subcommittee Institutional Research Senior VP Strategic Initiatives & Administrative

Services

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

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

KEY PERFORMANCE INDICATORS

Fall undergraduate enrollment

Online enrollment All term undergraduate

student credit hour FTE

New student enrollment Jumpstart Freshman Adult 25+ new Diversity

Overall Enrollment

KEY PERFORMANCE INDICATORS

New student academic profile Student retention & graduation

Freshman first-to-second year retention

Graduation rates

Persistence rates

Completion rates

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

CSN’S STRATEGIC ENROLLMENT PLAN

9 High Level Strategies 31 Objectives identified within the 9 strategies 199 Action Items identified within the 31 objectives

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

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

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 2018.

Subcommittees communicating action items to those w/ primary responsibility for achieving them

SEP plan is dynamic and reviewed monthly

QUESTIONS