Transcript Shaping UG Enrollment at Western

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
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
WA State Public HS Graduates
by Race/Ethnicity: 2009-2014
70,000
66,532
65,000
65,455
62,948
60,000
61,456
59,275
55,000
50,000
45,000
Total
40,000
American Indian/Alaska Native
35,000
Asian/Pacific Islander
Black non-Hispanic
30,000
Hispanic
25,000
White non-Hispanic
20,000
15,000
10,000
5,000
0
2009-10
2010-11
2011-12
2012-13
2013-14
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
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: premed, biology, chemistry,
computer science
Western’s Applicant Pool by AI Range
WWU Fall Freshmen Admission Index Profiles | 2010-2012
AI
Fall 2012
Fall 2011
Fall 2010
Admitted
% of Total
Admits
Enrolled
% of Total
Enrolled
Admitted
% of Total
Admits
Enrolled
% of Total
Enrolled
Admitted
% of Total
Admits
Enrolled
% of Total
Enrolled
70 - 99
2560
32.82%
572
21.28%
2248
31.60%
529
19.64%
2144
31.11%
563
20.51%
30 - 69
4808
61.65%
1887
70.20%
4503
63.31%
1988
73.82%
4384
63.61%
2017
73.48%
0 - 29
329
4.22%
184
6.85%
233
3.28%
123
4.57%
213
3.09%
118
4.30%
Non-stand.
102
1.31%
45
1.67%
129
1.81%
53
1.97%
151
2.19%
47
1.71%
TOTAL
7799
100.00%
2688
100.00%
7113
100.00%
2693
100.00%
6892
100.00%
2745
100.00%
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.
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
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.
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.
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
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.
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 fulltime; add .5 FTE advisor and some operational dollars for tutoring resource
development
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
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.
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
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.