ENROLLMENT PLANNING ACTION TEAM REPORT

Goal Six: Develop and implement a strategic enrollment plan to attract and retain an increasingly diverse and qualified student body

Objective 6.a.  Effectively manage student enrollment

Strategy 6.a.1.  Re-establish an Enrollment Management Committee comprised of faculty, staff, and students to address undergraduate and graduate student recruitment and retention issues. Among other roles, the EMC would monitor entrance requirements and recommend changes as appropriate.

Cost: $0

Designated person/unit:  Monday Group

Priority:  High

Strategy 6.a.2.  Develop measures of the learning environment (for example, optimal student-faculty ratio and class sizes, and student development opportunities) that will guide recruitment and retention efforts. (Link to class size in Academic program)

Cost: $0

Designated person/unit:  Enrollment Management Committee, Vice Chancellor for Academic Affairs

Priority:   High

Strategy 6.a.3.  Determine the data and research needed to make informed recruitment and retention decisions, and provide supporting resources (personnel, supplies, etc.) to collect those data.

 Cost: $$ Recurring (staff person in Institutional Research)

Designated person/unit:  Enrollment Management Committee, Enrollment Services

Priority:  High

Strategy 6.a.4.  Examine current scholarship/financial aid practices and guiding principles and establish strategies that would maximize the financial assistance to new and continuing students. 

Cost: $0

Designated person/unit:  Enrollment Management Committee

Priority:  High

Measure 6.a.  This objective will be met when the following have been achieved:

1.  An Enrollment Management Committee has been established by Fall, 2003.

2.  A process has been established to determine effective measures of the learning environment by Fall, 2003.

3.  The Enrollment Management Committee has determined which data and resources are needed to make recruitment and retention decisions by Fall, 2003.

4.  A comprehensive scholarship/financial aid strategy has been established.

Objective 6.b.  Enhance recruitment strategies for qualified traditional students

Strategy 6.b.1.  Develop a recruitment plan for first-time freshmen that is consistent with the established measures for an effective learning environment (e.g., class size, student-faculty ratio, etc.) and increases the number and diversity of USCA applications from current levels by 5% in 2004, 10% in 2005, and 15% in 2006

Cost: $0

Designated person/unit:  Enrollment Management Committee

Priority:  High

Strategy 6.b.2.  Recruit ethnically diverse students to reflect population trends in the region

Cost: $ Recurring (travel, personnel)

Designated person/unit:  Enrollment Services, Office of Multicultural Affairs

Priority:  High

Strategy 6.b.3.  Explore ways to attract well-qualified transfer students, particularly targeting enrollment for degree programs that can accommodate more upper-level students 

Cost: $ Recurring (travel, personnel)

Designated person/unit:  Enrollment Management Committee, Enrollment Services

Priority:  High
 

Strategy 6.b.4.  Develop recruitment efforts with local industry with national and international ties

Cost:  $

Designated person/unit: Enrollment Management Committee, Enrollment Services

Priority: High

Additional suggested strategies:

6.b.5.  Develop a plan to actively involve parents in the recruitment process

6.b.6.   Establish a mentoring program to recruit new students

6.b.7.  Develop a recruitment plan to increase the number of USCA Scholars who apply and enroll

6.b.8. Develop a recruitment plan which includes opportunities for applicants and their parents to fully understand the available majors at USCA and the requirements of those majors

6.b.9.  Develop a recruiting plan to target students who are in the upper 20%-50% of their graduating class

6.b.10.   Develop a recruiting plan to increase the number of applicants of out-of-state students by 5% in 2005, increasing to 10% in 2010.

6.b.11.  Examine ways to increase financial aid and scholarship opportunities for out-of-state students.

6.b.12. Develop a recruitment plan to increase the number of minority students to match the average of this region

6.b.13.  Continue to personalize the admissions and recruitment process to involve minority recruiters and involve minority faculty, staff, and students in recruitment programs (e.g., Freshman Fridays, USCA Scholars, etc.)

6.b.14.  Consult with academic units to determine areas in which there is room for enrollment growth, as well as areas in which no further growth can be accommodated.

6.b.15.  Develop a comprehensive alumni volunteer program to assist in recruiting USCA students in targeted areas of the state.         

6.b.16.  Develop a comprehensive communications plan for the Guidance Counselor community to increase their knowledge of the admissions/financial aid process and services offered by the University.

6.b.17. Develop a master recruitment calendar as part of a comprehensive plan to utilize campus and community events in the support of recruitment efforts.

6.b.18.  Determine the effect financial aid sources, such as the Life Scholarship, have on the recruitment of new students.

6.b.19.  Develop a recruitment/communications plan for middle school students and their parents.

6.b.20.  Examine the current admissions predicted GPA formula to determine if a predicted GPA higher than 2.00 would improve retention.

6.b.21. Determine the effect financial aid sources, such as the Life Scholarship, have on the recruitment of transfer students.

6.b.22.  Support and enhance mentoring initiatives with financial resources to increase USCA’s profile of minority students.

6.b.23.  Develop a recruitment plan to increase the number of transfer students by 5% in 2005, 10% in 2006 and 10% in 2007, targeting students that have completed at least 45 transferable hours.

6.b.24.  Determine from all academic units on campus which majors can accommodate growth and target those majors in the recruiting of transfer students.

6.b.25.  Conduct research and provide acceptance, retention, performance, and graduation information on transfer students.

6.b.26.  Based upon the results from #3 above, make recommendations concerning admissions criteria for general admission to the University and admissions criteria for admission into specific programs.

6.b.27.  Determine the effectiveness of the PATS program and examine ways to increase the number of successful transfer students enrolled in it.

Measure 6.b. This objective will be met when the following have been achieved:

                        1.  Applications have increased by 5% each year beginning 2004.

2.  The USCA percentage of minority students meet regional averages.

3.  Academic units have been consulted to determine which ones are able to accommodate additional upper-level students.

4.  A recruiting plan has been created to recruit upper-level students.

Objective 6.c.  Examine ways to better meet the needs of nontraditional students, where capacity and services permit

Strategy 6.c.1.  Investigate the feasibility of offering alternative course schedules and models to meet the needs of nontraditional students.

Cost: $0

Designated person/unit:  Vice Chancellor for Academic Affairs, CIO, Instructional Services

Priority:  Low

                        Measure 6.c.  This objective will be met when the following has been achieved:

1.  Individual degree programs have been consulted to determine which ones are interested and capable of providing options to meet the needs of nontraditional students.

Objective 6.d.  Determine strategies for recruiting and supporting additional well-qualified international students from targeted areas

Strategy 6.d.1.  Foster collaboration with area high schools that have foreign exchange programs.

Cost: $0

Designated person/unit:  International Programs

Priority:  Medium

Strategy 6.d.2.  Foster collaboration with community organizations that have interests in foreign exchange activities (e.g., Rotary, International Club, Partners in Friendship).

Cost: $0

Designated person/unit:  International Programs

Priority:  Medium

Strategy 6.d.3.  Enlist the aid of currently enrolled international students in recruitment efforts.

Cost: $0

Designated person/unit:  International Programs, Admissions Office, Athletic Programs

Priority:  Medium

Strategy 6.d.4.  Determine and provide appropriate administrative support for international students (Designated School Official/Advisor-student ratio, for example)

Cost: $$ recurring

Designated person/unit: Enrollment Management Committee, Chancellor, International Programs

Priority: Medium

Additional suggested strategies:

6.d.5.  Develop a recruitment plan to double the international student population within the next five years by recruiting more non-scholarship students.   

6.d.6.  Develop an International Student Alumni association to assist with recruitment and development activities.

6.d.7.  Develop a plan to expand cooperative agreements with existing student exchange programs.

                        Measure 6.d. This objective will be met when the following have been achieved:

1.  The International Programs Office has developed a plan to improve communication and collaboration with high schools and community groups to enhance international student recruitment efforts.

2.  The International Programs Office and the Admissions office have developed a plan to involved current international students in the recruitment process.

Objective 6.e.  Examine current marketing resources designated for recruitment and retention and identify areas to target for increased funding

Strategy 6.e.1.  Continue to maintain an engaging, interactive web presence for prospective and accepted students, parents, and guidance counselors

Cost: $ Recurring (software)

Designated person/unit:  External Affairs

Priority:  Medium

Strategy 6.e.2.  Develop a comprehensive marketing plan that “tells the USCA story” and addresses a variety of markets (e.g., prospective students, parents) beginning in middle schools in local markets, across the state, and in selected national markets.

Cost: $ Recurring (consulting, advertising, personnel)

Designated person/unit:  External Affairs, Enrollment Services

Priority:  High

Strategy 6.e.3.  Increase resources for marketing efforts aimed at undergraduate programming.

Cost: $$ Recurring

Designated person/unit: Chancellor, IPC

Priority: High

Measure 6.e.  This objective will be met when the following has been achieved:

1.  A comprehensive state-wide marketing plan has been developed by Spring, 2004.

Objective 6.f.  Increase efforts in recruitment and retention of graduate students for existing programs

Strategy 6.f.1.  Develop a recruitment plan for graduate students that increases the number of qualified applicants from current levels by 20% in 2004, 25% in 2005, and 30% in 2006

Cost: $0

Designated person/unit:  Enrollment Management Committee

Priority:  High

Strategy 6.f.2.  Examine ways to increase financial aid and scholarship opportunities for graduate students.

Cost: $0

Designated person/unit:  Enrollment Services

Priority:  High

Strategy 6.f.3.  Increase resources to actively promote graduate programs to targeted markets.

Cost: $ Recurring (advertising, personnel)

Designated person/unit:  External Affairs

Priority:  High

Additional Suggested Strategies:

6.f.4.   Establish a mentoring program that involves current graduate students in recruiting new students

6.f.5. Develop a recruitment plan to increase the number of minority students

6.f.6.  Develop a comprehensive graduate student alumni volunteer program to assist in recruiting USCA graduate students.          

6.f.7.  Analyze enrollment patterns in graduate programs to enhance retention.

Measure 6.f.  This objective will be met when the following have been achieved:

1.  A recruitment plan for recruiting graduate students has been established.

2.  Graduate program applications have increased by 20%, 25%, and 30% in 2004, 2005, and 2006, respectively.

3.  The Enrollment Services area has completed a study to increase financial aid and scholarships for graduate students.

4.  An increase in resources has been provided to promote graduate programs.

Objective 6.g.  Examine ways to increase retention of undergraduate students.

Strategy 6.g.1.  Compare our experience regarding student retention with comparable institutions with the aim of improving retention at USCA

Cost: $$ Recurring (personnel)

Designated person/unit:  Enrollment Management Committee

Priority:  High

Strategy 6.g.2.  Create a program to provide students identified as at risk with appropriate support (e.g., early warning forms, tracking of students in classes, written contracts of expected accomplishments, student support services, mentors and tutors).

Cost: $$ Recurring (personnel)

Designated person/unit:  Enrollment Services, Registrar, Counseling Center, Associate Chancellor for Student Life and Services, VCAA

Priority:  High

Strategy 6.g.3.  Conduct a study to examine the current academic advisement process, including the appropriate advisement loads, and take appropriate action.

Cost: $0

Designated person/unit:  Vice Chancellor for Academic Affairs

Priority:  High

Additional Suggested Strategies:

6.g.4.  Conduct a study to determine the retention and graduation rates of transfer students.

6.g.5.  Collect retention data by unit for all departments/schools and establish 5-year retention goals for each unit.

6.g.6.  Examine the current W date (last date to withdraw from classes) to determine if it needs to be changed to improve retention.

6.g.7.  Develop a plan to involve parents to better improve retention rates.

6.g.8.  Create a mentoring plan that utilizes a cross section of current students in alumni activities.

6.g.9.  Examine the various current student support services to determine changes needed to improve retention.

6.g.10.  After implementation of a First Year Experience, examine the impact of various components (e.g., ASUP, blocked classes, freshman advisors, etc.) on retention.

Measure 6.g.  This objective will be met when the following have been achieved:

1.  A comprehensive study examining why students leave USCA has been completed by Spring, 2004.

2.  Funding has been provided to areas identified as ways to improve retention.

3.  A program has been established to provide at risk students with support services by Spring, 2005.

4.  A comprehensive study of advisement loads has been completed by Fall, 2003 and recommendations for changes in the advisement structure have been adopted by Spring, 2004.