Student Enrollment Management - Task Force: Option Generation · STUDENT LIFECYCLE MANAGEMENT Student Lifecycle Framework + This model positions the student journey as a continuous

© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 1 © 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED.

STUDENT ENROLLMENT MANAGEMENT TASK FORCE:OPTION GENERATION

January 11, 2017 © 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED.

© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 22

AGENDA

1 Approach and Framework• Student Lifecycle Management

2Opportunities• Freshmen

• Transfer

• Retention and Student Success

3 Visioning

4 Next Steps


Over the past 9 weeks, Huron conducted 125+ interviews with key stakeholders, analyzed data to

understand undergraduate enrollment strategies and key factors predicting student success, and

presented key findings to the SEM Taskforce.

Conduct kickoff and planning meetings

Host interviews and focus groups with

Wyoming stakeholders to understand

challenges and opportunities

Use primary research and enrollment data

to develop in-depth understanding of

market demand, recruitment, and retention

Review research conducted to date

Review initial findings for Midpoint Strategy

Meeting

Host interviews and focus groups with

Wyoming stakeholders to understand

challenges and opportunities

Assess current organizational structure and

portfolio of responsibilities within enrollment

offices

Catalog campus-wide resources that

support transfers, onboarding, and

retention activities

Review research conducted to date

Examine key findings and confirm realistic

enrollment goals and priorities with

Wyoming leadership

Assess implications and develop business

plans

Provide “strategy roadmap” to execute on

the goals for enrollment

Incorporate additional feedback from

Wyoming leadership on “strategy roadmap”

Determine communication strategy to

socialize changes for enrollment to the

University community

Current State Assessment Organizational Assessment Strategy Development

October - November December January

PROJECT OVERVIEWPROJECT PROGRESSION


APPROACH AND FRAMEWORK:STUDENT LIFECYCLE MANAGEMENT

1


APPROACH AND FRAMEWORKSTUDENT LIFECYCLE MANAGEMENT

Student Lifecycle Framework

+ This model positions the student journey as

a continuous cycle—with critical points of

engagement throughout—beginning when

students are first recruited and continuing

through post-graduation when alumni need

to be re-engaged for philanthropic and

recruiting purposes.

+ It is crucial to consistently engage students

at every stage of their lifecycle as their

needs evolve, strengthening support at

individual milestones and enhancing their

overall experience.

+ The areas of focus for today’s discussion

are highlighted in gold.

Brand & Vision Alignment

Recruitment

Selection & Aid Determination

Enrollment and Onboarding

Academic Experience

Campus Life and Career Services

Alumni Engagement


OPPORTUNITIES:FRESHMEN

2


OPPORTUNITIES: FRESHMENDATA DRIVEN DECISIONS

FTFT freshmen enrollment has been inconsistent over the past several years. While there are

expectations to increase enrollment, data must inform the development of realistic long-term

enrollment goals and the underlying support needed to achieve those goals.

+ UW’s market position among prospective freshmen is unclear. UW competes for students on several

fronts, both in-state (regional) and out-of-state (key feeder states).

+ Increasing market share within current catchment areas and expanding into new markets will be critical to

UW’s ability to meet future enrollment goals.

+ UW needs to understand the key decision factors of high-achieving resident students to attract and enroll

more of these students in the future.

+ The Office of Admissions needs to learn how to leverage data to discern true prospective student interest

and focus efforts on those students most likely to apply and enroll.

+ The Office of Admissions must work closely with their recruiting partners in the Colleges to develop an

integrated and coordinated recruiting plan.


OPPORTUNITIES: FRESHMENBRAND AND VISION ALIGNMENT


Recruitment


Enrollment & Onboarding

Academic Experience

Proposed Future State / Opportunity

• Develop UW’s brand platform, prospective student website, and social media presence; segment by key

populations (WY resident, CO, out of state-other) and use relevant stories to communicate key differentiators.

Case for Change

• Strengthen UW's market

position in the region

• Increase enrollment among

targeted populations (high

achievers, students of color)

• Differentiate UW from

WYCC's (focus on best-fit

students for each)

Organizational Impact

• UW will need a dedicated

marketing resource within

Enrollment to develop and

coordinate messaging to

prospective students in

collaboration with UW

Marketing

• Enhance prospective

student website with student

stories

Timeline & Effort

• 1-3 Years

• Investment above and

beyond current marketing

spend

• Coordinate brand messages

and stories with strategic

planning process and

potential fundraising efforts

Implementation Effort Medium

Implementation Effort is a composite rating based on: readiness, planning,

collaboration, resources, and training


OPPORTUNITIES: FRESHMENBRAND AND VISION ALIGNMENT


Recruitment



Academic Experience


• Examine effectiveness of current prospect development campaigns. All recruitment activities require established

performance metrics; limited resources must be justified for ROI, so that investments in new channels can be

funded by discontinuing less than optimal efforts.

Case for Change

• Higher conversion rates

among prospective students

• Deeper insights on

habits/expectations of

inquiries

• Strengthen application pool


• Will require accurate coding

of historical databases

• Need to establish common

definitions of sources

• May want to consider using

a third party vendor for

execution

Timeline & Effort

• 1 year for analysis and

reporting to inform

enrollment plan

• Timing and format of search

materials

• Explore vendor partnerships

for creative development

and campaign execution

Implementation Effort Low




OPPORTUNITIES: FRESHMENRECRUITMENT


Recruitment



Academic Experience


• Create strong and distinct calls to action in recruiting materials. Establish deadlines for admissions (August 1)

and registration.

Case for Change

• Setting clear expectations

for students to move

through the enrollment

funnel

• Reduces late processing

and onboarding, helps

improve predictability of

resources needed to serve

students


• Policy committee decision

• Minor loss of student

headcount due to

implementation of deadlines

• Reduce administrative

burden on staff to

accommodate student

exceptions

Timeline & Effort

• 1–2 years

• Clear communication to

prospective students,

continued cultivation of

student until next enrollment

cycle

• Need to establish an

exceptions policy (what is

reasonable) and educate

campus recruiting partners







Recruitment



Academic Experience


• Engage prospective students earlier in college search process: Summer Honors College for High Achieving WY

students (PSAT, PLAN ID), college sponsored academic competitions, UW Roadshow (bring UW to the State).

Programming must be high impact and highlight UW’s unique strengths.

Case for Change

• Increased awareness in far

corners of the state

• Increased resident

enrollments

• Another opportunity to

partner with Outreach

school staff


• Enrollment staffing

dedicated to Early

Awareness

• On-Campus High School

programming

• Collaboration with College

staff

Timeline & Effort

• 3–5 Years

• Identify target populations

and markets

• Program planning with

academic partners

• Travel planning and

resources

Implementation Effort High






Recruitment



Academic Experience


• Create a college going culture within Wyoming. Develop College ROI marketing plan for the State of Wyoming:

Academic Preparation, Academic Roadmaps (paths to a college degree), understanding financial aid, and

affordability.

Case for Change

• The State of Wyoming has a

low college going rate and

no coordinating higher

education agency

• With limited demographic

growth, increasing this rate

will help contribute to

enrollment growth


• This initiative will require

coordination with UWC,

Outreach staff, as well as

WYCC and community

support programs

• Deploy current students to

local communities to

promote college and mentor

prospective students

Timeline & Effort

• 3–5 Years

• Identify potential partners

(Outreach, Community

Colleges, Trio, Upward

Bound)

• Outside funding may be

necessary to support

initiative, expands mission of

the institution.







• Optimize current recruitment territories. Deeper understanding of UW's key markets will be essential in improving

(quality and quantity) enrollments in top feeder markets. Expectations tied to demographic changes will help

inform enrollment growth planning.

Case for Change

• Improved funnel

performance in key markets

• More accurate predictions of

how each market will

contribute to overall goal

• Allows for annual

adjustments based on

market shifts


• Staff time for analysis and

profile building

• Reallocation of recruiting

responsibilities among staff

Timeline & Effort

• 1–3 Years

• Institutional analysis on

demographic, economic,

academic preparation trends

to build a class territory by

territory

• Leverage annual analysis

into territorial goals and

travel plans


Recruitment



Academic Experience







Recruitment



Academic Experience


• Identify and cultivate new recruiting territories. Expansion into new markets is essential to UW growth plans.

Target states/counties that expect growth in the number of high school graduates.

Case for Change

• Higher levels of enrollment

in out-of-state markets

• Greater diversity among

enrolled students

• Less reliance on WY

markets to meet goals


• Identification and allocation

of additional recruiting

resources needed to

cultivate new recruiting

territories

• Build travel off of current

plans (incorporate

neighboring states into

current travel territories)

Timeline & Effort

• Up to 5 Years

• Analyze and prioritize

expanded markets

• Establish targeted student

personas

• Identify potential recruiting

partners in new markets

• Target 1 new market / year







Recruitment



Academic Experience


• Redesign the UW Admission Application user experience and application content, including removing the “major

declaration” component. Consider membership with the Common Application.

Case for Change

• Recruiting staff will gain

better insight into student

interests and motivations,

allowing for more

meaningful conversations

• Provides national exposure

• Increased applications from

high achieving and diverse

students


• Annual membership and

processing fees for

Common App

• Small working group in

Admissions (leadership and

operations staff) to research,

assess impact on

processes, and develop

implementation roadmap

Timeline & Effort

• Plan out processing

implications

• Align institutional app

• Train counseling staff

• Adapt yield projection

models

• Educate High School

counselors and students

Implementation Effort Medium-High






• Create a prospective student “interest” score that directs recruiting resources. Can no longer afford an "all things

to all people" approach to recruitment.

Case for Change

• Allows recruiting staff to

focus on students most

likely to apply and enroll

• Informs recruiting travel and

market cultivation activities

• Helps inform college level

recruiting plans


• Coordination between

Enrollment, Institutional

Analysis, and on-campus

analytics subject matter

experts

• Leverages CRM

functionalities

Timeline & Effort

• 1 Year

• Need to identify key

attributes of highly desired

students

• Allow for input from

recruiters

• Need to account for

nuances of new or desired

markets


Recruitment



Academic Experience







• Create a High School Student fly-in program for highly desired out-of-state students. Students who visit UW

have a much higher yield rate than those who do not.

Case for Change

• Focus program on high

interest/high ROI students

• Target specific events

(Accepted Student Days)

• Ability to impact academic

profile and diversity of

incoming class


• Additional staffing and

operational resources will

need to be identified to scale

the program accordingly

• Logistics of accommodating

overnight visitors will need

to be considered

Timeline & Effort

• 2–3 Years

• Fly-In Policy Development

that limits UW exposure and

targets priority populations

• Pilot program with target

market/population

• Measure effectiveness of

program prior to expansion


Recruitment



Academic Experience





OPPORTUNITIES: FRESHMENSELECTION & AID DETERMINATION


Recruitment



Academic Experience


• Consider implementing dual admission policy with select WY Community Colleges for WY resident students who

need additional academic preparation to build necessary skills; grants automatic admission to UW upon

completion of Associate Degree.

Case for Change

• Increased academic

preparation among high-risk

students prior to entering

UW

• Improved retention rates of

students less academically

prepared


• Internal collaboration

between Freshmen and

Transfer recruiting teams

• External collaboration

between Transfer team and

WYCC Advising Staff

Timeline & Effort

• 1–3 Years

• Examine headcount impact

to incoming cohort

• Requires revisions to current

admission policies

• Ongoing relationship

building will be needed to

keep dual enrolled students

engaged with UW





OPPORTUNITIES: FRESHMENSELECTION & AID DETERMINATION


• Create an academic preparedness index to guide selection and yield activities. An academic index will help

offset variation in high school GPA/ACT predictability and the overall score will provide stronger guidance to

recruiting and academic advising staff.

Case for Change

• Build upon current internal

progress made to date

• Build calculation

functionality into Admissions

CRM


• Coordination between

Enrollment, Institutional

Analysis, and on-campus

analytics subject matter

experts

• Understand impact on

admission criteria,

partnerships with WYCC's,

and support programs

Timeline & Effort

• 1 Year

• Work with internal team to

develop predictive score

• Assign scores to all admits,

leverage as target for yield

activities

• Measure accuracy, assess

potential in improving

selectivity


Recruitment



Academic Experience





OPPORTUNITIES: FRESHMENENROLLMENT AND ONBOARDING


Recruitment



Academic Experience


• Build out WyoWeb to serve as an Admitted Student portal that focuses on the most relevant and important

issues and topics for incoming students.

Case for Change

• A powerful engagement tool

that encourages students to

self-serve

• Keeps relevant and

important information in front

of the students

• Establishes a self-help

environment that can be

leveraged later in the

process


• Portal development team

with representatives from IT,

Enrollment, CACS, and

Dean of Students

• Assessment, oversight, and

update responsibilities lie

with Enrollment

Timeline & Effort

• 1–2 Years

• Customized content based

on user interests

• Should be one-stop shop

with academic planning

tools

• Provides a clear opportunity

to create pathways for

undecided students







Recruitment



Academic Experience


• Develop an admitted student engagement and yield plan in collaboration with Colleges. The current dedication of

resources and approach varies by College. Because students apply to Colleges, it is imperative that efforts are

coordinated.

Case for Change

• Improved collaboration will

reduce duplication of effort

• Increased involvement by

Colleges will help improve

yield of targeted students


• UW SEM working group

comprised of Enrollment

leadership and key College

staff to develop strategy and

monitor key metrics

• Colleges will need to

dedicate staff time and

resources to initiative

Timeline & Effort

• 1–2 Years

• Identify quantitative and

qualitative goals for each

college

• Establish recruitment

experience expectations

• Coordinate opportunities

and outcomes messages for

colleges







Recruitment



Academic Experience


• Develop a “summer melt” strategy. UW recruiting staff shifts to the next class prior to matriculation, leaving a

connection gap at a very vulnerable time. Missed opportunity to measure persistence risks.

Case for Change

• Will be able to proactively

identify and address key

persistence issues among

incoming students

• Insights gained will be able

to guide future planning on

support services and

educational programming


• Custom build out of

Enrollment Rx to collect and

transmit data to Banner SIS

• Professional development

on identifying and tracking

key data points

• Balance melt activities with

upcoming recruiting cycle

plan development

Timeline & Effort

• 1-2 Years

• Determine how and when to

collect student success data

• Consistency in what and

how UW collects the data

will be important to make the

data actionable

• Assess persistence risk

through targeted interactions







Recruitment



Academic Experience


• Identify and collect key data points on admitted students that inform yield strategy, building upon the current data

warehouse and business intelligence strategy work.

Case for Change

• Key motivational insights,

student concerns, and

predictive data available

during the enrollment

process is currently not

being collected

• This information could prove

quite useful for recruiting

staff and Colleges when

targeting messaging and

contact efforts



for recruiting staff on

relational recruiting

techniques

• Enrollment Rx programming

to enable data collection

Timeline & Effort

• 1–2 Years

• Develop admitted student

engagement strategy that

includes intended outcomes

of key funnel touch points

• Develop communication

map that guides staff to key

College/staff contacts





OPPORTUNITIES: FRESHMENACADEMIC EXPERIENCE


Recruitment



Academic Experience


• Explore potential of pre-registration prior to Summer Orientation (SO) through a combination of Block

Scheduling. Orientation and select electives so the SO can focus on academic and social integration.

Case for Change

• Facilitates career

discussions with Advisors

• Opportunity to engage

undeclared students

• Allows for connection to

appropriate support

resources

• Helps strengthen student

connection to UW


• Key academic staff (AVP

Undergraduate Ed,

Registrar, College staff,

Enrollment) to determine

programming, analysis, and

approach

• Allow for additional advising

time during academic year.

Timeline & Effort

• Internal analysis on

freshmen course

registrations

• Work with colleges to plan

courses and sections

• Pilot with specific major

• Expand as appropriate





OPPORTUNITIES: FRESHMENADDITIONAL OPPORTUNITIES


Recruitment



Academic Experience

+ Provide a single, comprehensive admission decision to students - coordinate with Colleges that have

separate admission criteria to provide a single admission decision to the student.

+ Examine the frequency, content, and recipient of College level recruiting reports shared with College

contacts. Meet regularly with College level recruiting staff to discuss progress and priorities.

+ Create a Recruitment Dashboard in Enrollment RX to monitor progress and guide strategy: Dashboard

for top leadership, Dashboards for admissions operation staff (processing priorities and efficiencies),

Dashboards for Admissions Representatives.

+ Tie back clearinghouse results to admit file - segment by academic preparation, in-state geography,

ethnicity, and financial resources. Create competitor sets by student type and by recruiting territory to

inform differentiation efforts.

OPPORTUNITIES:TRANSFER


OPPORTUNITIES: TRANSFERDATA DRIVEN DECISIONS

The transfer market represents a significant opportunity for UW to increase enrollment. UW will

need a clear, actionable recruitment plan and a realignment of student support resources to be

successful.

+ Recruiting transfer students is currently under-resourced. There is little capacity to guide students

through the recruitment process and provide credit evaluations in a timely fashion.

+ Cultivating the resident transfer population must be a top priority for UW.

+ There is potential to extend UW’s reach with transfer students to the Front Range.

+ Coordinated support services are needed to onboard the diverse transfer student population.

+ Access to scholarships and financial aid have a significant impact on a transfer student’s decision

to enroll at UW (an issue the University is currently addressing).


OPPORTUNITIES: TRANSFERBRAND AND VISION ALIGNMENT


Recruitment



Academic Experience


• Develop a prospective transfer student website which centralizes key resources in one, easy to navigate

location; and use relevant stories to communicate key differentiators for transfer students.

Case for Change

• Enhance student

satisfaction and the user

experience

• Increase enrollment among

targeted populations

• Differentiate UW from

WYCC's; value prop of a

four-year university


• UW will need a dedicated

resource within Enrollment

to develop and coordinate

prospective Transfer

campaigns in collaboration

with UW Marketing

• Coordination of relevant

resources (enrollment,

registrar, advising, etc.)

Timeline & Effort

• 1-3 Years

• Investment above and

beyond current marketing

spend

• Coordinate brand messages

and stories with strategic

planning process and

potential fundraising efforts







Recruitment



Academic Experience


• Bring advising staff from Wyoming Community Colleges to campus for summer advising workshops, learn about

2 year and 4 year education plans, and understand how to use TreQ to advise prospective transfer students.

Case for Change

• Reduces "wasted" credits

for transfer students

• Provides clarity for students

on time to degree


• Transfer team will develop

and administer program

• Close collaboration with

Registrar and Director of

Transfer Relations

Timeline & Effort

• 1- 2 Years

• Identify key staff at WYCC

and commit to keeping staff

up-to-date with course and

degree plan changes

• UW staff time and travel

resources to provide

professional development







Recruitment



Academic Experience


• Establish Transfer advising days in collaboration with UWC/WYCC advising staff and course registration

timelines.

Case for Change

• Reduction of “wasted”

credits

• Academic preparation

optimized for UW program

• Reduced time to degree

• Strengthened connection

between UW and WYCCs


• Identify key college

personnel to assist with

major requirements

• Leverage existing

articulation agreements to

inform conversations

• Potential for Outreach Staff

to collaborate

Timeline & Effort

• 2–3 Years

• UW Transfer team working

closely with College

academic advisors to

develop plans and allocate

time and travel for advising

days on WYCC campuses

• Transfer team to cultivate

WYCC relationships to allow

for collaboration





OPPORTUNITIES: TRANSFERRECRUITMENT


Recruitment



Academic Experience


• Identify and target out-of-state community colleges, including Colorado and Nebraska. Cultivate out-of-state

transfer coordinators.

Case for Change

• Higher levels of enrollment

in out-of-state markets

• Greater diversity among

enrolled students

• Less reliance on WY

markets to meet goals.

• Expansion of territories

necessary to meet

enrollment growth


• Short term: leverage

freshmen recruiting travel to

build awareness and

establish relationships

• Long term: Territory Based

Transfer recruiters

Timeline & Effort

• 3 Years

• Market assessment,

recruiting staff time and

travel, balanced with current

market cultivation

• Appropriate onboarding and

support services need to be

in place to retain students

• Be mindful of academic

program capacity







Recruitment



Academic Experience


• Use WYCC graduation lists to invite students to campus for advising appointments.

Case for Change

• Provides a smooth transition

for transfer students

• Individual attention allows

for conversation about goals

and degree planning

• Establishes connection with

Academic Advisors


• Transfer team will develop

and administer program

• Close collaboration with

Registrar, Director of

Transfer Relations, and

Academic Advising contacts

from Colleges

Timeline & Effort

• 1–2 Years

• Need to ensure invitations

are targeted to transfer

ready graduates (AA and

AS)

• Pilot with LCCC’s

• Transcript processing /

evaluation needs to be

timely







Recruitment



Academic Experience


• Use November Clearinghouse data on community college enrollments to build Transfer prospect pool. Students

who decline admission to UW and enroll at Community Colleges are currently not being cultivated early.

Case for Change

• Increased number of

transfer students

• Students will see a clear

path to UW

• Building upon established

relationship instead of

starting from scratch


• Transfer processors working

to convert the

Clearinghouse list into

transfer prospects

• Working with WYCC

advising staff to collaborate

on advising for transfer to

UW

Timeline & Effort

• 1 Year

• Send “UW Transfer tool-kit”

promoting success at

Community College

• Connect to intended major

• Clearly communicate

Financial Aid options

• Establish recruiting events

for these students





OPPORTUNITIES: TRANSFERSELECTION & AID DETERMINATION


Recruitment



Academic Experience


• Create a Dual-Admission program with WYCC's. Keeps students in the UW communication stream, builds

confidence and comfort at UW, and provides a smooth transition to the university community.

Case for Change

• Students can enroll at both

institutions simultaneously

and have access to support

services at both

• Courses at either institutions

go towards general

education requirements,

reducing time to degree

• Students are invited to

attend on-campus programs

and athletic events


• Develop ongoing

communication plan with

Dual Admission students

• Grant access to facilities,

events, and support services

• Strong coordination between

Enrollment and individual

college advisors

Timeline & Effort

• 2–3 Years

• Requires reconsideration of

current admission policies

• Pilot with LCCCs

• Ongoing relationship

building will be needed to

keep students engaged with

UW







Recruitment



Academic Experience


• Establish a transfer liaison in each College to develop plans for recruitment, conduct credit evaluations, and

provide major-specific advising to ensure that transfer efforts are well coordinated.

Case for Change

• Improved collaboration will

reduce duplication of effort

• Increased involvement by

Colleges will help improve

yield of targeted students


• Transfer working group

comprised of Enrollment

leadership and key College

staff to develop strategy and

monitor key metrics

• Colleges will need to

dedicate staff time and

resources to initiative

Timeline & Effort

• 1-2 Years

• Regular meetings with

Enrollment staff serving as

facilitators

• Messaging and travel will

need to be coordinated

between central enrollment

and college recruiters







Recruitment



Academic Experience


• Establish Peer Mentor program for Transfer students. Student focus groups indicated peer-to-peer assistance was

key to student success. Mentors can reduce reliance on academic staff and faculty.

Case for Change

• Peer mentors initiate

connections

• Guide students through self-

service tools available from

UW

• Guide to UW support

services


• Identify strong students in

the highest demand

programs (including

undecided) to support

greatest number of students

• Coordination with

orientation, onboarding, and

college staff.

Timeline & Effort

• 1–2 Years

• Transfer Admission team will

need to identify and train

peer mentors.

• Work Study dollars will need

to be allocated

• Training program

coordination with key

College personnel







Recruitment



Academic Experience


• Make transfer orientation mandatory. Move orientation to the beginning of semester to provide adequate time to

set expectations, register for academic courses, and onboard students successfully.

Case for Change

• Identify and program for

specific transfer needs

• Use time for social and

campus connections

• Higher level of satisfaction

among incoming transfers


• Transfer Admission team will

develop and host event

• Key collaboration with

Academic departments and

Student Support offices

Timeline & Effort

• 1 Year

• Incorporate connections to

support services through

peer mentors


on transfer specific issues

• Academic advising

appointments





OPPORTUNITIES: TRANSFERENROLLMENT AND ONBOARDING


Recruitment



Academic Experience


• Automate credit evaluation process to the extent reasonable. Explore the potential to integrate UW Transfer

Equivalency Self-Service (TreQ) into Banner System.

Case for Change

• Reduced transfer evaluation

times for students coming

from articulated programs

• Removes burden from

processing staff at key times

of the year

• Allows for more relationship

building time between

advisors and students


• Strong collaboration

between Director of Transfer

relations, College advising

staff, and WYCC's to keep

up to date on program

changes

• IT resources for Registrar's

Office

Timeline & Effort

• 1–2 Years

• Programming staff in the

Registrar's Office to link the

work done through

articulation into UW's SIS

• Manual oversight of the

system to ensure accuracy

• Annual updates based on

major and/or degree

requirements





OPPORTUNITIES: TRANSFERENROLLMENT AND ONBOARDING


Recruitment



Academic Experience


• Use transfer agreements already in place to allow online pre-registration. Faculty approved agreements are in

place, but have not been programmed into the Registration system to inform course planning and advising.

Case for Change

• Streamlines transfer process

• Establishes a clear path to

degree

• Allows program directors the

insights needed to meet

course planning deadlines

and anticipate staffing needs


• Key college contacts to work

closely with Registrar’s

office to develop and

implement a plan

• Central coordination of

course planning and use of

historical transfer data

Additional programming,

analytical, and processing

support will be needed in the

Registrar's Office

Timeline & Effort

• 3–4 Years

• Will need to address high

demand program capacity

concerns

• Holding seats in key

sequence courses

• Access for college course

planners and academic

advisors





OPPORTUNITIES: TRANSFERADDITIONAL OPPORTUNITIES


Recruitment



Academic Experience

+ Create WYCC Advisory Board: Meet 1-2 times a year to discuss transfer-related issues with the

campuses, strengthen connections and help train staff on key issues.

+ Develop a “Transfer Center” or “Enterprise” structure and support system to best manage the transfer

student lifecycle

+ Establish direct link to Transfer evaluation on WYCC websites

+ Publish articulation and 2+2 agreements on website

+ Tie the transfer experience into UW brand development work

+ Develop a transfer-specific website and communication campaign to build awareness and proactively

address students’ most common questions and concerns

OPPORTUNITIES:RETENTION AND STUDENT SUCCESS


OPPORTUNITIES: RETENTION & STUDENT SUCCESSDATA DRIVEN DECISIONS

+ A student’s academic preparation is highly predictive of a

student’s performance in the first year. UW needs to leverage

information gathered during the enrollment process to inform student

support efforts.

+ A student’s credit progression in the first year is a significant

factor in their success at UW. Strong advising and course planning is

necessary to improve the chances of students returning their second year.

+ Targeted and coordinated support services are needed for those students most at risk – first-

generation students and students admitted with support.

+ The level of unmet financial need has a negative impact on the retention of non-residents. The

availability of need-based aid to lower current gaps will be necessary as UW looks to increase non-

resident enrollments.

+ With such a significant number of students leaving UW to enroll in Community Colleges, there is an

opportunity to maintain a relationship with these students in an effort to bring them back to UW.

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When certain demographic characteristics are “stacked” (academic preparation, financial need, and

estimated family contribution / EFC), a student’s likelihood to succeed at UW decreases.

Retention Rate: 52%

(N = 401)

High Financial Need

Low Academic

Preparation

Retention Rate: 52%

(N = 297)

Low Estimated Family

Contribution

Low Academic

Preparation

Retention Rate: 49%

(N = 183)

First-Generation

College Student

Low Academic

Preparation

Retention Rate: 43%

(N = 82)

First-Generation

College Student

Low Academic

Preparation

High Financial Need

Retention Rate: 57%

(N = 159)

Colorado Resident

Student

First-Generation

College Student

Retention Rate: 41%

(N = 54)

Colorado Resident

Student

First-Generation

College Student

Low Academic

Preparation

Retention Rate: 39%

(N = 36)

Colorado Resident

Student

First-Generation

College Student

Low Academic

Preparation

High Financial Need

Source: UW Funnel and Retention Files, variables segmented by quartiles

• Bottom Quartile: EFC: $4368 or less; Unmet need: $0; Academic prep: 43.4 or less on the composite score

• Top Quartile: EFC: Greater than $31,010, Unmet need: Greater than $8,678, Academic prep: Greater than 51.5



When certain demographic and academic characteristics are “stacked”, a student’s likelihood to succeed at

UW varies.

Retention Rate: 59%

(N = 188)

Low Academic

Preparation

Retention Rate: 55%

(N = 132)

Low Academic

Preparation

Retention Rate: 51%

(N = 78)

Low Academic

Preparation

Source: UW Funnel and Retention Files, variables segmented by quartiles

• Bottom Quartile: EFC: $4368 or less; Unmet need: $0; Academic prep: 43.4 or less on the composite score

• Top Quartile: EFC: Greater than $31,010, Unmet need: Greater than $8,678, Academic prep: Greater than 51.5

Low Academic

Preparation

High Financial Need

Retention Rate: 54%

(N = 59)Retention Rate: 47%

(N = 36)

Low Academic

Preparation

High Financial Need

Retention Rate: 44%

(N = 41)

Low Academic

Preparation

High Financial Need

Low Academic

Preparation

Retention Rate: 57%

(N = 49)

Undecid

ed


Contribution

Retention Rate: 42%

(N = 33)

Low Academic

Preparation


Contribution

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Retention Rate: 33%

(N = 18)

Low Academic

Preparation


Contribution

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OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY

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• Create a coordinating / governance committee to monitor persistence

concerns and assemble the appropriate people to address immediate

retention concerns.

Case for Change

• Improved approach to Early

Alerts

• Expansion of intervention

tactics

• Clear assessment of

initiatives to inform future

practice


• It will important for the

governance group to have a

sub-group that is close to the

students to know the key

issues at the appropriate time

and have the authority to

enact resolutions

Timeline & Effort

• 1 Year

• Identify key participants,

establish charter and working

procedures

• Develop a student success

monitoring system with

appropriate reporting and

communication capabilities

• Assess efforts and seek out

best practice

Academic Ability

Implementation Effort Low- Medium





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• Create centralized oversight of each colleges course offerings to better

manage academic capacity constraints.

Case for Change

• Course planning is siloed,

with little to no coordination

between colleges

• Enables UW to monitor

space to accommodate

enrollment growth, and

manage limited academic

capacity


• UW will need to establish a

Director of Course Planning

(or similar role) within the AVP

Division to work closely with

the Colleges and Registrar

• Registrar "owns" classrooms,

colleges "own" labs to

manage spaces

Timeline & Effort

• 3–5 Years

• Requires new course planning

software or significant upgrade

• Create rule reports to monitor

compliance with course

standards

• Generate key course capacity

(major prerequisite) reports

each semester to inform

planning by colleges

Academic Ability






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Academic AbilityProposed Future State / Opportunity

• Leverage historical course enrollment data to inform future course needs

and guide future planning process.

Case for Change

• Course planning is a

challenge due to lack of

historical data and

coordination

• Eliminate a lot of guesswork

by departments

• Assist with predicting

instructor staffing needs


• Additional programming and

course scheduling oversight is

needed in the Office of the

Registrar

• Key college contacts will need

to work closely with Registrars

office to develop and

implement a plan

Timeline & Effort

• 2–3 Years

• Use Banner to identify course

enrollment patterns and

demand levels

• Program enrollment and degree

plans will inform course section

needs

• An element of ongoing

assessment and development

of academic management plan






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• Expand course offerings outside of current clustering (10am-2pm).

Case for Change

• Course availability aligned

with degree plans

• Reduced exceptions (back

and forth) by departments

• Manageable class sizes


• A staff person within the

Registrar's Office or the AVP

for Undergraduate Education

to work directly with each

college to coordinate course

offerings and monitor space

availability

Timeline & Effort

• 2–3 Years

• Identify high demand courses

• Establish and enforce course

scheduling standards

• Align standards with Faculty

course load and staffing

• Assess impact on facilities

Academic Ability






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• Shift the administration of student placement exams to online and to be

completed over the summer; build in access to developmental tools to

students through a Portal Checklist.

Case for Change

• Reduction of D,F,Ws in key

gateway courses

• Reduction of retention risks

• Shift of resources from

remedial to additional

support


• Assessment team will need to

work with College staff on tool

development

• Additional programming on

WyoWeb and SIS needed to

integrate assessments and

developmental resources

Timeline & Effort

• 2–3 Years

• Identification of appropriate

assessment and development

tools will require College staff

participation

• Sufficient support staff will need

to be available to assist

students with online tools

Academic Ability






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• Redesign the learning outcomes of current FYS courses to integrate

academic skill development, career exploration, and experiential learning

optimization.

Case for Change

• Currently, there is little

consistency in approach to

FYS learning outcomes

• Allows for a period of

exploration and examination

of the motivations of going

to college

• Potential integration with

Freshmen Interest Groups

(FIGS)


• Director of the FYS program

• Curricular design work with

college staff and student life

personnel

• Faculty buy-in and

participation

Timeline & Effort

• 3-4 Years

• Determine to what extent should

the FYS program be linked to

majors/programs of interest


programs for faculty and staff

for new format

• Coordinate the re-examination

of learning outcomes among

colleges

Academic Ability






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• Create a faculty development program that enables and fosters a

learning environment adapted to the learning styles and classroom

expectations of today's students.

Case for Change

• Necessary as UW

reexamines it's approach to

the first year experience for

both freshmen and transfers

• Address the high number of

D, F, W's in key gateway

courses

• Varying levels of

preparation of incoming

students, along with

changing demographics


• Faculty development

committee to work on

professional development

plan

• Allocation of time and

resources prior to semesters

for programming

Timeline & Effort

• 2–3 Years

• A clear vision of the type of

students UW will serve and

identification of their needs

• Address the specific challenges

among various segments of the

student population (high

achieving v. admit with support,

first generation v. legacies).

Academic Ability





OPPORTUNITIES: RETENTION & STUDENT SUCCESSFINANCIAL CAPABILITY

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• Create block tuition rates to incentivize higher course loads.

Case for Change

• Credits attempted and

credits earned are retention

indicators

• The current pricing structure

creates a financial

disincentive to attempt and

accumulate credits in a term,

potentially lengthening the

time to degree


• Assessment and

development of tuition policy

conducted by Budget

Planning

• Review and approval by

State Legislature

• Coordination with course

planning to accommodate

additional capacity needs

Timeline & Effort

• 1–2 Years

• Development of financial

models to explore impacts of

block tuition rates on credit hour

production

• Enrollment models to monitor

headcounts based on faster

progression and improved

graduation rates

Financial Capability

Implementation Effort Medium-High





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• Develop a comprehensive pricing strategy for non-residents that is

competitive within the region, targets key recruiting markets, and

addresses high levels of unmet need.

Case for Change

• Previous Huron work

identified opportunities to

examine price increases to

raise net-tuition-revenue

• The primary source of

students are in non-resident

markets

• Any strategy needs to

ensure that appropriate

levels of need are met


• External partner to determine

appropriate methodology,

compile results, and provide

options

Timeline & Effort

• 1- 2 Years

• External price elasticity study

among non-residents

• Enrollment and Net Tuition

Revenue Models to balance

new revenue and student

financial need

• Communication plan

development and execution

from enrollment marketing


Implementation Effort Low-Medium





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• Enhance financial aid communications to provide students with a clear

understanding of aid policies and resources, create a stronger

connection to the aid office, and provide high-levels of service.

Case for Change

• There is an incredibly high

reliance on student aid at

UW

• Anticipating increasing

numbers of first-generation

students enrolling

• High levels of unmet need is

a retention risk


• Explore the potential of an

“FA counselor for life” (one

point of contact) approach

• Content development support

from Enrollment marketing

• Financial literacy program

development and

implementation

Timeline & Effort

• 1–2 Years

• Establishing dedicated

counselors will impact staffing

and capacity

• Professional development for

student financials staff (financial

aid, student accounts)

• Use of multiple communication

channels: paper, email, social

media







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• Leverage retention diagnostic to inform the allocation of privately funded

scholarship awards.

Case for Change

• Huron's retention diagnostic

identified high levels of

unmet need as a significant

retention risk

• Anticipating increasing

numbers of first-generation

students enrolling

Organizational Structure

• Policy and practice

development for the Office of

Financial Aid

• Aid staff working closely with

faculty to identify and award

targeted recipients

Timeline & Effort

• 1–2 Years

• Integrate awarding strategy with

potential tuition and fee

initiatives

• Presidential fundraising

priorities should be focused on

increasing need based aid






OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING

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• Centralize the withdrawal process. There is no single withdrawal process

at UW that tracks students and reasons for decision.

Case for Change

• Creates consistency in

approach and information

shared

• Increased data on "why"

students leave

• Opportunity to continue the

conversation while the

student is away and follow

up on return


• Identify a single point of

departure from UW (Dean of

Students) that will lead the

process and provide the

appropriate advising/referrals

needed

Timeline & Effort

• 1 Year

• Develop withdrawal guidelines

for students

• Involve campus stakeholders in

design: Colleges, financial aid,

residence life, health center,

counseling

• Staff will report out key issues to

campus

Sense of Belonging






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• Establish campus-wide Student Success Committee to continue the

work started by the SEM Task Force.

Case for Change

• Student Success remains an

institutional priority

• Encourages pursuit of best

practices

• Creates accountability for

retention and graduation

initiatives


• Faculty, Staff, Student

(Freshmen and Transfer),

and IT representatives

• Enrollment and Academic

leadership will need to

develop key institutional

metrics

• Create professional

development programs to

help faculty and staff address

the issues

Timeline & Effort

• 1–2 Years

• Examine academic policies and

procedures that impact student

success

• Review and act on data

• Issue reports to the UW

community

Sense of Belonging






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• Utilize a student success inventory instrument at orientation and Cowboy

Connect to gain additional insights into retention factors and improved

predictability of student success.

Tools & Technology

• Complements demographic

inputs to retention

probability

• Identifies non-cognitive

persistence issues that will

inform advising and support

Organizational Structure

• Identify a centralized student

success staff person to

administer and disseminate

information gathered from the

instrument

• Programming time to load

results into SIS

Timeline & Effort

• 1 Year

• Develop training on how

interpret and utilize results of

inventory

• Administer during onboarding to

assist with proactive outreach

• Coordinate with other

assessments to avoid over

testing

Sense of Belonging






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• Link the programming of Cowboy Connect to outcomes of Summer

Orientation.

Case for Change

• An opportunity to pace

student acclimation and

address student needs

• Increased student

understanding of UW

expectations

• Additional time for students

to think through motivations

and plan experiential options


• Identify current role or create

new role for Director of

Orientation/Onboarding

• Director will work with

Enrollment, Registrar, Dean

of Students, Residence Life,

Academics

• Dependent on prior

registration initiative

Timeline & Effort

• 2–3 Years

• Develop a comprehensive plan

for both programs including

intended outcomes, key

components, and assessment

metrics

• Professional development for

onboarding staff

Sense of Belonging






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• Utilize WyoWeb Portal for self-service Student Success plans.

Case for Change

• Show student progress on

key milestones

• Appropriate support services

can be targeted to student

based on needs

• UW is able to share

important, relevant

messages without

overloading students


• Programming support in IT to

develop the WyoWeb portal

tools

• Will work closely with

Enrollment, Academic staff,

student services to develop

and monitor content delivery

• Centralized student success

committee will monitor use

and measure impact

Timeline & Effort

• 2 Years

• Extensive tool development and

integration with SIS

• Identification of student support

for training, questions and

issues

• Ongoing monitoring and support

of tool

Sense of Belonging






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• Create a peer-to-peer advising model within the Colleges.

Case for Change

• Limited access and capacity

of academic advisors

• Students already reach out

to their peers to seek advice

on course offerings and

support services

• Professional

development/experiential

learning opportunity for

mentors


• Key staff person with

responsibility of developing

peer mentor program in

conjunction with Colleges

• Will need centralized training

program to ensure

consistency

Timeline & Effort

• 1- 2 Years

• The Colleges will need to

identify/nominate students for

the program

• Ongoing staff student meetings

to discuss issues, help with

problem resolution, and update

on College/Major changes

Sense of Belonging






+ "Turn On" / enhance portal or degree planning tools

+ Develop student engagement monitoring system - one card

(swipe when accessing services)

+ Transfer data collected during enrollment process to SIS for advising

and student support partners.

+ Leverage customizable CRM system to target communication to students and reduce the volume of

generic emails; create student profiles in WyoCloud and send information to only relevant audiences;

engage campus marketing partner to manage email updates

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VISIONING

3


VISIONINGCORE QUESTIONS

1. Admit with Support

- In-state vs. Out-of-state

2. Academic Management (DFW Findings)

- Do we teach who we have?

- What is the role of the Community College? What is the role of UW?

3. Pricing Strategy

- In-state vs. out-of-state rates


NEXT STEPS

4


NEXT STEPSPHASE 3

Development of UW’s strategic enrollment framework and organizational structure to address

current constraints and help UW reach its enrollment goals.

1. Enrollment Organizational Assessment

- Future state staffing and resources optimized for strategic enrollment vision

- Implementation priorities and timing

- Incorporate best practice reporting structures

2. Help UW define realistic enrollment goals that will underpin the 5-year SEM plan

3. Development of a 5-Year Student Enrollment Management (SEM) Plan

- Implementation road maps on selected marketing & recruitment strategies

- Detail on investments (or reallocation of resources) required

- Policy and process activities

- Appropriate metrics

- Roles and responsibilities

- Other areas that will be required to help ensure a successful implementation


QUESTIONS?


THANK YOU

Documents

Student Enrollment Management - Task Force: Option Generation · STUDENT LIFECYCLE MANAGEMENT Student Lifecycle Framework + This model positions the student journey as a continuous