The University of Tennessee at Martin Strategic Enrollment Plan: Enrollment Services and Student Engagement

Transcription

1 The University of Tennessee at Martin Strategic Enrollment Plan: Enrollment Services and Student Engagement

2 The University of Tennessee at Martin s Strategic Enrollment Plan is tied to the goals of the University plan, embedded in the framework of the University of Tennessee System Strategic Plan as approved by the Board of Trustees in June Because the University is also responsible for meeting Tennessee educational goals as formulated by the Tennessee Higher Education Commission (THEC) which are part of the University s revenue sources, those goals are also embedded within the strategic plan. The elements of the plan are presented below with cross references to the UT System and UTM Strategic Plans. The UTM Strategic Enrollment Plan is an institution wide responsibility. Both the academic context and culture of the institution considers enrollment management the responsibility of everyone especially the faculty. UTM enjoys an employee culture that understands that everyone s function is directed to the success of our students. The UTM Strategic Enrollment Plan is a comprehensive approach to integrating the University s programs, practices, policies, and planning related to recruiting, progressing, and graduating students into successful careers and satisfying lives. The plan focuses on what is best for students who are a good fit for the mission and vision of UTM and how the University can ensure their successful completion of their educational goals. The UTM Strategic Enrollment Plan is a critical dimension of institutional effectiveness. Consequently, each of the goals and objectives has defined numerical or qualitative metrics with assessments and data-informed decision making embedded in the process of review for success and resetting strategies and future goals. The UTM Strategic Enrollment Plan evolves with environmental changes. (i.e., demographic shifts, political policy changes, expanding technological innovation, institutional financial shifts). The current plan is managed by Enrollment Services and Student Engagement and developed by the Huron Group for Enrollment Management and the Graduate Dean as well as reviewed by the Faculty Senate Committee on Instruction, Faculty Senate Graduate Council, and the Chancellor s Staff.

3 The UTM Strategic Enrollment Plan is built on the concept of The Funnel, a way of tracking the yield at critical stages of the recruitment, enrollment, progression, and graduation processes. The following graphic shows the Funnel used for UTM along with definitions of terms used in the plan. The Funnel is also useful for tracking performance metrics expected by the Tennessee Higher Education Commission (THEC) both for progression as an undergraduate as well as completion expectations.

4 UTM Enrollment Management Goal: Increase enrollment to 7370 students (headcount) by (Linked to UT System Goal 1, Objective B, UTM Goal 1). The University of Tennessee at Martin Strategic Enrollment Plan: Actual Projected Total Undergraduate FTFT FR Transfer In-State Out-of-State Graduate Dual Enrollment Online % of 2016 baseline 5% of 2016 baseline 7.5% of 2016 baseline 10% of 2016 baseline Notes: The University of Tennessee System sets enrollment targets to direct the growth of the universities and institutions at a minimum increase of 2% per year and then each institution adjusts based on assessment of environment and needs. Assessment of UTM budgetary needs, past enrollment data, and prospect demographics in the service areas suggests a need to pursue more aggressive growth than expected by the UT System but within a realistic expectation of the regional enrollment environment. Sub plans exist for each of the component enrollment categories. Totals for the subplans do not add to the overall total due to rounding.

5 UTM Enrollment Management Goal (cont.): Increase enrollment to 7370 students (headcount) by (Linked to UT System Goal 1, Objective B, UTM Goal 1) Objective: Prospects: Improve yield within the funnel at the admit and enrolled stages for both first time full time freshmen and transfers o Baselines: First Time Full Time Freshmen Fall Applicants Admits Yield 73% 75% 77% 73% 69% Enrolled Yield 49% 46% 46% 45% 43% Transfer Fall Applicants Admits Yield 60% 59% 60% 58% 60% Enrolled Yield 57% 60% 62% 62% 63% o Targets: Increase yield percentage for each stage between applicants to admits and admits to enrolled by 3% per year to 2020 based on 2015 performance. Goals for First Time Full Time Freshmen Fall Goals for Transfer Fall Applicant to Admit Yield 69.2% 71.3% 73.4% 76% 78% Applicant to Admit Yield 62% 63.6% 65.6% 67.5% 70% Admit to Enrolled Yield 44.3% 45.6% 47% % Admit to Enrolled Yield 65% 66.8% 68.8% 70.1% 73%

6 UTM Enrollment Management Goal (cont.): Increase enrollment to 7370 students (headcount) by (Linked to UT System Goal 1, Objective B, UTM Goal 1) Objective: Prospects: Improve yield within the funnel at the admit and enrolled stages for graduate enrollment o Baselines: Graduate Students Fall Applicants Admits Yield 63% 63% 53% 54% 61% Enrolled Yield 44% 55% 46% 46% 49% o Target: Increase yield percentage for each stage between applicants to admits and admits to enrolled by 3% per year to 2020 based on 2015 performance. Goals for Graduate Students Fall Applicant to Admit Yield 62.3% 64.7% 66.7% 68.7% 70.7% Admit to Enrolled Yield 50.5% 52% 53.5% 55.1% 56.8%

7 UTM Enrollment Management Goal (cont.): Increase enrollment to 7370 students (headcount) by (Linked to UT System Goal 1, Objective B, UTM Goal 1) Objective: Prospects: Cast wider net outside of target audience to generate more interest with strategic name buys of in-state and out-of-state prospects. Utilize third party vendor for inquiry and qualified application generation o Baseline: Total name buys in 2015/2016 = 43, applied. (Two sources: NRCCUA, College Fish). o Target: 605 applicants and 1.38% of total name buys in 2020 (F17=570; F18=581; F19=593; F20=605) Objective: Prospects: Increase the number of prospects who participate in campus tours o Baseline: Past two year average = 1037 tours o Target: increase by 100 campus tours each year leading up to 2020: 16-17:1100; 17-18:1200, 18-19:1300, 19-20: 1400 Objective: Applicants: Achieve greater percentage of completed applications o Baseline: Fall % of undergraduate applications that were started were unfinished. In Fall 2016 that number was 18% o Target: Reduce incomplete applications to below 15% by Fall 2017: 17%; Fall 2018: 16%; Fall 2019: 15%; Fall 2020: 14% Objective: Applicants: Deliver more prompt responses to applicants by completing a confirmation of admission within one week of receipt by streamlining application process and increasing use of technology. o Baseline: percentage of beginner applications receiving acknowledgement in one week of applying was 4% (119/3011). For transfer applications, 12% (101/839) percentage beginner applications with one week acknowledgement was 7.8% (260/3298). For transfer applications, number was 17.22% (154/894). o Target: By 2020, 100% of applications will be acknowledged within one week or less for beginning and transfer students. Objective: Enroll: Increase percentage of participation in SOAR and TOAR events. o Baseline: In % admitted Freshmen attended SOAR only 49.33% of admitted freshmen attended SOAR. In % of Transfer students attended SOAR. In 2016, that number was 20%. o Target: Goal to increase participation by 5% each year leading up to 2020: 16-17: 55% SOAR, 22% TOAR; 17-18: 60% SOAR, 27% TOAR; 18-19:65% SOAR, 32% TOAR; 19-20: 70% SOAR, 37% TOAR

8 UTM Enrollment Management Goal: Improve retention of enrolled (first year) to sophomore year to 82% by (Linked to UT System Goal 1, Objective B, UTM Goals 1 and 2; UT System Goal 4, Objective B, UTM Goals 1 and 4) Freshman to Sophomore Retention Percentages (FTFT) Year First Time/Full Time 73% 70.6% 69.8% 70.9% 74.5% Objective: Reduce the percentage of freshman (FR) on Academically Eligible-Warning status at the end of the Fall semester o Baseline: At the end of Fall 2013, 19.57% of FR were placed on Academically Eligible-Warning status In Fall 2014 that number was 17.17%, and for Fall 2015 it was 17.09% o Target: Reduce the overall number of FR who are Academically Eligible-Warning status at the end of the first Fall semester by 2% (Fall 2015 as a baseline) each year leading up to Fall 2020: 16-17: 15.5%; 17-18: 13.5%; 18-19: 11.5%; 19-20: 9.5% Objective: Reduce the percentage of those FR who were on Academically Eligible-Warning status at the end of the Fall semester, and then became Academically Ineligible after one more semester. o Baseline: At the end of Spring 2014, 55.47% of FR were on Academically Eligible-Warning status in Fall of 2013 became Academically Ineligible. In Spring 2015 that number was 49.75%, and for Spring 2016 it was 44% o Target: Reduce the percentage of FR who were on Academically Eligible-Warning status and then go on Academically Ineligible after one more semester by 5% (Spring 2016 as a baseline) each year leading up to Fall 2020: 16-17: 39%; 17-18: 34%; 18-19: 29%; 19-20: 24%

9 UTM Enrollment Management Goal: Improve quality of the first time full time entering freshmen as reported on high school grade point averages (HSGPA) and ACT scores to achieve an increase by (Linked to UT System Goal 1, Objective B, UTM Goal 1) Freshman to Sophomore Retention Percentages (FTFT) Year ACT Composite HSGPA Objective: Increase strategic targeted efforts to enroll 100% of students who apply and qualify in Level 1 & 2 of ACT composite scoring: o Baseline: First year students (2016) actual count was 97 students applied with Level 1 and 126 applied with Level 2 scoring. Percentage enrolled was 87.4% for Level 1 and 92% for Level 2. o Target: Achieve 100% enrollment for those who applied and scored at Level 1 & 2. Objective: Increase marketing efforts to recruit, admit, and enroll out-of-state students with a 22 ACT or above and qualify for the Explorer scholarship. o Baseline: New program for Baseline to be determined at census o Target: Increase number of out-of-state students who qualify for the Explorer scholarship by 10% year over year to Objective: Enroll: Increase effectiveness of using financial aid leveraging in securing highly qualified applicants to enroll. o Baseline: In 2015 there were 449 students admitted with 24 ACT or higher and 343 enrolled (76.4%). In 2016 that number was 610 admitted and 357 enrolled (58.5%). o Target: Goal is to increase enrollment of these highly qualified applicants by 3% each year to 2020 (based on an average of the previous two years = 66%): 17-18: 69%;18-19: 72%;19-20: 75%

10 UTM Enrollment Management Goal: To increase the percentage of nonwhite students to 28% of all students enrolled by (Linked to UT System Goal 1, Objective B, UTM Goal 1; UT System Goal 4, Objective F, UTM Goal 1) Diversification of Student Body Year % of Non-Whites Enrolled 20.1% 21.4% 22.4% 23.1% 23% Objective: Increase the number Harold Conner Scholarship recipients o Baseline: Fall 2016 there were 60 scholarship offers and 15 accepted o Target: Add five additional Harold Conner recipients each year leading to Fall 2020: 16-17: 20; 17-18: 25; 18-19: 30; 19-20: 35 Objective: Partner with UTM Black Alumni Council to sponsor two bus trips from Shelby County, TN, in Fall 2016 and Spring 2017 o Baseline: New initiative o Target: To have 50% of the participating students apply each year from initiative

11 UTM Enrollment Management Goal: Improve graduation rate for 150% of time (6 year completion rate at any institution) to 63% by 2020 and to 52% for freshmen who begin and graduate from UTM. (Linked to UT Goal 1, Objective B, UTM Goals 2 and 4; UT System Goal 4, Objective B, UTM Goals 1 and 4) Six Year Graduation Rates Year Complete at any institution Begin and complete at UTM 53.2% 58.3% 56.7% 56.4% 57% NA 48% 48.9% 46.1% 47% 47.5% Objective: Improve results of Recapture Campaign o Baseline: Spring 2016, 733 students eligible for Fall 2016 who had not registered for classes. 289 (39%) ended up enrolling for Fall 2016 in at least one class, and 201 (27%) enrolled as full-time. o Target: Reduce the overall number of students who are involved in the Recapture Campaign by 5% each year leading up to Fall 2020: 16-17: 697; 17-18: 660; 18-19:623; 19-20: 587

12 UTM Enrollment Management Goal: To increase the percentage of graduates from geographical need areas as defined by THEC. (Linked to UT System Goal 1, Objective B, UTM Goal 1; UT System Goal 4, Objective F, UTM Goal 1) Objective: Assign each Admission Counselor sub-goals for recruiting students from the nine counties identified as geographic high need areas by THEC. Track individual performance of counselors. o Baseline: Total enrollment from the nine target counties was 404 (F2015). Individual enrollment data are provided to the Admission Counselors to track. o Target: Increase enrollment from target counties to 475 by Objective: Increase targeted services from Student Success Center to those enrolled from geographical need areas to improve retention. o Baseline: The average combined retention rate over the last three years from the 9 counties is 72% o Target: Increase enrolled to sophomore level retention from target counties to 75% by 2020.

13 UTM Enrollment Management Goal: To increase the net revenue per student to $9597 by (Linked to UT System Goal 1, Objective B, UTM Goal 1; UT System Goal 4, Objective F, UTM Goal 1) Average Net Revenue Year Average Net Revenue $9197 $9297 $9397 $9497 $9597 Objective: Increase average net revenue by per student through o Baseline: Average net revenue for Fall 2016 was $9197. o Target: By intentionally leveraging financial aid, our goal is to increase the average net revenue by $100 per student per year until 2020 (see table above). Objective: Increase average net revenue by per Freshman per scholarship level through o Baseline: Average net revenue per student per scholarship level for FR in Fall 2016: Level 1: $6949; Level 2: $8027; Level 3: $8931; Level 4: $8930; Level 5: $9518 o Target: By intentionally leveraging financial aid, our goal is to increase the average net revenue by $100 per Freshman student per scholarship level per year until 2020: Level 1: $7049; Level 2: $8127; Level 3: $9031; Level 4: $9030; Level 5: $9618 Objective: Increase average net revenue by per Transfer per scholarship level through o Baseline: Average net revenue per student per scholarship level for TR in Fall 2016: Level 1: $8968; Level 2: $8628; Level 3: $9663 o Target: By intentionally leveraging financial aid, our goal is to increase the average net revenue by $100 per Transfer student per scholarship level per year until 2020: Level 1: $9068; Level 2: $8728; Level 3: $9763