STRATEGIC ENROLLMENT PLAN DEVELOPMENT INITIATIVE

Our Challenge: Create and implement a comprehensive strategic enrollment plan for the university by January 2019.

Master SEP Schedule

The following table describes our emerging plan for the overall SEP project at TAMUC. This plan should be viewed as a flexible, collaboratively determined tool.  As necessary, we will adjust visit dates and be sensitive to the rhythms of the TAMUC cycles. All visits will be scheduled to maximize the ability of all involved in the project to participate.

VISIT

DATE

OBJECTIVES/FOCUS

1

July 30-31, 2018

Organization; project scoping; data preparation for situation analysis

2

October 22-23,

2018

Development of key performance indicators (KPIs)

3

December 3-4,

2018

Situation analysis: Reviews and initial strategy ideation

4

February 2019

Situation analysis: Final reviews; strategy ideation and working group prioritization; business planning organization; identification of strategies for action planning

5

April 2019

Action/Business plans review: Initial vetting, lessons learned; full plan set development

6

June 2019

Strategy/business plan prioritization summit

7

August 2019

Final prioritization; plan formation; funding considerations

8

October 2019

Implementation support; transition from SEP to SEM, including reorganization of enrollment structures

Visit One Outcomes (July 30-31)

The primary outcome of RNL Associate Consultant Dr. Kristi Motter’s first campus visit to A&M- Commerce was the establishment of two key strategic enrollment planning teams.

Core Team: Charged with the creation of the strategic enrollment plan for several specific tasks, including:

  • Review and collation of essential data
  • Analysis of data
  • Establishing the areas of focus for SEP working groups
  • Convening working group meetings and ensuring collaboration
  • Identifying priorities
  • Making recommendations to the SEP Council
  • Delivering a draft overarching situation analysis
  • Writing and delivering the comprehensive strategic enrollment plan
  • Dr. Lee Young - Interim Vice President for Enrollment Management & Point of Contact for RNL
  • Jody Todhunter - Director of Admissions / Admissions funnel metrics
  • Jeremy Gamez - Business Technical Analyst / Academic Affairs
  • Dr. Dan Su - Director of Institutional Effectiveness/Research IPEDS/Headcount/Enrollment, Analytics, Student Satisfaction Data
  • Dr. Ricky Dobbs - Associate Provost Academic Foundations/ Retention and Persistence Data
  • Tina Livingston - Assistant Vice President and Chief Budget Officer / Finance & Budget
  • Dr. Fred Fuentes - Director of Student Diversity & Inclusion / Student Diversity
  • Dr. Ray Green – Dean of the Honors College / Faculty
  • Scott Cason – Chief Marketing Officer / Web Analytics
  • Dr. Jennifer Schroeder – Associate Dean in the Graduate School

Core Team Membership

SEP Council

The roles of the SEP Council include assessment, KPI monitoring, setting priorities and budget planning

  • Academic Deans and/or Associate Deans – Academics Programs (will supply names once confirmed)
  • Dr. Brent Donham - Dean, COSE
  • Dr. Shanan Gibson -Dean, COB
  • Dr. Tim Letzring - Dean, COEHS
  • Dr. William Kuracina - Dean, CHSSA
  • Dr. Randy Harp - Dean, CASNR
  • Dr. Thomas Newsom – Dean of Students
  • Dr. Yvonne Villanueva-Russell – Dean, University College
  • Keturi Beatty – Vice President of Institutional Advancement
  • Lacey Henderson – Director, Career Development Career
  • Darrel Peace – Director, Alumni Relations
  • Maria Ramos – Director, Financial Aid/Scholarships
  • Charles Robnett – Financial Services
  • Paige Bussell – Registrar
  • Judy Sackfield – Associate Athletics Director
  • Michael Stark – Director, Resident Living & Learning
  • Dali Hatanville - Assistant Director of Admissions, Feeder High Schools & Community & Four-Year Colleges
  • Kristen Neely - Director of First Year & Transition Programs
  • Dr. Edward Romero - Chief Human Resources & Diversity Officer

Visit Two Outcomes (October 22-23)

The primary outcome of Dr. Motter’s second visit was to work with the Core Team and SEP Council on the establishment of SEP key performance indicators (KPIs). The following KPIs were identified and approved:

  • Undergraduate enrollment overall
    • Official retention rates
    • Progression rates
    • Persistence rates
    • Overall transfer student enrollment
    • Freshmen cohort profile
    • Course completion rates
    • Diversity in ethnicity specifically related to Hispanic and Latino enrollment
    • Veteran enrollment
    • Graduate enrollment overall
      • Veteran enrollment
      • Persistence Rates
        • Level
          • Program
      • Residency
      • Credit hour production
        • FTE/program
          • Grad
            • Masters
            • PhD
      • Undergrad
        • Upper
        • Lower
        • Net tuition revenue
          • Discount Rate
            • Graduate
            • Undergraduate
  • In-state, OOS, International
  • Dual enrollment
  • Exemptions
  • Competency-Based Education
  • State appropriation (formula) and variables included in that calculation
    • CIP code
      • Graduate
      • Undergraduate
      • In-state, OOS
  • Funded vs Non-Funded Student Credit Hours

Visit Three Outcomes (December 3-4)

The principal outcome of these sessions was the establishment of key areas we will focus on in the development of our strategic enrollment plan. The following topics were the areas of focus shared with the SEP Council:

  • Retention and graduation rates
    • Yield rates for traditional undergraduate students
    • Enhanced focus on transfer student recruitment
    • Community college relationships
    • Marketing, branding and recruitment communications plans
    • Developing a comprehensive graduate enrollment plan

The next step will be the establishment of focus-area working groups that will begin working on strategies and action items. These working groups will include members of the SEP Council and campus community and they will be led by members of the Core Team.

Did you know?

  • Retention and graduation rates for our university currently rank below nearly all of the
  • universities we compete with for students? (insert chart)
  • Give us your input!
  • Any comments/suggestions about increasing our retention and graduation rates?  Any comments/suggestions about improving yield rates for traditional undergraduate students?
  • Any comments/remarks about enhancing our focus on transfer student recruitment? Any comments/remarks on how to strengthen community college relationships?
  • Any comments/suggestions about improving marketing, branding and recruitment communications plans?
  • Any comments/suggestions about developing a comprehensive graduate enrollment plan? (Recruitment, retention, persistence, progression, completion and graduation)