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Strategic Enrollment Management Initiatives and Budget Overview at CWU

This document outlines the strategic enrollment management (SEM) initiatives and budget proposals for Central Washington University (CWU) for FY19. It emphasizes the importance of guiding students through admission and graduation processes, including analytics, recruitment, and diversity initiatives. Key budget requests include increased funding for financial aid counselors, targeted marketing for diverse student enrollment, and enhanced open house events to attract prospective students. The focus is on improving access, retention, and net tuition revenue through strategic planning.

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Strategic Enrollment Management Initiatives and Budget Overview at CWU

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  1. FY19 Budget SummitStrategic Enrollment ManagementSharon O’Hare Enrollment Management’s charge is to guide students on a path to enrollment and graduation at CWU. Cross-divisional scope: Analytics Recruitment Marketing/communications Student Achievement Admissions Financial Aid Long-term Financial planning

  2. Leadership Division Structure GameOn! SEM Greg Williams Asst. Director, Operations Director, Recruitment Eva Whitsett Asst. Director, Student Accounts Assoc. Dir, Diversity, Inclusion & Access Student Financial Services Admissions/Recruiting

  3. FY16-19 Expenses by Account State and Local Funds

  4. FY16-19 Expenses by Program – State and Local Funds

  5. FY19 Budget to Projection by Department SEM, Admissions, GameOn! Student Financial Services: Financial Aid & Student Accounts

  6. Headcount by Position Type

  7. Universal Reporting Metrics Direct Strategic Enrollment Management Admissions Financial Aid Indirect GameOn!: Outreach and recruiting to underserved populations in central Washington region

  8. Division Specific Reporting Key Performance Indicators (KPIs) by Department Strategic Enrollment Management Retention, progression & graduation rates (%) Net tuition revenue by fiscal year ($) Admissions Inquiries, Applications, Admits (HC) & Yield (%) Enrollment by term (HC & FTE) Enrollment by TUSG (HC) Washington State market share (%)

  9. Division Specific Reporting Key Performance Indicators (KPIs) by Department Financial Aid/Student Accounts On-time distribution of aid (#days after FAFSA done) Verification processing time (days) Affordability gap for TUSG status ($) Net tuition revenue maximization using waivers ($) Student Accounts audit review GameOn!Number of participants (HC) & gender mix (%) Number of partner schools (C)

  10. Allocation Request Summary Unit: Financial Aid (Student Financial Services) Amount Requested: $183,600 One Time or Continuous? Continuous Reason: Add 3.0 FTE Financial Aid Counselors Summary Detail: • Respond to FA counselors increased workload caused by changes in the US DOE regs • Reduce student wait time, improve access to FA counselors • Increase SFS engagement with students; provide services beyond the office and after work hours. ()

  11. Allocation Request Summary Unit: Enrollment Management (Admissions) Amount Requested: $58,336 One Time or Continuous? Continuous Reason: Increase non-resident and diverse FTFT enrollment by increasing targeted name buys Summary Detail: • Expand CWU Student Search Marketing (EAB partnership) to increase out of state and diverse student prospect pool and applications. ()

  12. Allocation Request Summary Unit: Enrollment Management (Admissions) Amount Requested: $30,000 One Time or Continuous? Continuous Reason: Increase Fall Open House budget (from $10K, currently funded, to $40K), add Spring Open House Summary Detail: • Increase Fall Open House budget to accommodate growth in attendance (1,200 F18, 477 F17) • Increase student and parent interest in CWU through increased exposure to faculty, sample classes, financial aid, other support units ()

  13. Allocation Request Summary Unit: Enrollment Management (Admissions) Amount Requested: $93,480 One Time or Continuous? Continuous Reason: Add 1.50 FTE Admissions Reviewers/Processors Summary Detail: • Applications have doubled in last 5 years without increase • As a result, decision wait times can be as long as 6 weeks ()

  14. Thank you!

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