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Partnering with your Enrollment Management Team

Partnering with your Enrollment Management Team. WASFAA 50 th Anniversary Conference Tempe Mission Palms May 21, 2019. Kent Hopkins.

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Partnering with your Enrollment Management Team

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  1. Partnering with your Enrollment Management Team WASFAA 50th Anniversary Conference Tempe Mission Palms May 21, 2019 Kent Hopkins

  2. Enrollment management is a topic on every campus. Institutions are constantly trying to find ways to create open-access enrollment with low-cost environments, and to support first-generation and low-income students with minimal resources. If you aren’t familiar with your campus’ (annual or strategic enrollment)plan, you are at a severe disadvantage. Session Description This session will: • Review the role of the financial aid office in new student enrollment, retention, progression and degree attainment • Discuss how your office can partner with the enrollment management team without sacrificing personal or professional ethics 1

  3. Financial aid offices' role in supporting new student enrollment, retention, progression, and degree attainment Enrollment management in an open-access, low-cost environment serving a high proportion of first-generation and low-income students with minimal resources How to partner productively to support enrollment management without sacrificing one's personal and professional ethics Session Topics What say you? 2

  4. Some level setting • What is the current definition andorganizational structure of Enrollment Management on your campus? 3

  5. Some level setting • How many of you are working with: • A University Strategic Plan (USP)? • A USP and a corresponding annual Enrollment Plan? • A USP and a corresponding (longer term) Strategic Enrollment Plan? • Goals and Objectives for Enrollment, with clear goals and objectives for use of financial assistance in achieving the university enrollment objective? • NOTA?!?! 4

  6. Some level setting • What is your financial aid offices’ role in supporting: • New student enrollment? • Retention? Why? • Progression? • Degree attainment? 5

  7. Some level setting • EM is a topic on every campus. Expand. • Partnering with the enrollment management team without sacrificing personal or professional ethics.Expand. • Partneringwith Enrollment versus Imbeddedin Enrollment Organization. What’s your current state? 6

  8. Financial aid offices’ role to support new student enrollment, retention, progression and degree attainment 7

  9. Clarifying the Role Financial Aid should be a side-by-sidepartnerin the enrollment planning process. For new students. For retention, progressionanddegree attainment. Period, the end. -- Kent Hopkins You heard it here today Now, wholeadsthe planning process and role may be a different story…. 8

  10. ASU Charter Our charter is what we do ASU is a comprehensive public research university, measured not by whom it excludes, but by whom it includes and how they succeed; advancing research and discovery of public value; and assuming fundamental responsibility for the economic, social, cultural, and overall health of the communities it serves. ASU:Who we are 9

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  12. 6 Public Universities Central Washington University Eastern Washington University Evergreen State College University of Washington Washington State University Western Washington University 13 Public Universities Bridgewater State University Fitchburg State University Framingham State University Massachusetts College of Art & Design Massachusetts College of Liberal Arts Massachusetts Maritime Academy Salem State University Westfield State University Worcester State University University of Massachusetts Amherst University of Massachusetts Boston University of Massachusetts Dartmouth University of Massachusetts Lowell 3 Public Universities Arizona State University Northern Arizona State University University of Arizona With only three public university options in Arizona, ASU is designed to scale to meet the higher education needs of our state’s population. 11

  13. ASU 2025Goals 12

  14. ASU’s approach is driven by its mission andgoals Demonstrate leadership in academic excellence andaccessibility Establish national standing in academic quality and impact of colleges and schools in everyfield Establish ASU as a global center for interdisciplinary research, discovery and development by2025 Enhance our local impact and socialembeddedness 13

  15. ProgressismeasuredagainstASU's2025metricgoals Demonstrate leadership inacademic excellence andaccessibility • Maintainthefundamentalprincipleofaccessibilitytoallstudentsqualifiedtostudyataresearchuniversity. • MaintainuniversityaccessibilitytomatchArizona’ssocioeconomicdiversity,withundifferentiatedoutcomes forsuccess. • Improvefreshmanpersistencetogreaterthan90percent. • Enhanceuniversitygraduationratetogreaterthan85percentandmorethan32,000graduates. • Enhancequalitywhilereducingthecostofadegree. • Enroll100,000onlineanddistance-educationdegree-seekingstudents. • Enhancemeasuredstudentdevelopmentandindividualstudentlearningtonationalleadershiplevels. • Engagealllearnersonalllevels. 14

  16. The 2025 metrics require ASU to increase itsproportional share of performance Share of TotalEnrollment Share of TotalDegrees 40,000 30,000 20,000 10,000 - 150,000 120,000 90,000 60,000 30,000 - University ofArizona Northern ArizonaUniversity Share of High DemandDegrees ResearchExpenditures Arizona StateUniversity 20,000 15,000 10,000 5,000 - 1,000,000 800,000 600,000 400,000 200,000 15

  17. ASU has made substantial progress on its metricgoals 08/09’Actual 17/18’Actual 2025Goals 16

  18. Undergraduate enrollment is up 45% in 5years Undergraduate Enrollment Actual and Metric Goals(2003-2025) TotalGoals Goals 120,000 International Online 100,000 Campus 80,000 NonResident Online 60,000 Campus 40,000 Resident 20,000 Online Campus - 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

  19. Graduate enrollment is up 46% in 5years Graduate Enrollment Actual and Metric Goals(2003-2025) TotalGoals Goals 30,000 International Online 25,000 Campus 20,000 NonResident Online 15,000 Campus 10,000 Resident 5,000 Online Campus 0 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 18

  20. We all know from experience… 19

  21. University Enrollment Goals • Goals constructed by provost office • Goals connected to business and finance division, for revenue modeling overlay • Goals distributed to college and school leadership for review, commentary and return to provost office 20

  22. Developing strong university relationships • Working Group Enrollment with President Crow • Enrollment (and Revenue Management) Planning Group • Graduate Recruitment Planning • Monthly College and School Recruitment Planning Meeting • Campus Planning Meetings • Special Working Groups – i.e. International Enrollment and Services And within the division Division Leads 1:1 weekly meetings Group meetings every three weeks ES Division Focus on division training and development initiatives 21

  23. Enrollment Management Division Goals and Objectives – 2019-2020 • Achieve university immersion enrollment goals for freshman, transfer, international, veteran and graduate students • Strengthen persistence and retention with initiatives and programs designed for student success • Encourage degree attainment by creating and enhancing support mechanisms and processesthat ensure a seamless, connected enrollment experience • Provide an engaging work environment that elevates opportunities for employees to experience professional satisfaction and student impact • Deliver extraordinary services to our students advancing their educational pursuits and the families that support them 22

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  25. Clarifying the Role • The Senior University Planner and his or her role • Business and Finance and their role • Enrollment Services leadership and our role 24

  26. Clarifying the Role Enrollment Services leadership and our core role: • Identify how financial aid can impact the achievement of new student (and continuing student) enrollment objectives • Appropriate funds • Communicate to students and parents • Be real 25

  27. Digital FAN The digital FAN is optimized for mobile viewing and offers students the option to watch videos that further explain the aid being offered. As a part of their next steps, students are encouraged to create their iGrad account to get started learning more about financial wellness. If a student selects "Print in English" or "Imprimir en Español" from their digital FAN, they will print their FAN Summary – page 1 shown here. 26

  28. ASU gift aid is crucial toaffordability Resident Undergraduates Average Gift Aid Awards by Family Income(2017-2018) $14,000 TuitionandMandatoryFees=$10,800 $12,000 $10,000 $8,000 Private/ExternalGiftAid $6,000 Financial Aid TrustFund $4,000 Federal Gift Aid(all) $2,000 Institutional GiftAid $0 <$20K $20K-$34.99K $35K-$49.99K $50K-$64.99K $65K-$79.99K $80K-$119.99K >=$120K StateMedianIncome=$67K 27

  29. ASU is far more accessible to low-incomestudents Freshmen Enrollment by Income (2002, 2009,2018) 1,600 1,400 1,200 1,000 800 600 Fall2018 400 Fall2009 200 Fall2002 - $120k-140k $140k-160k $160k-180k $180k-200k $200k-220k $220k-240k $240k-260k $260k-280k $280k-300k $300k-320k $320k-340k $340k-360k $360k-380k $380k-400k $80k-100k $100k-120 $20k-40k $40k-60k $60k-80k >$400k <$20k All incomes adjusted to 2018dollars usingCPI. 28

  30. Tuition Free Programs to Serve Arizona 1st year retention of CAG recipients has increased from 76% in Fall 2014, to 79% in Fall 2018. 1st year retention of Obama recipients has increased from 85% in Fall 2014, to 89% in Fall 2018. 47% of First-Time Freshmen from Arizona in 2018-19 were in a tuition-free program Source: Fall 21st day data 29

  31. Number of ASU first-generation students has more thantripled First-Generation Students at ASU(2002-2018) 23,583 25,000 20,000 15,000 7,560 10,000 5,000 - '02'03'04'05'06'07'08'09'10'11'12'13'14'15'16'17'18 30

  32. ASU is committed to low annual tuitionadjustments Tuition & Fees For New Resident Freshman Entering (Fall 2013 – Fall2018) 13,000 $12,447 12,500 $12,228 $11,769 12,000 $11,564 $11,403 11,500 $11,059 $10,957 11,000 $10,764 $10,391 $10,478 $10,822 $10,792 10,500 $10,157 $10,640 University ofArizona $10,002 $10,358 10,000 $9,989 Northern ArizonaUniversity $9,738 9,500 Arizona StateUniversity 9,000 Fall18 Fall13 Fall14 Fall15 Fall16 Fall17 ' 31

  33. Enrollment management in an open-access, low-cost environment to serve high proportion of students 32

  34. Some ideas • How do you use the student’s current work environment or identify other work opportunities to complement the learning environment? • How do you construct a financial plan in alignment with the student’s academic plan? • Be real 33

  35. Pell Grant dollar values won’t be increasing… 34

  36. Some ideas“U.S. Students Spend More Time Working Paid Jobs Than Going to Class” Bloomberg, September 20, 2018 35

  37. iGrad: Student usage 2017 Communication campaigns to promote awareness and use was incorporated into Orientation programs, and included direct emails to students to complete modules tied to basic financial wellness concepts, which incorporate a pre/post test to demonstrate knowledge gain. Overall, 25% of the ASU student population used iGrad in the 2016-2017 academic year. • Modules with knowledge gain at or above 75% • Banking • Credit Cards • Investing 36

  38. iGrad: Student usage 2018 Communication campaigns to promote awareness and use was incorporated into Orientation programs, integration into the Adulting 101 initiative, and included direct emails to students to complete modules tied to basic financial wellness concepts, which incorporate a pre/post test to demonstrate knowledge gain. Overall, 50% of the ASU student population used iGrad in the 2017-2018 academic year. • Modules with knowledge gain at or above 75% • Student Loans • Banking • Credit Cards • Credit Reports • Investing Increases in student use are tied to ASU’s participation in the U. S. Department of Education Experimental Site Initiative for Loan Counseling---a randomized control trial where the experiment group MUST complete loan counseling EVERY year and the control group completes loan counseling only once for entrance counseling and once for exit counseling. The Annual Loan Counseling Experiment began in Fall 2017 and may continue until Fall 2027 to determine efficacy, as determined by the U. S. Department of Education. 37

  39. Support without sacrificing professional and personal ethics 38

  40. Some ideas • Talk it out • Use data • Know your role • Make choices 39

  41. Ethics in the workplace“The Priority of Professional Ethics Over Personal Morality”The British Medical Journal, February 2, 2006 • Understand your “Standard of Practice” • Think and planahead • Personal or professional? • Know yourself. Know your reasoning. • Identify decision points • Make sound ethical choices Let’s use the medical field as an example… Protect your ethics: 40

  42. Financial aid offices' role in supporting new student enrollment, retention, progression, and degree attainment Enrollment management in an open-access, low-cost environment serving a high proportion of first-generation and low-income students with minimal resources How to partner productively to support enrollment management without sacrificing one's personal and professional ethics Did we do what we said we’d do? What say you? 41

  43. Thank you “Great things in business are never done by one person. They’re done by a team of people.” -Steve Jobs

  44. Kent Hopkins Vice President, ASU Enrollment Management and Services • Kent.Hopkins@asu.edu • 480-965-2408 @KentHopkinsASU @ASU

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