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Enrollment Issues at UWM. A Work in Progress. Growth History. Average of 2.5% annual growth in last 5 years Graduate students population level Transfer students overall upward trend New first year students the major cause of increases. Enrollment Growth in New Students. 3,500. 3,300.

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enrollment issues at uwm

Enrollment Issues at UWM

A Work in Progress

growth history
Growth History
  • Average of 2.5% annual growth in last 5 years
    • Graduate students population level
    • Transfer students overall upward trend
    • New first year students the major cause of increases
slide3

Enrollment Growth in New Students

3,500

3,300

3,100

2,900

New Freshmen

2,700

Number of Students

New Transfers

Grad Students

2,500

2,300

2,100

1,900

1,700

94

95

96

97

98

99

00

01

02

03

Academic Year

uwm is increasingly attractive
UWM is increasingly attractive
  • Share of Wisconsin high school grads increasing from average of 3.5% to 5.5% in last decade
  • UWM first choice of 69% of new freshmen last year
  • Applications up from 4,600 in 1994 to over 10,000 this year
demographics as a major enrollment driver
Demographics as a major enrollment driver
  • Assuming high school demographics (without considering the increased attractiveness),
  • UWM could conceivably grow by 1,800 students by 2010 with current retention rates
some big questions
Some Big Questions
  • Can we afford to accommodate the demographic and market pressures?
  • With increased retention, how can we accommodate the retained students?
  • What will be the composition of the student body, regardless of size?
  • How do we assure diversity?
  • How do we increase the success of our students?
can uwm grow
Can UWM Grow?
  • What is our capacity with current resources?
  • What is necessary to accommodate demographic pressures?
    • In financial resources?
    • In physical resources?
    • In staffing?
classroom space resource deficits
Classroom Space Resource Deficits
  • To accommodate demographic growth (w/o increases in retention) we need to:
    • Increase current classroom usage from 39.1 hours/week to 43.1 hours/week

OR

    • Increase seat occupancy from current 62% to between 77%
    • Both would entail major cultural and behavioral changes
direct staffing needs
Direct Staffing Needs
  • If we retain the current student/faculty ratios, to meet demographic changes by 2010, we would need
    • 110 instructional FTE with no change in retention
    • 182 instructional FTE with small increase in retention
poor prospects
Poor Prospects
  • Currently we cannot accommodate the increased demand without added GPR
  • Moreover, other considerations will require added resources
retention issues
Retention Issues
  • As we become more successful in retention, pressures on upper division courses increase.
  • Upper division capacity varies by department and program.
  • Selective growth may be the answer.
  • But resources will be necessary to fully address the problem.
non growth considerations
Non-Growth Considerations
  • Student composition issues
    • graduate vs. undergraduate balance
    • commuter vs. residential balance
    • domestic vs. international balance
    • traditional vs. non-traditional balance
    • diversity increase
diversity challenges
Diversity Challenges
  • Recruitment and retention difficulties:
    • Lack of scholarships/financial aid
    • Support mechanisms for students
    • Presently shallow pool
    • Poor high school resources
    • Costs associated with recruitment and retention efforts will be non-trivial
student success
Student Success
  • Current efforts:
    • Black and Gold Committees in colleges
    • Program evaluation and planning efforts
    • Enrollment management efforts
next steps
Next Steps
  • Enrollment management staff work in summer
  • Presentation of proposals to faculty governance and campus leaders in fall
  • Detailed plans in fall to winter