One More Graph

A Possible Plan A Process in Process

Possible Plan Step one: The points of general agreement or inescapability Step two: The implications of those agreements. Step three: Alternative Visions

Step One: Points of Agreement 1. Enrollment Growth: Steady, manageable total enrollment growth (not any one unit or program, but total overall credit hour production)

Step One: Points of Agreement 2: Student Support: Continued success in retention rates and graduation rates.

Step One: Points of Agreement 3. Improved student satisfaction: Continued efforts ensuring that our students are receiving the best support, services, and academic programming that we can provide.

Step One: Points of Agreement 4. Growth in alumni: Continued success in creating alumni that not only support the school but are involved in the successes of its students.

Step Two: Implications To achieve step one, we must do the following: Match Resources to Enrollment

Point of Decision “When you come to a fork in the road take it.” Yogi Berra

Point of Decision Vision one: Let the resources react to enrollment. Vision two: Let the resources create enrollment.

Vision One: This is what we are doing now. Resources will need to follow first-year enrollment, College of Business, and other select programs. Managed by Numbers Committee and other groups.

Vision Two: Decide How We Want to Shape the Enrollment And What Strategies Ought We to Use to Get There.

Shape Who should determine the shape of the enrollment? Small executive committee: President and Vice Presidents with input from the operational groups: deans, student services, facilities.

Strategies Who should craft the strategies? Small groups appointed by the Executive Committee after the Shape questions have been answered.

What Shape? The Executive Committee might determine a certain set of proportions: First-year growth should be X percent of total, Graduate School Y percent, etc.

What Strategies? Marketing Committee might determine how to improve application pool? First Year Committee might arrive at an absolute number of first-year students, beyond which quality of service would plummet.

Final Suggestion Whichever tine of the fork we choose, we should meet once a year. In order to review the enrollment picture, the admission standards, and endorse them or change.

A Possible Plan A Process in Process Step one: The points of general agreement or inescapability Step two: The implications of those agreements. Step three: Alternative Visions 1. Enrollment Growth:  Steady, manageable total enrollment growth (not any one unit or program, but total overall credit hour production) 2. Student improvement:  Continued success in retention rates and graduation rates. 3. Improved student satisfaction:  Continued efforts ensuring that our students are receiving the best support, services, and academic programming that we can provide. 4. Growth in alumni:  Continued success in creating alumni that not only support the school but are involved in the successes of its students. To achieve Step One, we must match resources to enrollment:  Vision One: Let the resources react to enrollment.  Vision Two: Let the resources create enrollment. Vision One: This is what we are doing now.  Resources will need to follow first-year enrollment, College of Business, and other select programs.  Managed by Numbers Committee and other groups. Vision Two: Decide How We Want to Shape the Enrollment and What Strategies Ought We to Use to Get There. Who should determine the shape of the enrollment?  Small executive committee: President and Vice Presidents with input from the operational groups (deans, student services, and facilities). Who should craft the strategies?  Small groups appointed by the Executive Committee after the Shape questions have been answered.  The Executive Committee might determine a certain set of proportions: First-year growth should be X percent of total, Graduate School Y percent, etc.  Marketing Committee might determine how to improve application pool?  First Year Committee might arrive at an absolute number of first-year students, beyond which quality of service would plummet.