1. Summer Sessions Enrollment Management Revenue Source Student Service

2. Summer Sessions – Enrollment Management  Distribute Fall & Spring enrollment demands  Effective use of campus facilities  Address Promise scholarship retention  Special programming – recruit new audiences  Increase program flexibility

3. Summer Sessions – Revenue Enhancement  Increased enrollment = increased revenue  Provide access to high demand courses  Summer can provide additional faculty salary, but is not a faculty “reward” venue  Market high interest travel/adventure courses to attract new/unique audiences  Effectively managed - become a component of FY budgeting process

4. Summer Sessions – Student Service  Graduate on time  Accelerate time to degree – save money  Add additional majors/minors  Maintain scholarships – PROMISE  Increase GPA  Unique course options in a flexible format – travel study, internships, adventure study,

5. Summer Sessions – WSAAOD?  Identify leader or Campus Champion – Gather data – Develop institutional model – Organize information & work with deans/chairs – Develop and deliver on marketing plan – Monitor enrollments – Develop reports and assessment of model – Distribute funds

6. Summer Sessions - Students  Model Designed for Students – What courses do students need & want? – Examine Fall/Spring enrollments; course pass/fail rates; high enrollment programs; – Survey students; host focus groups – Include Student Services, library access, recreation, food services, etc. – Vary course lengths and times – 3 weeks, 4 weeks, etc.

7. Summer Sessions - Faculty  Benefits to faculty – Extra income – Opportunity to innovate and develop new or improved courses – Lead travel study or “field-based” educational programs – Concentrated time commitment – Greater flexibility for all with online instruction

8. Summer Sessions – Institutional Benefit  Generate revenue  Better use of facilities  Recruitment  Faculty development & opportunities  Student satisfaction  SUMMER IS PART OF THE “ACADEMIC YEAR”

9. Summer Sessions – WVU Story  1997 – Entrepreneurial Model –Formula is gross revenue minus personal services and “base” = Net return to College –“Base” is financial commitment to Central WVU for operations; determined by College’s historical generation of SCH – Personal Services submitted centrally, but deducted from College “gross” revenue –“Multiplier” for each SCH at ug R; ug N-R; g R; and g N- R. (1999 - $58/SCH for ug R) –

10. Summer Sessions - WVU  Lessons: – Waivers equal no revenue to University, therefore no economic value in SCH calculation – All 12 month faculty should teach – Financial return has stimulated University wide engagement in Summer success –High demand = high enrollment = excellent financial return –Inform advisors of Summer offerings early and often

11. Summer at WVU  Enrollment has increased each year of new model – 33,157 (01) - 37,021 (04) SCH  Each College has its own faculty salary policy – varies by rank, enrollment, flat rate, etc.  Net return to Colleges increased from $800,000 to $2.9 million from 1997 – 2004  Greatest % increase 04 was in students who were enrolled in BOTH on-campus & online courses

12. Summer Sessions - Conclusion Successfully changed culture of Summer Sessions at WVU. Made possible by : a) data collection, b) strong administrative support – willingness to be entrepreneurial and take risks c) ongoing infusion of ideas from NAASS – national organization of summer session administrators – “minimal investment for great return” – www.naass.org