7A: Undergraduate Ongoing Enrollment was UM hired Credo Strategically and systematically increase undergraduate Admissions down overall Higher Education as enrollment to 3,000 by Fall 2019. Graduate Admissions by 200 in Fall recruitment and Expand out-of-state recruiting by hiring Business Affairs 2016 and is enrollment designated out-of-state recruiting staff Academic Affairs anticipated to consultants. Credo members, increasing the number of Student Affairs be down issued a Alabama NACAC College Fairs in major cities, further in Fall comprehensive expanding athletic teams, and increasing the 2017. UM report with action number of name buys for out-of-state student hired Credo items, many of markets. Consulting to which have been Explore CRM options focused on prospect conduct an completed, and management (undergrad and grad). intensive conducted training Expand relationship with current vendors that analysis of of Admissions recruitment Counselors. have success with return on investment and admissions A draft focused on out-of-state markets. efforts and to Undergraduate Explore avenues for recruiting international help UM Strategic Enrollment students including third-party in-country develop a Plan has been legitimate recruiting agencies. strategic developed to guide enrollment future efforts. plan. 7B: Academic Affairs Ongoing With the Deans’ Council Strategically and systematically increase graduate Student Affairs closing of the developed a enrollment by 4% (based on Fall 2014 census number Business Affairs Graduate Graduate Strategic of 408) annually to return to fall graduate enrollment Graduate Admissions Admissions Enrollment Plan in level of 500 by Fall 2019. University Advancement and Records Spring 2017. Work with faculty for more buy-in and office in September assistance with graduate recruitment. 2016, Increase capacity in high demand programs. recruitment Provide funding for an MBA recruiter. and support Design and develop a web site specifically for for graduate graduate program recruiting that features programs faculty and student profiles. shifted to the Increase the number of graduate scholarships Colleges. and assistantships. 7C: All Faculty and Ongoing Retention rates A new staff position, freshman-to-sophomore retention to 80%, fell in Director of Student sophomore-to-junior retention to 75%, junior-to-senior analysis Success, is focused retention to 65%, and graduation rate to 55%. of on student demographic retention.
7A: Strategically and systematically increase undergraduate enrollment to 3,000 by Fall 2019. Expand out-of-state recruiting by hiring designated out-of-state recruiting staff members, increasing the number of NACAC College Fairs in major cities, expanding athletic teams, and increasing the number of name buys for out-of-state student markets. Explore CRM options focused on prospect management (undergrad and grad). Expand relationship with current vendors that have success with return on investment focused on out-of-state markets. Explore avenues for recruiting international students including third-party in-country legitimate recruiting agencies. Undergraduate Admissions Graduate Admissions Business Affairs Academic Affairs Student Affairs Ongoing Enrollment was down overall by 200 in Fall 2016 and is anticipated to be down further in Fall 2017. UM hired Credo Consulting to conduct an intensive analysis of recruitment and admissions efforts and to help UM develop a strategic enrollment plan. UM hired Credo Higher Education as recruitment and enrollment consultants. Credo issued a comprehensive report with action items, many of which have been completed, and conducted training of Admissions Counselors. A draft Undergraduate Strategic Enrollment Plan has been developed to guide future efforts. 7B: Strategically and systematically increase graduate enrollment by 4% (based on Fall 2014 census number of 408) annually to return to fall graduate enrollment level of 500 by Fall 2019. Work with faculty for more buy-in and assistance with graduate recruitment. Increase capacity in high demand programs. Provide funding for an MBA recruiter. Design and develop a web site specifically for graduate program recruiting that features faculty and student profiles. Increase the number of graduate scholarships and assistantships. Academic Affairs Student Affairs Business Affairs Graduate Admissions University Advancement Ongoing With the closing of the Graduate Admissions and Records office in September 2016, recruitment and support for graduate programs shifted to the Colleges. Deans’ Council developed a Graduate Strategic Enrollment Plan in Spring 2017. 7C: freshman-to-sophomore retention to 80%, sophomore-to-junior retention to 75%, junior-to-senior retention to 65%, and graduation rate to 55%. All Faculty and Ongoing Retention rates fell in analysis of demographic A new staff position, Director of Student Success, is focused on student retention. Alabama