Transfer analysis by the Task Force has focused on broadly understanding enrollment patterns and academic program choices, and developing a process to assess growth opportunities. CWU Centers also contribute to growth, however, much of that has occurred in online course enrollments, a growing trend at all campuses. The University Center Task Force is underway and expected to provide an in-depth analysis of Center enrollment trends and growth opportunities that will be integrated into future transfer enrollment planning. Tables 16 and 17 show the transfer admission funnel, selectivity and graduation rates. Figure 11 shows the growing impact of Students of Color (now 21%) on transfer enrollments. Table 16 Figure 11 Table 17 Summary and Recommendations The President’s and Provost’s charges to the task envisioned a comprehensive action plan for enrollment growth that optimizes tuition revenue and preserves access and academic quality. The task force charge was to create an enrollment plan that includes: Enrollments by program of study, location, demographics, and quality of prospective students. Alignment with the university's strategic plan and goals. Communication methodology, cycle of communication, and recruitment activities to support the plan. Financial aid components of merit, need, and targeted aid. Campus registration hold policies, rationales and a proposal for a future system to address holds By the committee’s last meeting it was that a great deal of productive investigation and analysis has been accomplished but after four months of work, much remains unresolved. Committee members expressed the conviction that they were satisfied with their progress but just beginning to find significant possibilities for understanding and analysis of academic program demand, aid, enrollment factors, and recruitment and retention programming. Also clear is the major work underway by several related task forces; primarily Continuing Education, International Programs, and University Centers. Recommendations from those bodies should be incorporated into the recommendations and enrollment planning of this task force. For example,
Transfer analysis by the Task Force has focused on broadly understanding enrollment patterns and academic program choices, and developing a process to assess growth opportunities. CWU Centers also contribute to growth, however, much of that has occurred in online course enrollments, a growing trend at all campuses. The University Center Task Force is underway and expected to provide an in-depth analysis of Center enrollment trends and growth opportunities that will be integrated into future transfer enrollment planning. Tables 16 and 17 show the transfer admission funnel, selectivity and graduation rates. Figure 11 shows the growing impact of Students of Color (now 21%) on transfer enrollments. Table 16 Figure 11 Table 17 Summary and Recommendations The President’s and Provost’s charges to the task envisioned a comprehensive action plan for enrollment growth that optimizes tuition revenue and preserves access and academic quality. The task force charge was to create an enrollment plan that includes: Enrollments by program of study, location, demographics, and quality of prospective students. Alignment with the university's strategic plan and goals. Communication methodology, cycle of communication, and recruitment activities to support the plan. Financial aid components of merit, need, and targeted aid. Campus registration hold policies, rationales and a proposal for a future system to address holds By the committee’s last meeting it was that a great deal of productive investigation and analysis has been accomplished but after four months of work, much remains unresolved. Committee members expressed the conviction that they were satisfied with their progress but just beginning to find significant possibilities for understanding and analysis of academic program demand, aid, enrollment factors, and recruitment and retention programming. Also clear is the major work underway by several related task forces; primarily Continuing Education, International Programs, and University Centers. Recommendations from those bodies should be incorporated into the recommendations and enrollment planning of this task force. For example,
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