Strategic Enrollment Management Plan

Strategic Enrollment Management Plan Overview

Introduction The need for strategic enrollment planning is more critical than ever in today’s higher education enrollment landscape. Higher education institutions increasingly compete regionally and nationally among each other for the attention of prospective students as strong employment opportunities o˝en result in potential students choosing to enter the workforce rather than furthering their education. In addition, the impending demographic cli˛ projecting a decline of high school graduates will exacerbate the complex enrollment picture over the next five to ten years. Investing in intentional planning and strategy to address these converging factors will position UW-Stout to be competitive in this landscape. Strategic enrollment planning (SEP) is a process that identifies enrollment opportunities for di˛erent student segments, new points of entry to the University, and ways to increase student retention. The planning process establishes specific and achievable enrollment targets, identifies resources and funding, and determines the implementation timeline. The SEP process is designed to engage the campus in a collaborative process that aligns with other campus initiatives and that leverages data to inform decision-making. The University of Wisconsin-Stout engaged in the strategic enrollment planning process during the 2021-22 academic year that resulted in the development of its Strategic Enrollment Management Plan (SEM Plan). The planning process included over 100 sta˛, faculty, students, and administrators. The highly collaborative process resulted in this SEM Plan. The UW-Stout SEM Plan is a five-year strategic roadmap that will guide and align strategic enrollment e˛orts university wide. The SEM Plan includes details for six prioritized enrollment strategies approved by the SEP Committee and SEP Council. Timeline The SEM is based on a five-year timeline, beginning in 2022-23 and ending in 2026-27. Targets The target is to grow to 7,264 students by the end Fall 2026. To achieve this, key performance indicators have been identified for each strategy action plan. Focus Areas It is anticipated that the plan will remain focused on these enrollment strategy action plans for the duration. Accountability There will be an annual process to review results from strategic enrollment efforts university wide. The SEM Plan includes details for six prioritized

the key indicators and update the strategies and resource allocations to ensure we remain on track. Agility This SEM Plan overview reflects a snapshot of the evolving SEP process. While the focus areas are anticipated to remain throughout the duration, the strategies and tactics may change at any time.

Management Structure To ensure the SEP remains a participatory process that is grounded in data, it will be managed by several groups:

SEP Council The SEP Council engages senior leaders on campus to determine the scope of the SEP process, identifies KPIs, and identifies institutional competitors and peers for this process. The Council oversees and supports the work of the SEP Committee. The VC of ESI serves as the liaison between the SEP Council and SEP Committee. SEP Committee The SEP Committee oversees the SEP planning and implementation process and develops mechanisms for tracking the implementation and e˛ectiveness of the SEM Plan. SEP Data Team The SEP Data Team supports the data needs of the SEP process; prioritizes data requests that come forward through the SEP process and assists with developing and maintaining the enrollment projection model, return on investment sheets for ROI analysis, and supports the SEP project through tracking and monitoring data pieces. SEP Strategy Action Plan Implementation Teams SEP Strategy Action Plan Teams monitor implementation of the plan, monitors key performance indicators, and adjusts the plan to ensure success. Strategic Planning Group The Strategic Planning Group oversees implementation of the university strategic plan, FOCUS2030. On an annual basis, an SEP action plan is submitted to this group.

Enrollment Strategies The enrollment strategies are designed to increase UW-Stout’s market share of new students and increase retention of current students. Each enrollment strategy has a detailed action plan that will be used throughout implementation and evaluation. UW-Stout’s SEM Plan is comprehensive and aligns strategic enrollment e˛orts across the University. Investment in these strategies demonstrates a commitment university-wide to agility, data-driven decision making, and an approach to strengthen and grow enrollment in a strategic way. Enrollment Strategy Action Plan #1: Comprehensive Recruitment Plan Overarching Strategy: Create a comprehensive recruitment plan that includes strategies to increase student enrollment including new undergraduate, transfer, international, graduate, and customized instruction students. Performance Indicators: • Comprehensive recruitment plan: Growth in number of applications and yield for both graduate and undergraduate students compared to baseline. Note: primary focus will be on application growth. Baseline: 6281 (Fall 2022 UG apps), 42.4% UG show rate (Fall 2021), 70.6% graduate show rate (Fall 2021) • High demand credentialing: Growth in the number of students enrolled in high demand credentials (credit and non-credit). Baseline: 204 (3-year average number of credit-bearing certificates awarded annually), 0 baseline for non-credit Implementation Co-leads: Joan Ebnet & Glendalí Rodríguez Cabinet Co-sponsors: Michael Huggins & Ediz Kaykayoglu Subplan: High-Demand Credentialing, Continuing Education & Non-Credit Options Enrollment Strategy Action Plan #4: Review & Expand Sports Module Overarching Strategy: UW-Stout currently o˛ers 19 varsity sports. Sports expansion provides opportunities to recruit new students who may not have attended the University otherwise. Key Performance Indicators: Growth in the number of new students enrolled in a sports module. Baseline: 193 (3-year average) Implementation Co-leads: Erin Sullivan & Duey Naatz Cabinet Sponsor: Duey Naatz Enrollment Strategy Action Plan #6: Strategic International Student Enrollment Partnerships Overarching Strategy: Developing strategic partnerships with domestic and international institutions of higher education and third-party education organizations serves multiple purposes (e.g., brand-building, increased awareness of Stout programs, elimination of barriers to admission, facilitation of transfer credits, dual-degree articulation agreements, etc.) with the aim to increase international student enrollment. Key Performance Indicators: Growth in the number and retention of international students. Note: the primary focus will be on enrollment growth. Baseline: 196 (Fall 2022) Overarching Strategy: UW-Stout currently offers 19 varsity sports. Sports expansion provides

Implementation Lead: Scott Pierson Cabinet Sponsor: Glendalí Rodríguez Enrollment Strategy Action Plan #7: Transfer Center

Overarching Strategy: Develop a one-stop center for transfer students that incorporates all phases of transfer student a˛airs, including recruitment, admission, transfer evaluation, all phases of transfer student affairs, including recruitment, admission, transfer evaluation,

transfer articulation, and coordination of initial and ongoing advising of transfer students. Remove barriers for a transfer student and improve processes for transfer credit evaluation and course transfers. Key Performance Indicators: • Transfer Center: Growth in Enrollment and Retention rate of the transfer students compared to the transfer student numbers in the baseline year. Baseline: 78.9% (3-year average), 399 transfer enrollments (fall 2022). • Credit for Prior Learning: Growth in the number of students who receive credit for prior learning and growth in the number of credits students receive for prior learning. Baseline: 92 (CBE); 489 (Portfolio) (add these numbers together) (3-year average number of annual credits) • Veteran’s and military students: Growth in Retention rate of the veteran and military students compared to retention rate of veteran and military students in baseline year. Baseline: 61.7% (Fall 2021) Credit for Prior Learning: Growth in the number of students who receive credit for Veteran’s and military students: Growth in Retention rate of the veteran and military

Implementation Lead: Darren Ward Cabinet Sponsor: Meridith Wentz Subplan: Credit for Prior Learning and Veteran & Military Students Enrollment StrategyAction Plan #9: Advising Model

Overarching Strategy: Create a comprehensive advising model to improve the advising experience for students, professionals, and faculty advisors. Regularly assess the impact of the advising model for continuous improvement. Key Performance Indicators: • Growth in university retention rate from first to second year, and from second to third year. Baseline: 64.2% (3-year average for 2nd to 3rd year retention); 71.0% (3 -year average for 1st to 2nd year retention) • Financial wellness center: Retention rate of the users of the Wellness Center exceeds the university retention rate. Baseline: Compare to University-wide retention rate for the same year Implementation Co-leads: Kelly Wenig & Chris Ferguson Growth in university retention rate from first to second year, and from second to third Financial wellness center: Retention rate of the users of the Wellness Center exceeds

Cabinet Sponsor: Kristi Krimpelbein Subplan: Financial Wellness Center Enrollment StrategyAction Plan #10: First-Year Experience

Overarching Strategy: A First-Year Experience (FYE) Program Model is strategically aimed at creating a holistic approach to support students in their transition to higher education with intentional, immediate, and ongoing programming and resources designed to increase their ability to succeed academically and socially during their educational career and beyond. Key Performance Indicators: Growth in university retention rate from first to second year. Baseline: 71.0% (3-year average).

Implementation Co-leads: Britta Miller & Tina Lee Cabinet Sponsor: Sandi Scott & Glendalí Rodríguez Sandi Scott & Glendalí guez

SEP Contributors 2023-2024 Kylie Anderson , First-Year Advisor Joan Bellesbach , Director of Admissions, Co-Lead Chris Bendel , Associate Dean/Professor, CSTEMM Gabriella Bjurquist , Advisor Jamie Bowe , Governance Administrator Tamara Brantmeier , Associate Vice Chancellor of Partner & Student Engagement/Professor Kathy Brock , Assistant Professor Quin Brooks , Assistant Chancellor of EDI Fred Brown , LGBTQIA+ Program Manager Heidi Catlin , Director of Learning Technology Services Noelle Chaltry , Salesforce Development/Project Manager Jen Chapek , Research Analyst II Council on Veteran & Military Services Emily Cutler , Digital Marketing Manager/Lecturer Kevin Drzakowski , Associate Dean/Professor, CAHS Diane Duerst , Department Assistant Tom Dye , Policy & Accreditation Specialist Chris Engen , Veteran Services Professional Consultant, Co-Lead Dale Evans , Alum Mark Fenton , Program Director/Professor Chris Ferguson , Professor, Co-Lead Mollie Ficek , Transfer Admissions Counselor Katherine Frank , Chancellor Dana Fritz , Assistant Director of Operations Nelu Ghenciu , Professor/Department Chair Ahbi Ghosh , Program Director/Assistant Professor Erik Guenard , Vice Chancellor for BFAS Amy Gullixson , Associate Director of Stout Online Brian Hackner , Military Education Benefits Coordinator Kathryn Hamilton , Professor/Department Chair Beth Hein , Executive Director of Educational Pathways & Outreach, Co-Lead Anne Hoel , Professor Seth Hudson , Executive Director, Corporate Relations & Economic Engagement Michael Huggins , Strategic Marketing Oÿcer Joe Kau˜man , Director of Financial Aid, Co-Lead Ediz Kaykayoglu , Vice Chancellor for ESI Taejo Kim , Associate Professor Sarah Korte , Student Kristi Krimpelbein , Head of Sta˛ Brenda Krueger , Strategic Planning Specialist, Co-Lead Beth Kucko , Graduate Admissions Examiner Emily Laird , Web Content Marketing Manager/ Lecturer Lara Lange , Program Associate Tina Lee , Professor, Co-Lead Josh Lind , Registrar

Adam Ludwig , Director of University Housing Amy McGovern , Retention Specialist Terri Mertz , Alum Britta Miller , New Student Orientation Coordinator, Co-Lead Cory Mitchell , Collection Development Librarian Duey Naatz , Director of Athletics, Co-Lead Tim Nelson , Alum Jackson Noll , Student Casey Parrott , Director of Athletics Communication Javan Pham , Outreach Program Manager Julie Pichler , Business Systems Analyst II Scott Pierson , Director of International Education, Leader Scott Revoir , Associate Director of Continuing Education & Conferences Grady Richartz , Director of Campus Card Glendalí Rodríguez , Provost & Vice Chancellor for Academic A˛airs Angie Ruppe , Director of TRIO Student Support Services Cheryl Schmidt , Interim Bursar, Co-Lead Mackenzie Stutzman , Associate Director of Recreation Denise Rogge , Director of Client Technology Services Cheryl Schmidt , Interim Bursar Richard Schutta , Adjunct Professor Sandi Scott , Dean of Students Beth Sippl , Oÿce Manager Mary Spaeth , Associate Professor/Department Chair Mandy Stasiek , Program Manager Erin Sullivan , Deputy Director of Athletics, Co-Lead Renee Surdick , Program Director/Assistant Professor Jennifer Swoboda , Assistant Registrar, Co-Lead Sue Traxler , Assistant Chancellor for LIT Darren Ward , Associate Director of Transfer & Articulation, Leader Kelly Wenig , Director of Advisement Center, Co Lead Meridith Wentz , Assistant Chancellor for PARQ Vince Wheeler , Program Director/Assistant Professor Emily Whitcomb , Transfer Coordinator, Co-Lead Mandy Wolbert , Adult & Student Services Coordinator Sarah Wood , Program Director/Professor Mai Khou Xiong , Director of Multicultural Student Services Lystra Yates , Records Manager Julie Zaloudek , Associate Vice Chancellor of Curriculum Quality, Co-Lead