Strategic Enrollment Management Plan

Advising Model Subplan: Financial Wellness Center

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. Provide UW-Stout students with a centralized and coordinated financial wellness center that offers peer-to-peer financial support, guidance, and customized resources. Key Performance Indicators: • Advising Model: 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); Current Year Outcome: 66.7% (64.5% 3-year average for 2nd to 3rd year retention; 78.9% (75% 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; Current Year Outcome: Retention Rates of Financial Wellness Center Users vs. University Retention Rate: FWC Users – New FY Full Time: 75%, New Full Time Transfers: 75%; University Overall – New FY Full Time: 78.9%, New Full Time Transfers: 79.7% Lead: Kelly Wenig Cabinet Sponsor: Ediz Kaykayoglu Comprehensive Recruitment Plan Subplan: High-Demand Credentialing, CE, and Non-Credit Options Overarching Strategy: Create a comprehensive recruitment plan that includes strategies to increase student enrollment including new undergraduate, transfer, international, graduate, and customized instruction students. As part of the recruitment plan expand offerings to align upskill and reskill adults tied to industry micro-credentials and competency-based certifications. Expand continuing education, non-credit, and credit outreach offerings for post-traditional learners. Key Performance Indicators: • Comprehensive Recruitment Plan: Growth in yield for both graduate and undergraduate students compared to baseline. Baseline: 6281 (Fall 2022 UG apps), 42.4% UG yield (Fall 2021), 70.6% graduate yield (Fall 2021); Current Year Outcome (Fall 2024): Total Apps: FR=5586, TR=978, GR=930, Acc Apps: FR=4827, TR=556, GR=597 (Act Acc=515), Yield Rate FR (2024)=24.4%, Yield Rate TR (2024)=72.5%, Yield Rate GRAD (2024)=55.7% • 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; Current Year Outcome: For Credit: 149 students (awarded 2024 Academic year), Non-Credit: 5 Co-Leads: Jim Ramsay & Darren Ward Cabinet Co-Sponsors: Michael Huggins & Ediz Kaykayoglu 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); Current Year Outcome: 78.9% (3-year average 75%). Co-Leads: Tina Lee & Britta Miller Cabinet Co-Sponsors: Glendalí Rodríguez & Sandi Scott