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Collegeannualreportsay18-19 2019 Annual Report March 15, 2020 1 Contents Viability Section............................................................................................................................................. 3 College Enrollment Management Plan ..................................................................................................... 3 College Level Enrollment and Retention Plan ....................................................................................... 3 College Support for Department Enrollment Management ................................................................. 3 Overview of Departmental Performance ................................................................................................. 4 College Level Planning based on Departmental Results - Programs Not Meeting Metrics, Programs Marginally Meeting Metrics, Programs Meeting or Exceeding Metrics ................................................... 6 College Plan ........................................................................................................................................... 7 Core Mission Section..................................................................................................................................... 7 Overview of College Goals ........................................................................................................................ 7 Telling our story .................................................................................................................................... 8 Reciprocal engagement ........................................................................................................................ 8 Increasing enrollment ........................................................................................................................... 8 Building a college community ............................................................................................................... 9 Overview of Scholarly Contributions of Department to the College ........................................................ 9 Teaching, Learning, Curriculum Highlights ........................................................................................... 9 Scholarship .......................................................................................................................................... 10 University and Community ................................................................................................................. 10 Analysis of Departmental Performance in teaching, learning, scholarship ........................................ 10 Discussion of Department Funding ......................................................................................................... 11 Analysis of Prior Year Departmental Use of Funds ............................................................................. 11 Overview of Departmental Requests .................................................................................................. 11 Prioritization of Departmental Requests ............................................................................................ 12 2 Viability Section College Enrollment Management Plan College Level Enrollment and Retention Plan In the summer of 2019, the dean, director of the Student Success Center, and the Director of Assessment and Analytics attended a training conference on the role of enrollment management in the academic unit. Following this training, in consultation with department chairs, a simplified enrollment funnel and student lifecycle was created for the college consisting of four phases: • Owning our brand (intentional messaging to stakeholders and prospects) • Persuading admits to enroll (messaging to, and activities with, admitted students) • Enhancing student progress (retention activities through academics and advising) • Engaging alumni (involving alumni, especially in the above three lifecycle stages) During fall duty week, a college-wide workshop was held to engage faculty in planning and ownership of their role in enrollment management. Prior to the workshop, faculty in each unit received an extensive data report that included enrollment data, workforce projections, and a competitor analysis. From this workshop, project management spreadsheets were created for each unit and collectively maintained in a shared O-drive. In addition to individual unit activities, three common retention activities were established for the first six weeks of the semester: take student attendance, have at least one early- semester (first six weeks) graded assignment, and faculty use of a Qualtrics form to alert the college’s Student Success Center of any student concerns. A second six weeks initiative focused on spring registration through faculty, Student Success Center, and social media messaging. Like the rest of campus, we saw steep increases in Monday registration for each registration week. Despite significant efforts across the college, spring freshmen retention was down. While the SOE remained above the campus norm, other units in the college did not. Continued efforts in enrollment management are needed. College Support for Department Enrollment Management There are multiple, centralized systems to improve and support enrollment management: 1. In addition to the college-wide enrollment management project, the director of the Student Success Center was given the charge of leading college-wide enrollment management. This included working with department chairs and faculty to develop unit-level plans, coordinating work between the Student Success Center and the academic units, monitoring freshmen success courses, and monitoring and promoting continued progress of the established plans. 2. Professional advisors continue to monitor individual student registration and contact students (via email, call, and text) who did not register. For students who do not respond, faculty are requested to intervene. This is a labor intensive process, both in contacting students as well as maintaining a spreadsheet system to track enrollment and students’ reasons for not returning. 3 3. We continue to target both recruitment and retention of underrepresented students. This past year, Isabel Nunez and Alice Jordan-Miles, in cooperation with Latinos Count, brought more than 400 Latino high school students to campus. Our productive, cooperative programming continues with community organizations such as City Life and Fort Wayne UNITED. Kerrie Fineran, as a Leadership Academy project, is starting a student group to provide programming and support to underrepresented students in the college. 4. We continue to use a single-point administrative assistant for web and social media, who is also pushing out a newsletter to admitted students. This approach has increased the quality of digital media and consistency of output. 5. In addition to his other duties, our director of Assessment and Planning provides weekly enrollment data to department chairs during registration as well as regular reports on yield, retention, admissions, and other student data points. 6. Branded clothing and other items were purchased and distributed through the Student Success Center and at college- and unit-level activities to build a sense of belonging. Overview of Departmental Performance Analysis of Performance of Departments relative to Viability Metrics Major Demand Majors Graduates Efficiency Attrition Growth 2019 2019 2018 2018 2018 Trend Watch 20 Watch 30 Watch 10 Flag Flag >25% 2018 Min 10 Min 20 Min 5 <12.5% Flag <0.9 BSPA-CJ 74 144 28 19.72 28.17 1.014 BSPA-HA 5 14 15 46.88 18.75 0.609 BSED-EC 45 81 5 7.46 23.88 1.71 BSED- 156 376 90 21.76 17.85 .0771 Elem BSED-Mid 26 51 13 22.45 16.33 1.045 BSED- 100 121 1 0.0 30.95 2.0 Sec* BS-HS 27 90 43 35.54 9.92 1.5 BS-HTM 23 62 17 20.99 27.16 0.786 Not included in chart: multiple discontinued degrees, Earth/Space Science Ed, Education Policy, English Ed, Social Studies Ed., and the graduate programs (which did not receive pre-populated reports from IR). *Data inaccurately describe secondary education students due to changes to dual degree program and associated code changes. This code was previously used for non-degree students. School of Education • Analysis of Departmental Viability The SOE and each of its programs are viable. The growth in early childhood education appears to counter the reduction in elementary education, which may be related to a shared population of 4 students. Further, Elementary education saw a one-time spike of about 90 students in 2016 and has since returned to previously consistent levels. Middle school education continues to slowly grow, and as the only public university middle school education program in the state, is a small distinction for the SOE. The secondary education dual-degree changeover continues, yet wreaks havoc on the metrics as the code switches from non-degree to degree-granting. From other data, as a whole, the secondary education program is growing. While not on the chart, growth in the graduate programs is promising. • Analysis of Department Plans The SOE has a good number of activities for each of the four student lifecycle stages defined by the college’s strategic enrollment management plan. However, especially in the Enhancing Student Progression area, the activities are globally worded, and it is unclear when specific actions will be conducted. Overall, the plan is a good start, but it is unclear how it will move forward, especially without
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