SUMMARY OF ENROLLMENT MANAGEMENT PLANS
PREPARED IN RESPONSE TO SPECIAL PROVISION 39, PAGE 238 GENERAL APPROPRIATIONS ACT, 75TH TEXAS LEGISLATURE
Texas Higher Education Coordinating Board Division of Finance, Campus Planning, and Research
May 1999 Texas Higher Education Coordinating Board
Pamela P. Willeford (Chair) Austin Martin Basaldua, M.D. (Vice Chair) Kingwood Joseph R. Krier (Secretary) San Antonio William C. Atkinson Bryan Dolores Hutto Carruth, M.D. Irving Joaquin G. Cigarroa, Jr. M.D. Laredo Kevin Eltife Tyler Robert I. Fernandez Fort Worth Douglas Harlan San Antonio Jodie L. Jiles Houston Steve Late Odessa Adair Margo El Paso Wendy Marsh Amarillo Janie S. McGarr Dallas Tom C. Nichols Lubbock Leonard Rauch Houston Robert W. Shepard Harlingen Carlos Villa El Paso
Coordinating Board Mission
The mission of the Texas Higher Education Coordinating Board is to provide the Legislature advice and comprehensive planning capability for higher education, to coordinate the effective delivery of higher education, to efficiently administer assigned statewide programs, and to advance higher education for the people of Texas.
THECB Strategic Plan
Coordinating Board Philosophy
The Texas Higher Education Coordinating Board will promote access to quality higher education across the state with the conviction that access without quality is mediocrity and that quality without access is unacceptable. The Board will be open, ethical, responsive, and committed to public service. The Board will approach its work with a sense of purpose and responsibility to the people of Texas and is committed to the best use of public monies.
THECB Strategic Plan EXECUTIVE SUMMARY
General
Twenty Texas public higher education institutions reported enrollment decreases of more than 5 percent between fall 1993 and fall 1997. These institutions include two health-related institutions, nine universities, and nine community college districts. Each institution has submitted an enrollment management plan to the Texas Higher Education Coordinating Board.
The 75th Texas Legislature required these institutions to submit enrollment management plans in December 1997, with progress reports in December 1998. This report summarizes those progress reports. The complete plans submitted by each institution are available from the Coordinating Board’s Division of Finance, Campus Planning, and Research.
Of the original 20 institutions, progress reports showed that three had enrollment declines of less than 5 percent if measured from 1993 to 1998. Two of these have essentially restored or exceeded their 1993 enrollment levels. However, most of the others had continued enrollment declines, and four additional institutions show enrollment declines greater than 5 percent if measured over the extended period from 1993 to 1998.
Factors Impacting Enrollments
1. The health-related institutions planned to decrease enrollments.
2. Universities and community colleges both report that they have been affected by:
a. competition from other state institutions, b. decreased numbers of high school graduates, c. increased cost of tuition and fees, d. a shift in student financial aid from grants to loans, e. Texas Academic Skills Program (TASP) requirements, f. under-funded recruitment programs, and g. changes in employment levels.
3. Universities report they have experienced increased out-of-state competition and have set higher admission standards.
4. Community colleges report a demand shift to continuing education from academic programs, along with an increased need for more flexibility in course scheduling.
Enrollment Targets
1. The fall 1999 target enrollments at two health-related institutions are set at the decreased fall 1998 level.
2. An increase of about 1,900 students over 1998 levels is the target for the total fall 1999 enrollments of the nine universities.
3. The seven community colleges and two community college districts target a slight increase of about 1,000 students in fall 1998 enrollments.
i Table of Contents
Page
Executive Summary ...... i
1. Background ...... 1
2. Past and Projected Enrollment Headcounts ...... 3
3. External and Internal Factors Impacting Enrollments ...... 8
4. Summaries of Enrollment Action Plans ...... 15
Appendices – Past, Present, and Projected Enrollments of Selected Institutions
Health Science Centers ...... A-1
Universities ...... A-3
Community Colleges ...... A-12
ii 1. BACKGROUND
Description of the Appropriations Rider
Section 39, page III-238, General Appropriations Act, 75th Texas Legislature, requires that institutions of higher education with enrollment declines greater than 5 percent from fall 1993 to fall 1997 file with the Coordinating Board an enrollment management plan by December 31, 1997 and a progress report by December 31, 1998.
Definition of Enrollment Management Plan
An Enrollment Management Plan must include an action plan, time line, and specific enrollment targets for the institution. The Enrollment Management Plan’s action plan must describe changes in the populations to be targeted for enrollments, changes in recruitment and/or retention strategies, and other changes in institutional policies that may affect enrollments.
Implementation Plan
The Coordinating Board approved the implementation plan at its October 1997 meeting. Texas public institutions of higher education reporting fall 1997 headcount enrollments that were less than 95 percent of their fall 1993 headcount enrollments were to file enrollment management plans. Other institutions were exempt. Enrollment figures were based on CBM-001 reports filed by the institutions with the Coordinating Board. The fall 1997 CBM-001 report was due November 1, 1997. Twenty institutions were identified as having less than 95 percent of their fall 1993 headcount enrollment. By November 10, 1997, they were advised of the required filing of an enrollment management plan by December 31, 1997. These same institutions filed the required progress reports one year later, and those progress reports are the basis for this updated study.
Affected Institutions
After consultation with the chair of the House Appropriations Committee, the Board interpreted Section 39 to apply to all institutions, including community colleges. Statewide, 20 institutions submitted enrollment management plans. They included two of seven health-related institutions, nine of 35 universities, and nine of 50 community college districts. Table 1 lists all of the affected institutions from the original group.
Of the original 20 institutions, three improved to show a cumulative enrollment decline of less than 5 percent through 1998. However, four additional institutions exhibited an enrollment decline of more than 5 percent from 1993 to 1998.
1 Table 1 Regional Locations of Reporting Institutions
Northwest Texas
Vernon College
Metroplex
The University of Texas at Arlington Dallas County Community College
Upper East Texas
The University of Texas at Tyler Kilgore College Texas A&M University-Texarkana
Southeast Texas
Lamar University
Gulf Coast
Texas A&M University at Galveston Texas Southern University The University of Texas Health Science Center at Houston The University of Texas Medical Branch at Galveston Alvin Community College College of the Mainland Galveston College San Jacinto College
South Texas
Texas A&M University-Kingsville The University of Texas-Pan American Del Mar College
West Texas
Howard College
Upper Rio Grande
The University of Texas at El Paso
2 2. PAST AND PROJECTED ENROLLMENT HEADCOUNTS
The Situation at Health-Related Institutions
Table 2 indicates that the two health-related institutions with enrollment decreases between 1993 and 1997 reported a total fall 1997 enrollment of 5,216, representing a decrease of 5.6 percent. Total enrollment for fall 1998 declined to 5,127, a decrease of 7.3 percent from 1993 levels. Enrollment at The University of Texas Health Science Center at Houston (UTHSC-Houston) increased in 1998, changing the decline over the updated 1993-1998 period to 4.2 percent. This was more than offset by a fall 1998 enrollment decline at The University of Texas Medical Branch at Galveston (UTMB) to 1,987, an 11.7 percent decline over the updated period. One additional health science center, The University of Texas Southwestern Medical Center at Dallas, showed a decline greater than 5 percent over the extended period from 1993 to 1998.
Lower enrollments are primarily the result of planned enrollment decreases. External and internal factors affecting enrollment at each health-related institution are discussed in Section 3.
Table 2 Previous, Current, and Target Enrollments – Health-Related Institutions
Health- Enrollment Enrollment Target Actual Target Target Related Fall 1993 Fall 1997 Enrollment Enrollment Enrollment Enrollment Institutions Fall 1998 Fall 1998 Fall 1999 Fall 2002 The University 3,279 3,089 3,093 3,140 3,133 3,206 of Texas Health Science Center at Houston
The University 2,251 2,127 2,127 1,987 1,977 1,943 of Texas Medical Branch at Galveston
Total 5,530 5,216 5,220 5,127 5,110 5,149
3 The Situation at the Universities
Table 3 indicates that the nine universities had fall 1993 enrollments of 87,474 students. This enrollment level had decreased in fall 1997 by 13,453 students representing a 15.4 percent decline. The fall enrollments in 1997 ranged from 67.6 percent to 92.1 percent of fall 1993 enrollments. Collectively, the total fall 1997 enrollment of the nine universities is 84.7 percent of fall 1993 enrollment.
As a group, enrollments decreased an additional 2,114, or 2.9 percent, in 1998. Fall 1998 enrollments ranged from 58.5 percent to 90.6 percent of fall 1993 enrollments, and averaged 82.2 percent. One additional university, the University of Houston at Clear Lake, showed a decline greater than 5 percent over the extended period from 1993 to 1998.
If universities achieve their fall 1999 targets, they will recover most of the 1998 decline, with a significant increase over 1997 levels by 2002. However, only two of nine institutions met their fall 1998 targets.
Since reported enrollments include only students taking academic credit courses, many more students in continuing education programs are not reported. In some cases, a specific event or action has affected actual enrollments beyond the institution’s immediate ability to increase the student pool. Two examples are the difficulty of students to access financial aid and the opening of a nearby community college. The increasing accessability of community colleges has had a significant impact on university enrollments. A more detailed analysis of the external and internal factors affecting each university is on pages 8-14.
4 Table 3 Previous, Current, and Target Enrollments – Universities
Enrollment Enrollment Target Actual Target Target Universities Fall 1993 Fall 1997 Enrollment Enrollment Enrollment Enrollment Fall 1998 Fall 1998 Fall 1999 Fall 2002 Lamar University 9,097 8,148 8,311 8,241 8,406 8,920
Texas A&M 1,335 1,111 1,125 1,168 1,200 1,400 University at Galveston
Texas A&M 6,567 6,050 6,100 5,940 6,017 6,230 University- Kingsville
Texas A&M 1,290 1,046 1,346 1,153 1,250 1,550 University- Texarkana
Texas Southern 10,800 7,310 8,000 6,316 7,565 7,943 University
The University of 23,749 19,286 18,400* 18,662 18,500 20,000 Texas at Arlington
The University of 16,999 15,176 15,191 14,677 14,750 14,897 Texas at El Paso
The University of 13,702 12,501 13,001 12,373 12,521 15,209 Texas-Pan American
The University of 3,935 3,393 3,494 3,377 3,598 3,930 Texas at Tyler
Total 87,474 74,021 74,968 71,907 73,807 80,079 * Revised since 1997 submission. Target was 18,200 in 1997 submission.
5 The Situation at the Community Colleges
Nine community college districts reported decreases in enrollments of over 5 percent between fall 1993 and fall 1997. Between fall 1993 and fall 1997, the nine community college districts experienced enrollment decreases ranging from 5.5 to 18 percent.
In 1998, enrollment at San Jacinto Community College District recovered to 1993 levels while Vernon Regional College District showed an increase to 103 percent of its 1993 level. All other institutions in the original group continued to decline in enrollment in 1998 – as a group, the “decliners” lost an additional 1,760 students in 1998. The target enrollments for fall 1999 (90,866 students) is projected to be slightly higher than fall 1997 (90,560 students) but significantly lower than the fall 1993 enrollments (101,424 students).
Two additional community colleges, Tarrant County Community College District and Texarkana College District, experienced enrollment declines of more than 5 percent over the extended period from 1993 to 1998.
Decreased enrollments are the result of a number of different factors, as described in Section 3. Factors cited by several institutions include smaller numbers of college-age students, low unemployment rates, and competition with other institutions.
6 Table 4 Previous, Current, and Target Enrollments – Community Colleges
Community Enrollment Enrollment Target Actual Target Target Colleges Fall 1993 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Alvin Community 4,036 3,719 3,870 3,435 3,700 4,000 College
College of the Mainland 3,899 3,622 3,694 3,310 3,730 3,803
Dallas County 51,878* 45,135** 45,021* 44,548 44,548 44,548 Community College District: Brookhaven College, Cedar Valley College, Eastfield College, El Centro College, Mountain View College, North Lake College, Richland College
Del Mar College 11,825 10,399 10,607 9,959 10,159 10,768
Galveston College 2,354 2,189 2,298 2,159 2,267 2,320 Howard College 2,508 2,058 2,099 2,001 2,050** 2,100**
Kilgore College 4,564 4,205 4,247 4,155 4,289 4,373
The San Jacinto 18,488 17,482 17,831 18,446 18,188 18,915 College District: Central Campus, North Campus, and South Campus
Vernon Regional Junior 1,872 1,751 1,786 1,929 1,935** 1,948** College
Total 101,424 90,560 91,453 89,942 90,866 92,775 * Includes duplicate counts of students enrolled at two or more DCCCD colleges. **Target revised since 1997 submission. Targets were 2,161 and 2,201 respectively in 1997 submission. (Revised from 45,021 used in original report.)
7 3. EXTERNAL AND INTERNAL FACTORS IMPACTING ENROLLMENTS
This section contains summaries of external and internal factors that affect enrollments, according to institutional reports. No attempt was made to verify them or their impact.
Health-Related Institutions
1. After implementation of enrollment management plans, The University of Texas Health Science Center at Houston (UTHSC) recovered about 27 percent of the enrollment decline experienced from 1993 through 1997. Three of the seven component areas accounted for most of the rise in enrollment – the School of Nursing, the School of Public Health, and the School of Allied Health Sciences. The enrollment decline, which was 5.79 percent for the original period, now stands at 4.24 percent after update with the fall 1998 enrollment reports.
a. External Factors: Even though the number of minority students admitted to the program remained fairly constant, there was an overall decrease in minority students due to the number of minority students graduated last spring. Observation of the applicant pool to the DDS program reveals significant concerns about the numbers of minority candidates applying to the program. It is difficult to determine if this results from the Hopwood decision or whether the cost of the program is discouraging disadvantaged and minority students from applying.
b. Internal Factors: The official entering class size remains at 60 students at the Dental Branch. For the fall semester of 1998, 67 students were admitted. The official class size number was exceeded due to the number of highly qualified Texas residents available in the pool and the desire to maximize enrollment from that group. Though student debt levels are significant upon completion of the program, the dental schools in Texas still offer some of the least expensive dental education programs in the country. However, it is possible that many disadvantaged people perceive that level of debt to be a significant barrier, and then not consider the professional school education as attainable.
2. The University of Texas Medical Branch at Galveston (UTMB)
a. External Factors: Decreases in undergraduate enrollments at the School of Allied Health Sciences were due to the planned and approved transfer of the Occupational Therapy and Physical Therapy programs offered at The University of Texas at El Paso (UTEP) from UTMB to UTEP as well as the anticipated transfer of the program in Physician Assistant Studies to The Univerity of Texas-Pan American (UTPA).
b. Internal Factors: There was a planned decrease in the School of Nursing undergraduate enrollments during this period in order to provide the faculty resources to prepare for and implement the nursing doctoral program. Enrollment is expected to stabilize and either remain the same or slightly increase in the next few years.
8 Universities
1. Lamar University
a. External Factors: Decline in the base number of primary and secondary high school graduates, major employment initiatives provide alternate choices, public perception of the elimination of the Lamar University System, changes in non-resident tuition waiver requirements, and implementation of a “Hope-type” scholarship program in Louisiana.
b. Internal Factors: Education and general budget reductions eliminated some faculty, staff, class sections, and various degree programs, as well as damaged campus morale and public relations; higher admission standards; slower processing of student financial aid and resulting customer service complaints; competition with local two-year institutions and from Texas and Louisiana universities; and student cap for Texas Academy for Leadership in the Humanities.
2. Texas A&M University at Galveston
a. External Factors: Texas A&M University at Galveston is a special purpose branch campus of Texas A&M University. Out-of-state students comprise a higher percentage of the student body than at the main campus (25 percent vs 6 percent). The increasing difference between in-state and out-of-state tuition has degraded the ability to attract out- of-state students. Also, there has been a decrease nationwide in the number of students expressing an interest in the marine and maritime fields. Competition has increased with the establishment of marine biology tracks in the biology programs at both Texas A&M University-Corpus Christi and Texas A&M University. Public awareness has decreased due to the exclusion of the Galveston campus in all Texas A&M University System publications and advertising.
b. Internal Factors: As enrollment doubled in five years to 1,335 in the fall of 1993, classroom and laboratory space was insufficient to handle this number of students. At that time, an enrollment management plan to limit growth was put into effect and campus-wide recruiting efforts were scaled back. In 1993, Texas A&M University at Galveston was merged with Texas A&M University, and significant campus energy was directed toward developing working relationships and delineating authority.
3. Texas A&M University-Kingsville (TAMUK)
a. External Factors: TAMUK enrollment from the Rio Grande Valley is steady in headcount, but did not increase proportionately to the demographics for college-age population. Historically, new students have come to TAMUK from this area. With the significant increase in campuses serving the Valley, this region has become a highly competitive environment.
b. Internal Factors: TAMUK has not been able to fill a critical position in enrollment management (Assistant Vice President for Enrollment Management). The search has been reopened and is in progress.
9 4. Texas A&M University-Texarkana
a. External Factors: The new need-based scholarship funds allocated through the Texas A&M University System and new privately funded transfer scholarships were used to recruit new students and retain current students.
b. Internal Factors: Three new academic programs were approved and attracted new students in criminal justice, human resource management, and international business. Recruitment efforts were expanded by increasing the number of visits to primary feeder campuses, high schools, business/industry locations, and by carefully planned follow-up contacts with prospective students. The Marketing Committee established short-range strategies and long-range goals to increase enrollment.
5. Texas Southern University
a. External Factors: Factors continuing to affect enrollment include the slow reimbursement for financial aid, more competition for minority students, more rigorous Texas Academic Skills Program (TASP) requirements, and the negative impact of other forces, such as unfavorable media attention.
b. Internal Factors: Internal factors affecting enrollment include the need for additional campus housing, limited scholarship funding, and rigorous enforcement of satisfactory academic progress requirement for financial aid.
6. The University of Texas at Arlington (UTA)
a. External Factors: Competition for students has increased, particularly at the undergraduate level. The large number of metroplex area universities results in intense competition for students. Tarrant County Junior College opened a new campus nearby, and The University of Texas at Dallas began admitting lower-division students in fall 1991. The higher cost of attending UTA relative to attending a junior college or community college has a significant impact on enrollment. Student enrollment is inversely related to the employment market, which is currently very strong. Beginning with the fall 1998 semester, students enrolling in a Texas public college or university must take the TASP test before enrolling in any college course work. The quality of UTA is not fully recognized in the Dallas-Fort Worth metroplex, and even less well recognized on a statewide, national, and international basis. Some students cannot afford to pay out-of-state tuition for hours in excess of 170.
b. Internal Factors: As tuition, designated tuition, and fee costs at UTA have increased, the enrollment impact of limited scholarship assistance has become substantial. Admission requirements increased for fall 1998. Excellent employment opportunities for faculty in certain high-demand programs make it difficult to increase instructional staff. The Texas Higher Education Coordinating Board voted to close the Humanities Ph.D. program, allowing current students until December 2000 to complete their degrees. The limited availability of computer labs prohibits expansion in certain areas.
10 7. The University of Texas at El Paso (UTEP)
a. External Factors: Five external factors affecting undergraduate enrollments were identified in the 1997 Enrollment Management Plan. The number of high school graduates in the school districts from which UTEP draws 85 percent of its student population has declined. Student expenses have risen because of increased state tuition and fees and a continued shift in federal financial aid from grant support to loans. El Paso Community College has expanded its presence in El Paso County through the addition of two new campuses and has minimized tuition and fee increases by imposing annual tax increases. TASP requirements are confusing and costly. New Mexico State University and the University of Phoenix aggressively recruit El Paso-area students.
b. Internal Factors: There have been no major institutional factors that have affected undergraduate enrollment, although the phased-in tuition increases and modest increases in fees may have adversely affected some students. Also, an additional factor affecting UTEP’s graduate school enrollment is the fact that employed individuals interested in obtaining a teacher’s certificate can no longer enroll in the graduate school part-time to pursue this option.
8. The University of Texas-Pan American (UTPA)
a. External Factors: UTPA headcount continues to be affected by the explosive enrollment of South Texas Community College (STCC) 10 miles away in McAllen. During the fall 1998 semester, 3,142 STCC students had previously attended UTPA. Many students are taking advantage of the convenience, hometown locations, and the reduced cost.
b. Internal Factors: Effective spring 1998, UTPA increased the admission requirement for clear admission.
9. The University of Texas at Tyler
a. External Factors: The legislative mandate limiting the freshman enrollment also limited the special admission of concurrent students with less than 42 semester credit hours. This special admission student would count against the cap; therefore, they could not be admitted.
b. Internal Factors: Without increased staff, the Office of Admissions and Student Records was redirected to recruit freshmen and transfer students. There has been an additional counselor hired to assist in the area of recruitment for fall 1999. Assistance from a professional consulting firm was solicited to help in the automation of the recruiting activities.
11 Community Colleges
1. Alvin Community College
a. External Factors: The Houston-Galveston area currently has high employment rates. Generally, in this region when jobs are available college enrollment declines, especially for part-time students. The “out-migration” of potential students who would be in the 23-and-older age category continues. Competition from proprietary schools remains strong. Health care organizations continue to consolidate, causing lower demand for certain skills and programs. The Medical Laboratory Technician program was deactivated. Competition among Gulf Coast community colleges remains intense.
b. Internal Factors: The lack of designated recruiters and a well-coordinated recruitment program is a continuing handicap. A retirement incentive program was offered in January 1998, and 23 experienced employees retired. Changes in TASP testing distracted overall recruitment efforts.
2. College of the Mainland
a. External Factors: Little growth has occurred in the college’s taxing district. Area employment opportunities are improved over the last several years. Projected enrollment is decreasing in the high schools within the college taxing district.
b. Internal Factors: Students are hired prior to completing programs. Some programs in Financial Services, Auto Mechanics and Aerospace were discontinued. Certificate and degree programs have been reduced. There is a lack of adequate child care for students. No structured academic probation system exists to monitor student progress. The college lacks a tutorial program. There is a need for consistent advisement procedures and for reviews of course scheduling and the college marketing program. The college’s image with students needs improvement.
3. Dallas County Community College District
a. External Factors: Dallas County continues to experience the lowest unemployment rate (well under 4 percent) in recent history, with a corresponding negative effect on enrollment. The decrease in the age 18-to-29 population also contributes to fewer students in the classroom. Forecasts indicate that the 1990 census level for this age group will not be regained until 2005.
b. Internal Factors: Non-credit continuing education courses are an increasingly attractive alternative for students interested in workforce development training but who may not want to take the TASP test or enroll in developmental courses. These are students who are not enrolled in credit courses and who are not included in the enrollment measure as defined by this report.
12 4. Del Mar College
a. External Factors: Freshmen classes at Texas A&M University - Corpus-Christi (TAMU-CC) continue to grow with a corresponding decline in Del Mar College’s enrollment. In fiscal year 1998, the TAMU-CC freshman class grew 6.1 percent while Del Mar College enrollment fell 8.5 percent. Many occupational and technical students left to take jobs in the workforce because they did not want to contend with the rules and regulations of the TASP test. Competition from surrounding community colleges increased. Dual credit instruction declined 11 percent as local school districts opted to increase advanced placement classes.
b. Internal Factors: The college has identified its management information needs but is unable to fund many, which include a comprehensive student information system. Tuition and fees continue to increase, and students are still having difficulty meeting the costs of attending college, even with the implementation of the installment plan.
5. Galveston College
a. External Factors: The continuing massive lay-offs at The University of Texas Medical Branch at Galveston and the closing of St. Mary’s Hospital in Galveston increased unemployment in nursing and other health-related professions, which decreased demand for related courses. Another factor which lowered enrollment was the new TASP requirement that students take the TASP test prior to enrolling in college-level courses.
b. Internal Factors: Galveston College imposed no enrollment caps, no changes in admission requirements, and no increase in tuition from fall 1997 to fall 1998. As a result of non-credit workforce development program initiatives, there was an increase in workforce development hours, not credit contact hours.
6. Howard College
a. External Factors: Howard College believes that the decrease in credit enrollment on the San Angelo campus is a direct result of a new Coordinating Board policy requiring declaration of a vocational major and degree plan before registration for Licensed Vocational Nurse (LVN) courses. The number of LVN students has declined from a high of 1,000 since the effective date of the policy in fall 1998. In addition, the local economy is thriving, with many job opportunities available, which could be a factor in the decline in the number of non-traditional students.
b. Internal Factors: Fall 98 course schedules were distributed directly to Big Spring residences. A gift of $200,000 to fund 224 scholarships was received. A theater program and women’s softball team were added. Concurrent enrollment classes are now offered at four area high schools. Distance learning course offerings increased. The college was awarded a workforce development grant that will increase non-credit hours.
13 7. Kilgore College
a. External Factors: The 20 high schools in service area are listed as low-or-mid-wealth. Competition from other state institutions increased. UT-Tyler began offering freshmen and sophomore level courses in fall 1998. Other state institutions increased distance learning offerings. Other institutions in the East Texas region are experiencing decreased enrollments. The steady employment rates for the region attract college-age adults.
b. Internal Factors: Increases of 6-10 percent in tuition and fees are an obstacle. Cutbacks in personnel and resources limit enrollment. Other negative influences include high turnover in top management, negative publicity regarding past president and the board, the lack of a marketing message, aging facilities in need of repair and reconstruction, and uninviting on-campus housing.
8. The San Jacinto College District (SJCCD) reversed 96 percent of its previously reported enrollment decline in 1998; the decline from 1993-1998 now stands at .23 percent.
a. External Factors: The college developed a pro-active strategy of marketing workforce development courses to companies rather than individuals. The college conducted an audit of the aerospace and petrochemical industries. SJCCD opened a university connection where students could enroll in selected courses with the University of Houston, University of Houston-Downtown, and LeTourneau University and take their classes at San Jacinto College North.
b. Internal Factors: The college increased its commitment to marketing by doubling its advertising budget by using campus marketing committees composed of key faculty, staff, and administrators.
9. Vernon Regional Junior College (VRJC) fall 1998 enrollments increased dramatically – 10 percent – from fall 97. Enrollments in the base period of 1993-1997 declined 6.5 percent, but updating for the large 1998 increase shows that overall enrollment from 1993-1998 increased by 3.0 percent.
a. External Factors: Rising employment rate. As reported in the enrollment management plan submitted last December, societal trends indicate that unemployment rates and school enrollment are inversely related. The unemployment rate in the Wichita Falls area rose .6 percent for the year ending in August 1998. New TASP regulations have allowed VRJC’s enrollment to increase at extension centers. Beginning this fall, high school students at extension centers are only required to take and pass TASP sections relevant to the courses in which they plan to enroll. Military personnel at nearby Sheppard Air Force Base no longer receive credit for speech (through the Community College of the Air Force) for “experiential experience” in the Air Force. The result is increased military enrollment in VRJC speech classes. The military has also encouraged their students to meet their humanities requirement by enrolling in VRJC’s music appreciation classes.
14 b. Internal Factors: Eleven-week semesters enable the VRJC student to prepare for his or her career in a much shorter time span. The Century City Skills Training Center, one of a number of growing skills training centers, has added an associate’s degree in Health Information Specialist, as well as a Substance Abuse Counseling Program. The addition of distance learning has led to increased flexibility to offer courses targeted at different populations, resulting in increased enrollment numbers.
15 4. SUMMARIES OF ENROLLMENT ACTION PLANS
Health-Related Institutions
1. The University of Texas Health Science Center at Houston
a. Recruitment efforts will be directed to allow for modest increases in minority recruitment in the dental school b. The decline in undergraduate nursing enrollments was planned c. There was no enrollment decline in the School of Public Health
2. The University of Texas Medical Branch at Galveston
a. Medical school enrollments are expected to remain constant b. Enrollments in the Graduate School of Biomedical Sciences are expected to remain stable c. The School of Nursing will stabilize undergraduate students after a planned decrease and increase graduate nursing enrollment d. The School of Allied Health Sciences will remain at the lower enrollment level reached after the transfer of two programs to The University of Texas at El Paso and will decrease by about 30 additional students after a Physician Assistant program is transferred to The University of Texas-Pan American
Universities
1. Lamar University
a. Expand the admissions and recruiting function of the Academic Service Division b. Expand the services and efficiency of the Student Financial Aid Office c. Market the university to a broader geographic area d. Alter curriculum and program offerings to better serve target populations e. Improve the service and efficiency of registration f. Enhance the attractiveness and friendliness of the campus g. Research the characteristics of the student population h. Continue special programs (e.g., Adopt a School) that serve unique target population i. Develop cooperative programs with other Texas colleges and universities
2. Texas A&M University at Galveston
a. Raise enrollment to 1,200 by fall 1999, with a goal of 1,400 by 2002. b. Increasing retention programs to enhance student success and satisfaction c. Enhance recruitment of first-time, in-state freshmen d. Develop programs to increase the flow of upper-level students from Texas A&M University System institutions e. Develop partnership network with surrounding community colleges f. Recruit from areas of the state without marine/maritime sciences programs g. Recruit actively for new Bachelor of Arts degree in Marine Studies
16 3. Texas A&M University-Kingsville
a. Study university life at both undergraduate and graduate levels b. Encourage collegial participation in decision-making c. Effect a renewal in teacher education d. Be sensitive to the needs of first-generation college students e. Focus on recruitment in South Texas f. Provide off-campus and distance learning opportunities g. Reorganize recruiting office; add two staff for continuing presence in San Antonio and Rio Grande Valley areas h. New director for developmental education and student support services acquired i. Additional programs implemented to improve retention with supplemental instruction, a “living-learning” community, mentoring programs and additional freshman advising j. Mid-term grades will be issued for freshmen and all students in developmental courses will receive grades
3. Texas A&M University-Texarkana
a. Established a Marketing Committee with three subcommittees 1. Established Subcommittee on Student Recruitment 2. Established Subcommittee on Enrollment Management 3. Established Subcommittee on Retention and Outcomes b. New academic programs under development for needs of region
4. Texas Southern University
a. Make improvements to the Information System (recruitment module to better track students and prospective students) to improve access b. Conduct a market survey c. Two new institutional policies to improve retention – counseling before withdrawal, and revised academic progress policy for financial aid to allow more to continue in attendance d. Submit action plans for recruitment, admissions, career planning and placement, financial aid, and the registrar’s office; revise Enrollment Management Plan, staff development time lines and activities, evaluate strategies and tactics, and new recruitment and retention initiatives (four have been established) e. More alumni recruitment support
6. The University of Texas at Arlington
a. Reorganized Office of Admissions b. Established and hired Associate Vice President of Student Enrollment Services c. Increased admissions office operating funds and a one-time allocation for computers, information systems software, and facilities renovation d. Established and staffed a Visitor’s Center e. Developed a recruiting video and distributed it to every state high school and two-year institution
17 f. Retention now a direct responsibility of the Provost; created Vice President for Undergraduate Academic and Student Affairs position for advising, tutoring, mentoring, and support services g. Policy, procedures, and proposals reviews have produced more evening classes, Saturday classes, 24-hour computer facility, increased tutoring services, and more informal interaction with students h. Developed new relationships (to include articulation agreements) with Tarrant County Junior College, Dallas County Community College, and Collin County Community College and established scholarship at The University of Texas at Arlington for any student with at least a 3.0 GPA and earning an Associate Degree at one of the three institutions i. Conduct more aggressive recruitment, more visits to student high schools and two-year colleges j. Revised college catalog and brochures for better quality material with a “unified look,” with some in Spanish k. Upgrading ability to originate distance education courses l. Established African-American and Hispanic Advisory Councils for minority community input m. Target population expanded with more emphasis on upper-division and graduate students n. New graduate student recruiter hired o. Committee established to review recruiting programs p. Personnel employed in Dallas Independent School District schools to assist students with UTA information q. Greatly expanded advertising r. Ten new and expanded retention initiatives s. Institutional policy changes which include accommodating all students seeking introductory, core classes
7. The University of Texas at El Paso
a. Membership in the El Paso Collaborative for Academic Excellence to increase the strategic pool of area high school students – includes visiting each area high school counselor monthly b. Strengthen ties with El Paso Community College and presence at its campuses, develop a core curriculum, improve course credit transferability, and establish bridge programs c. Develop strategy for returning former students to the institution d. Develop additional alternative education delivery systems e. Initiate a specific delivery response to the program needs of Fort Bliss f. Integrating enrollment service activities into a strategic retention plan g. Conducting study of students who applied but did not enroll, enrolled the previous semester, or registered but have not paid tuition and fees h. Reorganize remediation programs to better integrate into a new support program for entering students i. Developing retention enhancement activities based on course clustering, peer cohorts, collaborative learning, enriched orientation, and aggressive advising j. Registrar’s staff to personally telephone each non-participant in early registration to explore lack of participation and offer any appropriate assistance k. New core curriculum adopted
18 8. The University of Texas-Pan American, rather than updating the Enrollment Management Plan submitted in December, 1997, has produced a completely new plan, known as the Improving Student Access and Success Initiative. Some elements of the old plan are included.
The president has overall responsibility. A single top administrator is assigned responsibility for each of the seven major components. These seven individuals form a steering committee which meets monthly with the president to report on the activities, strategies and progress toward objectives of each of the component areas. Each major component averages seven key result areas. The seven major components are:
a. Student Outreach and Initiative b. Undergraduate Retention and Initiative c. Graduate Recruitment, Orientation, and Completion d. Student Involvement and Campus Environment e. Student Financial Aid and Information f. External Awareness and Support g. Effectiveness Assessment
9. The University of Texas at Tyler
a. Develop a research-based communication strategy to target markets b. Develop a University Welcome Center c. Make improvements to implement an automated admissions procedure d. Initiate an undergraduate recruitment plan in each school e. Develop a plan focused on community college relationships in each school f. Assign responsibility for recruitment strategies and coordination to the Graduate Council g. Develop a special events program in each school h. Initiate a systematic plan for staff development i. Develop a University Strategic Plan for Student Recruitment j. Reorganized Office of Admissions and Student Records, with addition of a Dean of Enrollment Management to focus on student recruitment, and coordination of financial aid, and admissions offices will assist prospective students in earlier decision on which institution to attend
Community Colleges
1. Alvin Community College
a. Open an extension center in Pearland with credit and non-credit courses b. Develop a recruitment program aimed at over-22-year-old potential students, especially in Pearland and the Hispanic community
19 c. Reorganize Records Office and Counseling Services to increase recruitment efforts, delayed due to personnel loss (replacements expected by February 1999) d. Establish a recruitment team e. Track inquiries, prospects and applicants with installation of new software package in summer 1999 f. Increase financial aid office staff g. Create a permanent standing committee on retention to oversee a comprehensive campus-wide retention program involving the academic departments and student services h. Consideration of compensation for part-time faculty recruitment activities outside of the classroom
2. College of the Mainland
a. Marketing plans reflect cultural and ethnic diversity b. Conduct mass-mailing recruitment effort to potential students from in-district and Clear Creek service area schools c. Planned in-house production of a recruitment video by early summer 1999 d. Sponsor at least one major event annually for the general public to view its facilities and programs e. Established a student group to develop potential recruitment strategies (April 1998) f. Established a minority peer group recruitment program (April 1998) g. Develop a centralized learning assistance center for tutoring, especially for students with academic needs h. Seek additional child care assistance funds
3. Dallas County Community College District
a. Collaborative institutional commitment with training in “Continuous Quality Improvement” to enhance student satisfaction b. Focused marketing to distinct market groups with monitoring of the Dallas County Community College District image compared to competitors c. Integrated planning systems based on an enrollment management and marketing strategic plan d. Coordinated recruitment with specific promotional methods related to measured increases in enrollment, name awareness, application increases, and increased attendance at special college events by the public or potential students e. Comprehensive market research to update information and identify trends f. Goal-drive outcomes of earlier advisement and matriculation with emphasis on increasing graduates and use of employer feedback g. Develop user-friendly registration and support systems with a customer service focus h. Include students in the curriculum development process and ensure all curriculum inventories are current i. Comprehensive retention efforts using first-time-student orientation, contacting students dropping or withdrawn from courses, and designing an early intervention program for students with academic problems j. Initiated new scholarship program with plans to raise $17 million in funding k. Developmental courses offered in Dallas County high schools
20 l. Initiated Intensive English program for international students m. Several telecommunications initiatives through LeCroy Center; approved to offer distance learning courses for Southern Regional Education Board (SREB) n. Created New Program Development Fund of $1 million annually for two years o. Created a 48-hour core curriculum
4. Del Mar College
a. Provide programs to retain current students b. Continue to expand dual credit and early admission programs c. Develop course scheduling options to target year-round high school students, weekend college students, non-traditional students and contract course training d. Formalize and establish goals for a recruiting and retention plan e. Hire and train more financial aid personnel f. Follow up on students requesting admission information and encourage a campus visit g. Promote a public image of campus as a “lifelong learning center” h. Work with business and industry to develop courses and programs to upgrade employee skill levels i. Make changes to promote growth of study program areas with low enrollment j. Expansion of weekend, off-campus, and distance education courses k. Inclusion of additional high schools in dual credit programs l. Acquisition of full-time recruiter and formation of a recruiting team
5. Galveston College
a. Target three groups for extensive recruitment and outreach activities: GED completers, off- island high schools in the service area, and students for distance education and Internet courses b. Development by advisory committees of new workforce development programs c. Establishment of a college retention committee to coordinate retention efforts d. Establishment of an enrollment council, composed of faculty, administrators, and support staff, for enrollment management e. Implementation of Galveston College’s Universal Access Program, which will assure every graduate from a Galveston high school up to two years of free higher education and training tuition f. Initiation of off-campus courses in off-island service area g. Expanded advertising and addition of a new athletic program h. Active recruiting extended to county housing authority and religious congregations i. Hosting Career Information Day in partnership with two local Rotary Clubs
6. Howard College
a. Continue to target young Hispanic students with an on-campus “Next Generation Day” program b. Continue to target the non-traditional student with an aggressive continuing education program c. Hosting local high schools at basketball games, combined with a dinner for the high school administration and counselors
21 d. Implementation of a new weekly radio program, titled “Learn,” with news of the college and area schools e. Seeking a grant to establish an “Upward Bound” program f. Planning a professional development workshop for public school teachers, which includes increasing awareness of Howard College g. Implemented “Plato,” a computer-assisted tutoring lab to help students with math, basic language arts, and science skills h. Implemented “Help Notes” program where the faculty can work with the counseling department to identify students needing tutoring, advising, or counseling i. Implemented “Missed You” program, which uses postcards for students not attending class j. Completing a distance learning infrastructure to expand offerings k. Initiating construction of an on-campus child care facility l. Initiating an aggressive scholarship recruitment program m. Plan with consideration that growth of non-credit students surpasses the students enrolled for credit hour-based education n. Currently planning for a new technical training center in San Angelo
7. Kilgore College
a. Establishing a marketing task force b. Implement an advertising campaign to target service area high schools, non-traditional students, and part-time students c. Develop an enrollment and recruiting team d. Expand programs and classes in nearby communities, prison units, and area universities e. Implement distance education initiative f. Assign specific enrollment goals to each technical program and provide new and flexible course scheduling g. Repair dormitories for potential and returning students – develop model dorm rooms as a recruiting tool h. Enhance meeting special needs with installation of elevators in four remaining buildings i. Provide Internet access to area schools j. Provide “Express Registration” and restrict course selections to those on an approved student degree plan k. Improve transfer information services and job placements l. Assign at least one full-time employee to workforce development with committed budgetary resources m. Include current students in recruiting prospective students; also, direct telephone recruiting n. Establish stronger relationships with high school counselors o. Initiate “Career Day” and participate in national educational awareness campaign p. Acquisition of 30 additional computers for increased Internet access
22 8. The San Jacinto College District
a. Increase workforce development courses b. Create new services for business and industry c. Improve partnership with area aerospace and petrochemical industries d. Increase the budget for advertising on radio, television, print, and trade shows with emphasis on Spanish and Asian radio stations. e. Expand Access and Recruitment Office to increase minority students f. Established off-campus learning sites in suburban areas and Hispanic neighborhoods g. Increase the number of Hispanic employees and Spanish-speaking employees. Established free bilingual courses for employees on college time h. Conduct an extensive community assessment survey to determine the perception and needs of college users and nonusers. Include telephone and focus group surveys of Hispanics and minority community leader interviews i. Open three new extension centers and greatly expand weekend course offerings
9. Vernon Regional Junior College
a. Adoption of an 11-week semester b. Recent addition of Wichita Falls Skills Training Center c. Increase recruiting in Wichita Falls businesses and industries, with emphasis on skills training centers d. Recent addition of an interactive video classroom with plans for concurrent courses with area high schools e. Increase use of Internet and distance education courses f. A program plan to improve “employee morale, excitement, and appreciation” g. Each campus will provide a new student orientation program
23 APPENDIX A
Past, Present, and Projected Headcount Enrollments of Selected Institutions
Page Health Science Centers
The University of Texas Health Science Center at Houston ...... A-1 The University of Texas Health Medical Branch at Galveston ...... A-2
Universities
Lamar University ...... A-3 Texas A&M University at Galveston ...... A-4 Texas A&M University-Kingsville ...... A-5 Texas A&M University-Texarkana ...... A-6 Texas Southern University ...... A-7 The University of Texas at Arlington ...... A-8 The University of Texas at El Paso ...... A-9 The University of Texas at Tyler ...... A-10 The University of Texas-Pan American ...... A-11
Community Colleges
Alvin Community College ...... A-12 College of the Mainland ...... A-13 Dallas County Community College District ...... A-14 Del Mar College ...... A-15 Galveston College ...... A-16 Howard College ...... A-17 Kilgore College ...... A-18 San Jacinto College District ...... A-19 Vernon Regional College ...... A-20
This appendix contains tables showing past, present, and projected headcount enrollments at each of the reporting institutions. These tables were extracted directly from institutional reports. Projected enrollments do not represent Coordinating Board projections. Past, Present, and Projected Enrollment The University of Texas Health Science Center at Houston
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total headcount 3279 3097 3089 3093 3140 3133 3206
White 2113 1891 1870 1796 1906 1792 1816
Black 191 189 186 222 166 219 232
Hispanic 294 323 354 392 338 382 399
Asian-American 402 437 415 423 440 438 440 American Indian 15 12 13 14 16 14 15
Age 17-23 301 238 250 235 248 237 241
Age 23+ 2978 2859 2839 2859 2892 2876 2935
Undergraduates 532 339 239 259 247 259 259
Graduate students 1621 1685 1766 1784 1809 1804 1867 Professional degree 1126 1073 1084 1050 1084 1058 1058 students
New Students
# Freshmen 0 0 0 0 0 0 0
# Transfers 126 133 107 115 113 115 115
# International 264 245 251 246 262 253 256 # Out-of-state 557 579 634 617 641 606 617
A-1 Past, Present, and Projected Enrollment The University of Texas Health Medical Branch at Galveston
THE UNIVERSITY OF TEXAS MEDICAL BRANCH AT GALVESTON HEADCOUNT ENROLLMENTS GROUP Fall Fall Fall Fall Fall Fall % Chg % Chg 1993 1994 1995 1996 1997 1998 Fall 97 to Fall 93 to Fall 98 Fall 98
School of Nursing-Undergraduate 494 433 318 311 327 303 -7.3% -38.7%
School of Nursing-Graduate 162 156 153 177 156 123 -21.2% -24.1%
School of Allied Health Sciences- 467 539 536 507 447 387 -13.4% -17.1% Undergraduate
School of Allied Health Science- 43 105 123 124 98 72 -26.5% 67.4% Graduate
Graduate School of Bio-Medical 264 266 278 265 278 273 -1.8% 3.4% Sciences
School of Medicine 821 828 841 820 821 829 1.0% 1.0%
TOTAL 2251 2327 2249 2204 2127 1987 -6.6% -11.7%
SCHOOL OF ALLIED HEALTH SCIENCES EXTERNAL PROGRAMS ENROLLMENTS BY INSTITUTION AND DEGREE
University of Texas at El Paso Bachelor of Science 21 42 43 42 19 0 Occupational Therapy
Bachelor of Science 24 22 23 24 0 0 Health Care Services
Master 0 20 43 43 22 0 Physical Therapy
Sub-Total 45 84 109 109 41 0
University of Texas at Pan American
Bachelor of Science 0 20 43 53 46 40 Physician Assistant Studies
GRAND TOTAL 45 104 152 162 87 40
A-2 Past, Present, and Projected Enrollment Lamar University
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 9097 8414 8148 8311 8241 8406 8920
White 6754 6284 5938 6057 5945 6064 6435
Black 1384 1249 1302 1328 1379 1407 1493
Hispanic 341 337 346 353 344 351 372
Other Ethnic 618 544 562 573 573 584 609 Age 17-22 4407 4056 4079 4161 4311 4397 4666
Age 23+ 4690 4358 4069 4150 3930 4009 4254
Undergraduates 8349 7893 7455 7604 7475 7625 8091
Graduates 748 521 693 707 766 781 829
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx Mean SAT 980 966 955 974 954 973 1033
% Top ten percent N/A 10.65 10.87 11.09 13.12 13.36 14.2
# Freshmen 840 1061 1003 1023 1074 1095 1163
# Transfers 430 642 542 553 515 525 557
# Internationals 382 264 256 261 88 90 95 # Out-of-state 119 123 171 174 99 101 107
A-3 Past, Present, and Projected Enrollment Texas A&M University at Galveston
Actual Actual Target Actual Target Target Target GROUPS Fall 1994 Fall 1996 Fall 1998 Fall 1998 Fall 1999 Fall 2001 Fall 2003 Total Headcount 1238 1203 1125 1168 1200 1300 1450
Undergraduates 1238 1203 1125 1168 1200 1300 1450
Graduates N/A N/A N/A N/A N/A N/A N/A
Professionals N/A N/A N/A N/A N/A N/A N/A
SPECIAL CATEGORY First-Time Freshmen 217 263 275 316 340 370 400
New UG Transfers 114 122 200 127 135 140 150
BY AGE
Under 18 20 15 19 10 15 21
18-21 758 764 955 779 804 871 972 22-24 300 254 170 219 228 247 276
25-29 110 119 104 108 117 131
30 & over 50 51 47 50 50 50
BY ETHNICITY
White, Non-hispanic 1104 1061 985 984 1040 1100 1205 Black, Non-hispanic 20 14 15 10 15 20 25
Hispanic 74 87 85 89 95 120 150
Asian/Pacific Islander 16 20 20 23 25 35 45
American Indian/Native 9 14 10 6 10 10 10
Aliens/Foreign Nationals 15 7 8 13 15 15 15 Unknown, Not Reported 43
BY GEOGRAPHY
International 11 8 16 15 15 15
Out-of-state 368 331 301 309 336 376
Texas Resident 858 864 851 876 949 1059
A-4 Past, Present, and Projected Enrollment Texas A&M University at Kingsville
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 6567 6045 6050 6100 5940 6017 6230
White 1892 1616 1668 1680 1658 1655 1705
Black 191 224 277 290 287 291 300
Hispanic 4103 3849 3849 3832 3683 3790 3986
Other Ethnic 381 356 256 298 312 289 298 Age 17-22 3814 3473 3376 3400 3071 3148 3250
Age 23+ 2753 2572 2674 2700 2869 2869 2980
Undergraduates 5394 4954 4854 4900 4785 4804 4965
Graduate Students 1173 1091 1196 1200 1155 1213 1269
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx Mean SAT 771 818 908 910 906 915 915
% Top ten percent 11 12 10 10 10 11 12
# Freshmen 905 847 958 980 789 800 900
# Transfers 390 313 328 330 380 400 450
# International 324 327 249 240 292 300 350 # Out-of-state 93 128 133 145 103 120 120
A-5 Past, Present, and Projected Enrollment Texas A&M University at Texarkana
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 1290 1184 1046 1346 1153 1250 1550
White 1160 1054 914 1151 995 1089 1369
Black 111 109 109 162 126 128 152
Hispanic 7 10 9 19 14 15 16
Other Ethnic 12 11 14 14 18 18 19 Age 17-22 294 330 288 350 172 188 233
Age 23+ 996 854 758 996 981 1062 1318
Undergraduates 830 775 709 919 766 821 1018
Graduate Students 469 409 337 427 387 429 532
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx Mean SAT N/A N/A N/A N/A N/A N/A N/A
% Top ten percent N/A N/A N/A N/A N/A N/A N/A
# Freshmen N/A N/A N/A N/A N/A N/A N/A
# Transfers 258 261 205 210 186 200 248
# International 0 0 1 1 0 0 0 # Out-of-state 408 355 315 405 331 371 460
A-6 Past, Present, and Projected Enrollment Texas Southern University
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 10800 9377 7310 8000 6316 7565 7943
White 255 228 179 250 147 160 210
Black 9018 8232 6247 6775 5275 6439 6717
Hispanic 335 346 309 325 329 354 362
Other Ethnic 1192 571 575 650 565 612 654 Age 17-23 3881 3067 2241 2500 3162 3863 3929
Age 23+ 6919 6310 5069 5500 3154 3702 4014
Undergraduates 8818 7136 5582 6800 4622 5840 5973
Graduate Students 1262 1186 993 1200 1694 1725 1790
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx # Freshmen 4011 3506 2243 2600 1332 2340 2248
# Transfers 700 412 653 800 498 614 675
# International 680 408 378 390 351 380 387
# Out-of-state 868 761 571 900 558 598 645
A-7 Past, Present, and Projected Enrollment The University of Texas at Arlington
Group Actual Actual Actual Target Actual 1999 Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 2002 Total Headcount 23749 22,121 19,286 18,400 18,662 18,500 20,000
White 16,780 14,857 12,421 11,800 11,680 11,600 12,400
Black 1811 1977 1738 1800 1901 1950 2150
Hispanic 1575 1697 1654 1700 1669 1750 2050
Other Ethnic 3583 3590 3473 3100 3412 3200 3400 Age 17-22 8795 8009 7256 6900 7215 7215 7800
Age 23+ 14954 14112 12030 11500 11447 11285 12200
Undergraduates 19396 17897 15441 14600 14844 14750 15800
Graduate Students 4353 4224 3845 3800 3818 3750 4200
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx Mean SAT 930 1022 1036 1046 1050 1053 1070
% Top ten percent 20% 19% 20% 24%
# Freshmen 1475 1373 1325 1250 1194 1110 1200
# Transfers 3080 2588 2378 2300 2236 2220 2400
# International 99 82 105 100 112 125 150 # Out-of-state 139 133 87 85 99 100 125
A-8 Past, Present, and Projected Enrollment The University of Texas at El Paso
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 16999 16275 15176 15191 14677 14750 14897
White 4251 3554 2863 2866 2584 2594 2623
Black 465 449 412 412 366 369 371
Hispanic 10555 10479 10038 10048 9888 9942 10036
Other Ethnic 1721 1793 1863 N/A 1839 1845 1867 Age 17-22 8220 7478 6870 7054 6636 6691 6734
Age 23+ 8768 8785 8290 8112 8027 8044 8147
Undergraduates 14497 13915 12855 12868 12545 12595 12733
Graduate Students 2502 2360 2321 2323 2132 2155 2164
Mean SAT 799 880 920 N/A 910 N/A N/A % Top ten percent N/A N/A N/A N/A N/A N/A N/A
# Freshmen 2252 1908 1722 1724 1811 1825 1838
# Transfers 877 861 930 931 815 820 827
# International 1450 1499 1574 1576 1659 1663 1684
# Out-of-state 505 463 407 407 424 426 430 Minority students as % 65.1% 67.5% 69.2% 69.2% 70.2% 70.0% 70.0% of total headcount (11074) (10981) (10498) (10508) (10302) (10325) (10428)
A-9 Past, Present, and Projected Enrollment The University of Texas at Tyler
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 3935 3783 3393 3494 3377 3598 3930
White 3426 3250 2909 2927 2863 3009 3255
Black 300 318 285 287 299 289 310
Hispanic 75 82 87 91 101 95 114
Other Ethnic 45 52 83 93 82 101 131 Age 17-22 1288 1231 1145 1224 1053 1306 1461
Age 23+ 2647 2552 2248 2270 2324 2292 2469
Undergraduates 2586 2463 2385 2454 2454 2525 2751
Graduates Students 1349 1320 1008 1040 923 1073 1179
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx Mean SAT X X X X 1124 1125 1125
% Top ten percent X X X X 65% 67% 70%
# Freshmen X X X 50 100 100 170
# Transfers N/A 613 590 592 592 600 610
# International 89 81 29 35 32 39 47 # Out-of-state 72 71 51 61 116 65 73
A-10 Past, Present, and Projected Enrollment The University of Texas-Pan American
Group 1993 Actual Actual Target Actual Target Target Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 13702 13373 12501 13001 12373 12521 15209
White 1282 1116 1377 1432 1181 1489 1675
Black 93 75 76 80 65 83 93
Hispanic 11278 11037 10735 11164 10444 10611 13060
Asian American 93 104 93 97 108 100 104 American Indian 23 21 12 13 15 14 15
Other Ethnic 92 58 208 215 316 224 261
Age 17-21 6056 5695 5396 5612 5006 5036 6564
Age 22+ 7646 7678 7105 7389 7367 7435 8645
Undergraduates 12768 12336 11279 11730 10745 10800 13722 Graduate Students 934 1037 1222 1346 1628 1721 1967
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx
Mean ACT 17 17 18 18 18 19 20
% Top ten pct 11.3 15.4 13.5 15.0 12.4 13.5 18.0
% Top twenty pct 14.6 15.4 17.8 19.5 15.1 18.5 23.5 % Top thirty pct 15.4 15.0 14.7 16.1 12.6 14.1 19.5
# Freshman 2,143 2,039 1,916 1,993 1,747 2,073 2,425
# Transfers 803 647 908 944 952 982 1,148
# International 199 222 219 228 259 270 267
# Out-of-state 81 101 61 63 53 66 74
A-11 Past, Present, and Projected Enrollment Alvin Community College
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 4036 3681 3719 3870 3435 3700 4000
White 3160 2771 2747 2857 2506 2740 2960
Black 267 293 271 290 280 290 320
Hispanic 517 521 610 630 567 580 620
Other Ethnic 92 96 91 93 82 90 100 Age 17-22 1619 1905 2101 2152 1697 1900 2100
Age 23+ 2417 1776 1618 1718 1730 1780 1850
Undergraduates 4036 3681 3719 3870 3435 3700 4000
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx
# Freshman 712 687 648 690 595 630 650 # Transfers 732 289 333 340 283 300 350
# International 5 6 8 10 21 20 30
# Out-of-state 47 64 46 50 29 35 45
A-12 Past, Present, and Projected Enrollment College of the Mainland
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 3899 3564 3622 3694 3310 3730 3803
White 2653 2389 2338 2384 2105 2408 2431
Black 599 552 622 634 588 640 657
Hispanic 472 489 549 559 522 565 576
Other Ethnic 175 134 113 115 93 116 118 Age 17-22 1596 1517 1587 1618 1413 1634 1666
Age 22+ 2303 2047 2035 2075 1895 2096 2136
Undergraduates 3899 3564 3622 3694 3310 3730 3803
Graduate Students N/A N/A N/A N/A N/A N/A N/A
A-13 Past, Present, and Projected Enrollment Dallas County Community College District
Group Actual Actual Actual Estimated Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1999 Fall 2002 Total Headcount 51878 47257 45135 44548 44548 44548
First time in college 8267 7992 7798 7697 7697 7697
Age 15-19 8975 8554 8846 8821 8821 8821
Age 20-24 16342 15122 14398 14077 14077 14077
Age 25-29 8612 7939 7402 7306 7306 7306 Age 30-34 6744 5482 4739 4678 4678 4678
Age 35-39 4669 4111 3656 3519 3519 3519
Age 40+ 6537 6049 6093 6103 6103 6103
White 32853 27643 24715 23304 23304 23304
Black 8825 8609 8493 8877 8877 8877 Hispanic 6241 6656 7096 7137 7137 7137
Asian-American 3131 3510 3641 3755 3755 3755
American Indian 284 266 285 288 288 288
International 544 573 905 1178 1178 1178
Resident 50499 45882 43363 42278 42278 42278 Out-of-state 794 738 791 851 851 851
Foreign 585 637 981 1419 1419 1419
A-14 Past, Present, and Projected Enrollment Del Mar College
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 11825 10386 10399 10607 9959 10159 10768
White 5345 4524 4502 4667 4204 4287 4544
Black 323 234 189 212 179 183 194
Hispanic 5885 5361 5394 5442 5268 5364 5686
Other Ethnic 272 262 313 323 308 325 344 Age 17-22 4898 4354 4367 4455 4752 4847 5136
Age 23+ 6903 6005 6007 6152 5207 5311 5632
Undergraduates 11825 10386 10399 10607 9959 10159 10768
New Students
# Freshmen 6857 5998 6040 6152 5553 5664 6003 # Transfers 932 751 771 848 770 1321 1400
# International 79 111 152 159 154 156 162
# Out-of-state 138 115 127 137 93 102 108
A-15 Past, Present, and Projected Enrollment Galveston College
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total headcount 2218 2354 2189 2298 2159 2267 2320
White 1295 1373 1191 1252 1184 1243 1265
Black 369 461 420 441 423 443 448
Hispanic 446 412 455 479 452 475 484
Other Ethnic 108 108 123 126 100 106 123 Age 17-21 820 726 874 800 883 927 850
Age 22+ 1398 1628 1351 1498 1276 1340 1470
Undergraduates 2218 2354 2189 2298 2159 2267 2320
Graduate Students N/A N/A N/A N/A N/A N/A N/A
New Students 345 340 407 xxxxxxx 386 xxxxxxx xxxxxxx # Freshman 1601 1653 1584 1609 1582 1616 1624
# Transfers 273 352 244 256 274 258 260
# International 31 26 41 42 34 43 44
# Out-of-state 82 84 89 90 68 91 92
A-16 Past, Present, and Projected Enrollment Howard College
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total Headcount 2508 2388 2058 2099 2001 2050 2100
White 1882 1704 1435 1464 1353 1393 1430
Black 126 104 115 118 112 121 124
Hispanic 466 544 484 494 511 508 517
Other Ethnic 41 36 24 27 25 33 35 Age 17-23 1168 1147 1077 1098 1200 1225 1250
Age 23+ 1340 1241 981 1001 801 825 850
Undergraduates 2508 2388 2058 2099 2001 2050 2100
Graduate Students N/A N/A N/A N/A N/A N/A N/A
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx # Freshmen 729 744 653 666 531 600 625
# Transfers 378 321 323 330 212 275 300
# International 9 6 3 4 3 5 6
# Out-of-state 75 58 61 62 81 83 85
A-17 Past, Present, and Projected Enrollment Kilgore College
Group Actual Actual Fall Percent Actual Fall Percent Target Fall Actual Fall Actual % Target Fall Target Fall Fall 1993 1995 Inc/Dec 1997 Inc/Dec 1998 1998 Inc/Dec 1999 2002 1% Fall 1997 1% 2% Total headcount 4564 4159 -8.87% 4205 -7.87% 4247 4155 -1.2% 4289 4373
Undergraduates 4564 4159 -8.87% 4205 -7.87% 4247 4155 -1.2% 4289 4373
Graduate students 0 0 0 0 0 0 0 0 0 0
Degree students 0 0 0 0 0 0 0 0 0 0
First-time freshmen 1129 1112 -1.51% 1182 4.69% 1194 1172 -0.8% 1206 1229 New undergraduate transfers 502 374 -25.50% 446 -11.16% 450 419 -6.1% 455 464
Age 17-22 2325 2317 -0.34% 2428 4.43% 2452 2406 -0.9% 2477 2525
Age 23+ 2239 1843 -17.69% 1777 -20.63% 1795 1731 -2.6% 1813 1848
White 3847 3444 -10.48% 3372 -12.35% 3406 3287 -2.5% 3439 3507
Black 524 488 -6.87% 567 8.21% 573 620 9.3% 578 590 Hispanic 107 115 7.48% 130 21.50% 131 117 -10.0% 133 135
Asian-American 43 23 -46.51% 37 -13.95% 37 28 -24.3% 38 38
American Indian 23 25 8.70% 25 8.70% 25 27 8.0% 26 26
International 20 64 220.00% 74 270.00% 75 76 2.7% 75 77
Out-of-state 150 157 4.67% 174 16.00% 176 152 -12.6% 177 181
Other Enrollments
In-district 1447 1360 -6.01% 1298 -10.30% 1311 1275 -1.8% 1324 1350
Out-of-district 2967 2642 -10.95% 2734 -7.85% 2761 2728 -0.2% 2789 2843
Full-time Students 2218 2064 -6.94% 2239 0.95% 2261 2200 -1.7% 2284 2329
Part-time Students 2346 2095 -10.70% 1967 -16.16% 1987 1955 -0.6% 2006 2046 Contact Hour Enrollment 997324 905708 -9.19% 952824 -4.46% 962352 937040 -1.7% 971880 990937
Semester Hour Enrollment 45978 41749 -9.20% 43069 -6.33% 43500 42391 -1.6% 43930 44792
A-18 Past, Present, and Projected Enrollment San Jacinto College District
Group Actual Actual Target Actual Fall 1993 Fall 1997 Fall 1998 Fall 1998 Total headcount 18488 17482 17831 18446
Undergraduates 18488 17482 17831 18446
First-time freshmen 3204 3376 3443 3640
Age 17-23 8833 9209 9393 9774
Age 23+ 9650 8267 8432 8614 White 12907 11033 11253 11198
Black 1361 1560 1591 1855
Hispanic 2914 3650 3723 4212
Asian-American 784 799 814 997
American Indian 88 97 98 100 International 434 343 349 410
A-19 Past, Present, and Projected Enrollment Vernon Regional College
Group Actual Actual Actual Target Actual Target Target Fall 1993 Fall 1995 Fall 1997 Fall 1998 Fall 1998 Fall 1999 Fall 2002 Total headcount 1,872 1,721 1,751 1,786 1,929 1,935 1,948
White 1,532 1,372 1,398 1,504
Black 158 119 143 158
Hispanic 136 171 159 193
Other Ethnic 44 53 48 60 Age 17-22 816 774 867 879
Age 23+ 1,056 947 884 1,050
Undergraduates 1,872 1,721 1,751 1,786 1,929 1,935 1,948
Graduate Students
New Students xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx xxxxxxxx # Freshmen 1,276 943 1,193 1,283
# Transfers 268 192 238 233
# International 3 3 7 14
# Out-of-state 72 146 155 123
A-20
______For further information, please contact:
Frank Dubose Division of Finance, Campus Planning, and Research Texas Higher Education Coordinating Board P.O. Box 12788 Austin, Texas 78711 (512) 483-6130 FAX (512) 483-6127 [email protected] The Texas Higher Education Coordinating Board does not discriminate on the basis of race, color, national origin, gender, religion, age or disability in employment or the provision of services.