July-September 2021:

  • Meet with the leadership of the academic units to develop collegiate undergraduate enrollment goals and targets based on capacity and demand.
    • Provide each college with an undergraduate funnel analysis from sourcing, prospect, inquiry, application, deposit and enrollment.
    • A breakdown of Iowa, contiguous and non-contiguous states
    • A timeline for when the admit pool is formed for various populations
    • Yield analysis of the admitted students by population and ability
    • Competition analysis for the college and large departments
    • Historical enrollment of the college by program
  • Support planning activities in the college to meet strategic planning priorities
    • Develop undergraduate enrollment targets at the department level that roll into the total collegiate enrollment
    • Goal definition for specific priorities outlined in the strategic plan

 

October 2021:

  • Enrollment Management works with units to develop strategies, tactics and assessment measures for identified goals linked to the Strategic Plan:
    • Enrollment Targets
    • Enrollment mix
    • High Ability Student Recruitment
    • Emphasis Areas with identified capacity
    • Discount Rate

November 2021:

  • Present plans to collegiate units to gather feedback on strategies and tactics for established goals and assessment measures.
    • Define action steps
    • Timeline for implementation
    • Develop expected outcomes, key performance indicators and milestones for each tactic
    • Assign primary responsibility for implementation
    • Identify the ideal communication platform/process to engage with stakeholders

 

January 2022:

  • Present the plan to the campus community and key stakeholders
    • President’s Cabinet and Provost
    • Council of Deans
    • Shared Governance Bodies
    • Collegiate Units
    • Campus Partners
  • Meet with the leadership of the Academic Units and Graduate College to develop graduate enrollment goads and targets based on capacity and demand.

 

March 2022:

  • Create a final plan for dissemination to the campus community and hold sessions for discussion/explanation of the goals, process and on-going assessment
  • Determine budget needs to facilitate components of the plan that fall outside of existing resources
  • Work with IT to develop dashboard solutions or reporting to track progress and milestones within the plan

 

August 2022:

  • Launch the Strategic Enrollment Management Plan (Public and Private) in conjunction with the institutional strategic plan.

 

March 2022:

  • Begin outreach to the Professional Programs (Dentistry, Medicine, Law, Pharmacy, etc.) to begin the process of creating a SEM plan for these units.
  • Meet with the leadership of the Professional Schools to develop collegiate enrollment goals and targets based on capacity and demand.
    • Provide each college with a funnel analysis from application to enrollment.
    • A breakdown of Iowa, contiguous and non-contiguous states
    • Yield analysis of your admitted students by population and ability
    • Competition analysis for the college and large departments (where available)
    • Historical enrollment of the college by program
  • Support planning activities in the college to meet strategic planning priorities
    • Develop enrollment targets at the department level that roll into the total collegiate enrollment
    • Goal definition for specific priorities outlined in the strategic plan

Summer 2022:

  • Create Professional School SEM plan for dissemination to the campus community and hold sessions for discussion/explanation of the goals, process and on-going assessment
    • Determine budget needs to facilitate components of the plan that fall outside of existing resources
    • Work with IT to develop dashboard solutions or reporting to track progress and milestones within the plan

 

July-August 2022:

  • Review plans with collegiate units to gather feedback on strategies and tactics for established goals and assessment measures.
    • Assess action steps
    • Review expected outcomes, key performance indicators and milestones for each tactic
    • Assign primary responsibility for future implementation

 

September 2022:

  • Present the plan for Professional Programs to the campus community and key stakeholders
    • President’s Cabinet and Provost
    • Professional Schools
    • Council of Deans
    • Shared Governance Bodies
    • Campus Partners