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Strategic Enrollment Management Committee

Over the past few years, UNC has experienced inconsistent new first-year and new transfer student enrollment. While undergraduate enrollment has grown by 4% since 2014, there is a need to establish long-term achievable enrollment goals that help shape the incoming class while balancing head count and net tuition revenue.

Colorado remains a competitive recruitment environment where students and families are presented with a multitude of options to fit their educational goals. UNC must assess current market position, price elasticity of students we attract, and establish a sustainable discount rate for new and continuing students while setting aggressive and attainable enrollment goals.

There is a necessity to link recruitment efforts with student success outcomes to improve retention and graduation rates. In answer to these needs and challenges, on Thursday, Nov. 29, 2018 President Andy Feinstein will convene a Strategic Enrollment Management Steering Committee. This will build on the efforts of the President’s Leadership Council and the Student Success, Student Affairs and Academic Portfolio task force committees. 

Steering Committee

Interim Provost Theo Kalikow and Director of Admissions Sean Broghammer will co-chair the steering committee, which is broadly representative and brings together individuals with recruitment, marketing, student success, academic, financial and data analytics expertise. A full list of the members, who will serve for one year on the committee, is included below:

  • Theo Kalikow, Interim Provost and Senior Vice President of Academic Affairs
    • Project Sponsor and Co-Chair
  • Sean Broghammer, Director of Admissions
    • Project Sponsor and Co-Chair
  • Lori Brachtenbach, Assistant to the Sr. Vice President and Chief Financial Officer
    • Project Coordinator
  • Ceri Turnbeaugh, Assistant to the Director of Admissions
    • Project Coordinator
  • Kim Black, Director of Assessment
    • Data Point of Contact
  • Eryka Charley, Director of Native American Student Services
  • Joan Clinefelter, Professor of History
  • Burkhard Englert, Dean of the College of Natural Health Sciences
  • Matt Goetzel, Director of Institutional Reporting and Analysis Services
    • Data Point of Contact
  • Jason Hughes, Assistant Vice President  of Marketing
  • Randy Larkins, Assistant Professor of Applied Statistics and Research Methods
  • Chris Marston, Associate Dean of College of Humanities and Social Sciences and Chair/Professor of Economics
  • Michelle Quinn, Senior Vice President and Chief Financial Officer
  • Katrina Rodriguez, Vice President for Campus Community and Climate
  • Marty Somero, Director of Financial Aid
  • Stephanie Torrez, Assistant Vice President for Student Success
  • Gardiner Tucker, Dean of Students
  • Dan Weaver, Vice President of External & University Relations
  • Leo Welch, Dean of the College of Performing and Visual Arts 
 

Purpose and Role

The steering committee’s work will begin with a 14-week process, facilitated by Huron Consulting Group, to engage campus in developing a five-year strategic enrollment management plan. A steering committee is critical to facilitate constructive discussion and decision-making. The steering committee will work closely with Huron to:

  1. Evaluate and confirm overall project goals
  2. Provide insights related to the University’s background, experiences, and reasons for the engagement
  3. Discuss findings and recommendations
  4. Remove obstacles
  5. Establish consensus around recommendations
  6. Promote buy-in of recommendations within the organization to facilitate implementation

Timeline

The Strategic Enrollment Management steering committee timeline will consist of two distinct stages over the next twelve months.

1

Stage One

Stage one will begin with a kick-off meeting on Thursday, November 29th where the steering committee and Huron will discuss overall scope, objectives, goals, and deliverables. The steering committee will meet with Huron for four subsequent meetings over the course of the next 14 weeks. Beyond the five scheduled meetings with the steering committee, Huron will be conducting both qualitative and quantitative diagnostics with the campus community through a series of interviews, focus groups, and data mining. Following the completion of the 14-week engagement, UNC will have created a five-year strategic enrollment plan with specific short-, mid-, and long-term strategic and tactical objectives to meet enrollment and student success goals. The creation of an SEM plan will conclude the first stage of this process.

2

 

Stage Two

Stage two will consist of further integration of SEM into the UNC campus culture. Steering committee responsibilities and commitments will be evaluated and defined at that time.

Expected Outcomes 

 The partnership between UNC and Huron is expected to yield the following outcomes and contributions:

  1. Develop an advanced pricing and aid strategy
  2. Evaluate current enrollment model
  3. Assess UNC retention and student success efforts
  4. Confirm enrollment and retention framework and priorities
  5. Develop strategic enrollment management plan

Each of the items listed above will be presented in detail with observations, recommendations, and deliverables to positively position UNC to meet future enrollment and retention goals.