© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 1 © 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED.
STUDENT ENROLLMENT MANAGEMENT TASK FORCE:OPTION GENERATION
January 11, 2017 © 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED.
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 22
AGENDA
1 Approach and Framework• Student Lifecycle Management
2Opportunities• Freshmen
• Transfer
• Retention and Student Success
3 Visioning
4 Next Steps
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Over the past 9 weeks, Huron conducted 125+ interviews with key stakeholders, analyzed data to
understand undergraduate enrollment strategies and key factors predicting student success, and
presented key findings to the SEM Taskforce.
Conduct kickoff and planning meetings
Host interviews and focus groups with
Wyoming stakeholders to understand
challenges and opportunities
Use primary research and enrollment data
to develop in-depth understanding of
market demand, recruitment, and retention
Review research conducted to date
Review initial findings for Midpoint Strategy
Meeting
Host interviews and focus groups with
Wyoming stakeholders to understand
challenges and opportunities
Assess current organizational structure and
portfolio of responsibilities within enrollment
offices
Catalog campus-wide resources that
support transfers, onboarding, and
retention activities
Review research conducted to date
Examine key findings and confirm realistic
enrollment goals and priorities with
Wyoming leadership
Assess implications and develop business
plans
Provide “strategy roadmap” to execute on
the goals for enrollment
Incorporate additional feedback from
Wyoming leadership on “strategy roadmap”
Determine communication strategy to
socialize changes for enrollment to the
University community
Current State Assessment Organizational Assessment Strategy Development
October - November December January
PROJECT OVERVIEWPROJECT PROGRESSION
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 4
APPROACH AND FRAMEWORK:STUDENT LIFECYCLE MANAGEMENT
1
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APPROACH AND FRAMEWORKSTUDENT LIFECYCLE MANAGEMENT
Student Lifecycle Framework
+ This model positions the student journey as
a continuous cycle—with critical points of
engagement throughout—beginning when
students are first recruited and continuing
through post-graduation when alumni need
to be re-engaged for philanthropic and
recruiting purposes.
+ It is crucial to consistently engage students
at every stage of their lifecycle as their
needs evolve, strengthening support at
individual milestones and enhancing their
overall experience.
+ The areas of focus for today’s discussion
are highlighted in gold.
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment and Onboarding
Academic Experience
Campus Life and Career Services
Alumni Engagement
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 6
OPPORTUNITIES:FRESHMEN
2
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OPPORTUNITIES: FRESHMENDATA DRIVEN DECISIONS
FTFT freshmen enrollment has been inconsistent over the past several years. While there are
expectations to increase enrollment, data must inform the development of realistic long-term
enrollment goals and the underlying support needed to achieve those goals.
+ UW’s market position among prospective freshmen is unclear. UW competes for students on several
fronts, both in-state (regional) and out-of-state (key feeder states).
+ Increasing market share within current catchment areas and expanding into new markets will be critical to
UW’s ability to meet future enrollment goals.
+ UW needs to understand the key decision factors of high-achieving resident students to attract and enroll
more of these students in the future.
+ The Office of Admissions needs to learn how to leverage data to discern true prospective student interest
and focus efforts on those students most likely to apply and enroll.
+ The Office of Admissions must work closely with their recruiting partners in the Colleges to develop an
integrated and coordinated recruiting plan.
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 8
OPPORTUNITIES: FRESHMENBRAND AND VISION ALIGNMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Develop UW’s brand platform, prospective student website, and social media presence; segment by key
populations (WY resident, CO, out of state-other) and use relevant stories to communicate key differentiators.
Case for Change
• Strengthen UW's market
position in the region
• Increase enrollment among
targeted populations (high
achievers, students of color)
• Differentiate UW from
WYCC's (focus on best-fit
students for each)
Organizational Impact
• UW will need a dedicated
marketing resource within
Enrollment to develop and
coordinate messaging to
prospective students in
collaboration with UW
Marketing
• Enhance prospective
student website with student
stories
Timeline & Effort
• 1-3 Years
• Investment above and
beyond current marketing
spend
• Coordinate brand messages
and stories with strategic
planning process and
potential fundraising efforts
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENBRAND AND VISION ALIGNMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Examine effectiveness of current prospect development campaigns. All recruitment activities require established
performance metrics; limited resources must be justified for ROI, so that investments in new channels can be
funded by discontinuing less than optimal efforts.
Case for Change
• Higher conversion rates
among prospective students
• Deeper insights on
habits/expectations of
inquiries
• Strengthen application pool
Organizational Impact
• Will require accurate coding
of historical databases
• Need to establish common
definitions of sources
• May want to consider using
a third party vendor for
execution
Timeline & Effort
• 1 year for analysis and
reporting to inform
enrollment plan
• Timing and format of search
materials
• Explore vendor partnerships
for creative development
and campaign execution
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 10
OPPORTUNITIES: FRESHMENRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Create strong and distinct calls to action in recruiting materials. Establish deadlines for admissions (August 1)
and registration.
Case for Change
• Setting clear expectations
for students to move
through the enrollment
funnel
• Reduces late processing
and onboarding, helps
improve predictability of
resources needed to serve
students
Organizational Impact
• Policy committee decision
• Minor loss of student
headcount due to
implementation of deadlines
• Reduce administrative
burden on staff to
accommodate student
exceptions
Timeline & Effort
• 1–2 years
• Clear communication to
prospective students,
continued cultivation of
student until next enrollment
cycle
• Need to establish an
exceptions policy (what is
reasonable) and educate
campus recruiting partners
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 11
OPPORTUNITIES: FRESHMENRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Engage prospective students earlier in college search process: Summer Honors College for High Achieving WY
students (PSAT, PLAN ID), college sponsored academic competitions, UW Roadshow (bring UW to the State).
Programming must be high impact and highlight UW’s unique strengths.
Case for Change
• Increased awareness in far
corners of the state
• Increased resident
enrollments
• Another opportunity to
partner with Outreach
school staff
Organizational Impact
• Enrollment staffing
dedicated to Early
Awareness
• On-Campus High School
programming
• Collaboration with College
staff
Timeline & Effort
• 3–5 Years
• Identify target populations
and markets
• Program planning with
academic partners
• Travel planning and
resources
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 12
OPPORTUNITIES: FRESHMENRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Create a college going culture within Wyoming. Develop College ROI marketing plan for the State of Wyoming:
Academic Preparation, Academic Roadmaps (paths to a college degree), understanding financial aid, and
affordability.
Case for Change
• The State of Wyoming has a
low college going rate and
no coordinating higher
education agency
• With limited demographic
growth, increasing this rate
will help contribute to
enrollment growth
Organizational Impact
• This initiative will require
coordination with UWC,
Outreach staff, as well as
WYCC and community
support programs
• Deploy current students to
local communities to
promote college and mentor
prospective students
Timeline & Effort
• 3–5 Years
• Identify potential partners
(Outreach, Community
Colleges, Trio, Upward
Bound)
• Outside funding may be
necessary to support
initiative, expands mission of
the institution.
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENRECRUITMENT
Proposed Future State / Opportunity
• Optimize current recruitment territories. Deeper understanding of UW's key markets will be essential in improving
(quality and quantity) enrollments in top feeder markets. Expectations tied to demographic changes will help
inform enrollment growth planning.
Case for Change
• Improved funnel
performance in key markets
• More accurate predictions of
how each market will
contribute to overall goal
• Allows for annual
adjustments based on
market shifts
Organizational Impact
• Staff time for analysis and
profile building
• Reallocation of recruiting
responsibilities among staff
Timeline & Effort
• 1–3 Years
• Institutional analysis on
demographic, economic,
academic preparation trends
to build a class territory by
territory
• Leverage annual analysis
into territorial goals and
travel plans
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 14
OPPORTUNITIES: FRESHMENRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Identify and cultivate new recruiting territories. Expansion into new markets is essential to UW growth plans.
Target states/counties that expect growth in the number of high school graduates.
Case for Change
• Higher levels of enrollment
in out-of-state markets
• Greater diversity among
enrolled students
• Less reliance on WY
markets to meet goals
Organizational Impact
• Identification and allocation
of additional recruiting
resources needed to
cultivate new recruiting
territories
• Build travel off of current
plans (incorporate
neighboring states into
current travel territories)
Timeline & Effort
• Up to 5 Years
• Analyze and prioritize
expanded markets
• Establish targeted student
personas
• Identify potential recruiting
partners in new markets
• Target 1 new market / year
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 15
OPPORTUNITIES: FRESHMENRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Redesign the UW Admission Application user experience and application content, including removing the “major
declaration” component. Consider membership with the Common Application.
Case for Change
• Recruiting staff will gain
better insight into student
interests and motivations,
allowing for more
meaningful conversations
• Provides national exposure
• Increased applications from
high achieving and diverse
students
Organizational Impact
• Annual membership and
processing fees for
Common App
• Small working group in
Admissions (leadership and
operations staff) to research,
assess impact on
processes, and develop
implementation roadmap
Timeline & Effort
• Plan out processing
implications
• Align institutional app
• Train counseling staff
• Adapt yield projection
models
• Educate High School
counselors and students
Implementation Effort Medium-High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENRECRUITMENT
Proposed Future State / Opportunity
• Create a prospective student “interest” score that directs recruiting resources. Can no longer afford an "all things
to all people" approach to recruitment.
Case for Change
• Allows recruiting staff to
focus on students most
likely to apply and enroll
• Informs recruiting travel and
market cultivation activities
• Helps inform college level
recruiting plans
Organizational Impact
• Coordination between
Enrollment, Institutional
Analysis, and on-campus
analytics subject matter
experts
• Leverages CRM
functionalities
Timeline & Effort
• 1 Year
• Need to identify key
attributes of highly desired
students
• Allow for input from
recruiters
• Need to account for
nuances of new or desired
markets
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENRECRUITMENT
Proposed Future State / Opportunity
• Create a High School Student fly-in program for highly desired out-of-state students. Students who visit UW
have a much higher yield rate than those who do not.
Case for Change
• Focus program on high
interest/high ROI students
• Target specific events
(Accepted Student Days)
• Ability to impact academic
profile and diversity of
incoming class
Organizational Impact
• Additional staffing and
operational resources will
need to be identified to scale
the program accordingly
• Logistics of accommodating
overnight visitors will need
to be considered
Timeline & Effort
• 2–3 Years
• Fly-In Policy Development
that limits UW exposure and
targets priority populations
• Pilot program with target
market/population
• Measure effectiveness of
program prior to expansion
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENSELECTION & AID DETERMINATION
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Consider implementing dual admission policy with select WY Community Colleges for WY resident students who
need additional academic preparation to build necessary skills; grants automatic admission to UW upon
completion of Associate Degree.
Case for Change
• Increased academic
preparation among high-risk
students prior to entering
UW
• Improved retention rates of
students less academically
prepared
Organizational Impact
• Internal collaboration
between Freshmen and
Transfer recruiting teams
• External collaboration
between Transfer team and
WYCC Advising Staff
Timeline & Effort
• 1–3 Years
• Examine headcount impact
to incoming cohort
• Requires revisions to current
admission policies
• Ongoing relationship
building will be needed to
keep dual enrolled students
engaged with UW
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: FRESHMENSELECTION & AID DETERMINATION
Proposed Future State / Opportunity
• Create an academic preparedness index to guide selection and yield activities. An academic index will help
offset variation in high school GPA/ACT predictability and the overall score will provide stronger guidance to
recruiting and academic advising staff.
Case for Change
• Build upon current internal
progress made to date
• Build calculation
functionality into Admissions
CRM
Organizational Impact
• Coordination between
Enrollment, Institutional
Analysis, and on-campus
analytics subject matter
experts
• Understand impact on
admission criteria,
partnerships with WYCC's,
and support programs
Timeline & Effort
• 1 Year
• Work with internal team to
develop predictive score
• Assign scores to all admits,
leverage as target for yield
activities
• Measure accuracy, assess
potential in improving
selectivity
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 20
OPPORTUNITIES: FRESHMENENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Build out WyoWeb to serve as an Admitted Student portal that focuses on the most relevant and important
issues and topics for incoming students.
Case for Change
• A powerful engagement tool
that encourages students to
self-serve
• Keeps relevant and
important information in front
of the students
• Establishes a self-help
environment that can be
leveraged later in the
process
Organizational Impact
• Portal development team
with representatives from IT,
Enrollment, CACS, and
Dean of Students
• Assessment, oversight, and
update responsibilities lie
with Enrollment
Timeline & Effort
• 1–2 Years
• Customized content based
on user interests
• Should be one-stop shop
with academic planning
tools
• Provides a clear opportunity
to create pathways for
undecided students
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 21
OPPORTUNITIES: FRESHMENENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Develop an admitted student engagement and yield plan in collaboration with Colleges. The current dedication of
resources and approach varies by College. Because students apply to Colleges, it is imperative that efforts are
coordinated.
Case for Change
• Improved collaboration will
reduce duplication of effort
• Increased involvement by
Colleges will help improve
yield of targeted students
Organizational Impact
• UW SEM working group
comprised of Enrollment
leadership and key College
staff to develop strategy and
monitor key metrics
• Colleges will need to
dedicate staff time and
resources to initiative
Timeline & Effort
• 1–2 Years
• Identify quantitative and
qualitative goals for each
college
• Establish recruitment
experience expectations
• Coordinate opportunities
and outcomes messages for
colleges
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 22
OPPORTUNITIES: FRESHMENENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Develop a “summer melt” strategy. UW recruiting staff shifts to the next class prior to matriculation, leaving a
connection gap at a very vulnerable time. Missed opportunity to measure persistence risks.
Case for Change
• Will be able to proactively
identify and address key
persistence issues among
incoming students
• Insights gained will be able
to guide future planning on
support services and
educational programming
Organizational Impact
• Custom build out of
Enrollment Rx to collect and
transmit data to Banner SIS
• Professional development
on identifying and tracking
key data points
• Balance melt activities with
upcoming recruiting cycle
plan development
Timeline & Effort
• 1-2 Years
• Determine how and when to
collect student success data
• Consistency in what and
how UW collects the data
will be important to make the
data actionable
• Assess persistence risk
through targeted interactions
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 23
OPPORTUNITIES: FRESHMENENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Identify and collect key data points on admitted students that inform yield strategy, building upon the current data
warehouse and business intelligence strategy work.
Case for Change
• Key motivational insights,
student concerns, and
predictive data available
during the enrollment
process is currently not
being collected
• This information could prove
quite useful for recruiting
staff and Colleges when
targeting messaging and
contact efforts
Organizational Impact
• Professional development
for recruiting staff on
relational recruiting
techniques
• Enrollment Rx programming
to enable data collection
Timeline & Effort
• 1–2 Years
• Develop admitted student
engagement strategy that
includes intended outcomes
of key funnel touch points
• Develop communication
map that guides staff to key
College/staff contacts
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 24
OPPORTUNITIES: FRESHMENACADEMIC EXPERIENCE
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Explore potential of pre-registration prior to Summer Orientation (SO) through a combination of Block
Scheduling. Orientation and select electives so the SO can focus on academic and social integration.
Case for Change
• Facilitates career
discussions with Advisors
• Opportunity to engage
undeclared students
• Allows for connection to
appropriate support
resources
• Helps strengthen student
connection to UW
Organizational Impact
• Key academic staff (AVP
Undergraduate Ed,
Registrar, College staff,
Enrollment) to determine
programming, analysis, and
approach
• Allow for additional advising
time during academic year.
Timeline & Effort
• Internal analysis on
freshmen course
registrations
• Work with colleges to plan
courses and sections
• Pilot with specific major
• Expand as appropriate
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 25
OPPORTUNITIES: FRESHMENADDITIONAL OPPORTUNITIES
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
+ Provide a single, comprehensive admission decision to students - coordinate with Colleges that have
separate admission criteria to provide a single admission decision to the student.
+ Examine the frequency, content, and recipient of College level recruiting reports shared with College
contacts. Meet regularly with College level recruiting staff to discuss progress and priorities.
+ Create a Recruitment Dashboard in Enrollment RX to monitor progress and guide strategy: Dashboard
for top leadership, Dashboards for admissions operation staff (processing priorities and efficiencies),
Dashboards for Admissions Representatives.
+ Tie back clearinghouse results to admit file - segment by academic preparation, in-state geography,
ethnicity, and financial resources. Create competitor sets by student type and by recruiting territory to
inform differentiation efforts.
OPPORTUNITIES:TRANSFER
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 27
OPPORTUNITIES: TRANSFERDATA DRIVEN DECISIONS
The transfer market represents a significant opportunity for UW to increase enrollment. UW will
need a clear, actionable recruitment plan and a realignment of student support resources to be
successful.
+ Recruiting transfer students is currently under-resourced. There is little capacity to guide students
through the recruitment process and provide credit evaluations in a timely fashion.
+ Cultivating the resident transfer population must be a top priority for UW.
+ There is potential to extend UW’s reach with transfer students to the Front Range.
+ Coordinated support services are needed to onboard the diverse transfer student population.
+ Access to scholarships and financial aid have a significant impact on a transfer student’s decision
to enroll at UW (an issue the University is currently addressing).
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 28
OPPORTUNITIES: TRANSFERBRAND AND VISION ALIGNMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Develop a prospective transfer student website which centralizes key resources in one, easy to navigate
location; and use relevant stories to communicate key differentiators for transfer students.
Case for Change
• Enhance student
satisfaction and the user
experience
• Increase enrollment among
targeted populations
• Differentiate UW from
WYCC's; value prop of a
four-year university
Organizational Impact
• UW will need a dedicated
resource within Enrollment
to develop and coordinate
prospective Transfer
campaigns in collaboration
with UW Marketing
• Coordination of relevant
resources (enrollment,
registrar, advising, etc.)
Timeline & Effort
• 1-3 Years
• Investment above and
beyond current marketing
spend
• Coordinate brand messages
and stories with strategic
planning process and
potential fundraising efforts
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 29
OPPORTUNITIES: TRANSFERBRAND AND VISION ALIGNMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Bring advising staff from Wyoming Community Colleges to campus for summer advising workshops, learn about
2 year and 4 year education plans, and understand how to use TreQ to advise prospective transfer students.
Case for Change
• Reduces "wasted" credits
for transfer students
• Provides clarity for students
on time to degree
Organizational Impact
• Transfer team will develop
and administer program
• Close collaboration with
Registrar and Director of
Transfer Relations
Timeline & Effort
• 1- 2 Years
• Identify key staff at WYCC
and commit to keeping staff
up-to-date with course and
degree plan changes
• UW staff time and travel
resources to provide
professional development
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 30
OPPORTUNITIES: TRANSFERBRAND AND VISION ALIGNMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Establish Transfer advising days in collaboration with UWC/WYCC advising staff and course registration
timelines.
Case for Change
• Reduction of “wasted”
credits
• Academic preparation
optimized for UW program
• Reduced time to degree
• Strengthened connection
between UW and WYCCs
Organizational Impact
• Identify key college
personnel to assist with
major requirements
• Leverage existing
articulation agreements to
inform conversations
• Potential for Outreach Staff
to collaborate
Timeline & Effort
• 2–3 Years
• UW Transfer team working
closely with College
academic advisors to
develop plans and allocate
time and travel for advising
days on WYCC campuses
• Transfer team to cultivate
WYCC relationships to allow
for collaboration
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 31
OPPORTUNITIES: TRANSFERRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Identify and target out-of-state community colleges, including Colorado and Nebraska. Cultivate out-of-state
transfer coordinators.
Case for Change
• Higher levels of enrollment
in out-of-state markets
• Greater diversity among
enrolled students
• Less reliance on WY
markets to meet goals.
• Expansion of territories
necessary to meet
enrollment growth
Organizational Impact
• Short term: leverage
freshmen recruiting travel to
build awareness and
establish relationships
• Long term: Territory Based
Transfer recruiters
Timeline & Effort
• 3 Years
• Market assessment,
recruiting staff time and
travel, balanced with current
market cultivation
• Appropriate onboarding and
support services need to be
in place to retain students
• Be mindful of academic
program capacity
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 32
OPPORTUNITIES: TRANSFERRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Use WYCC graduation lists to invite students to campus for advising appointments.
Case for Change
• Provides a smooth transition
for transfer students
• Individual attention allows
for conversation about goals
and degree planning
• Establishes connection with
Academic Advisors
Organizational Impact
• Transfer team will develop
and administer program
• Close collaboration with
Registrar, Director of
Transfer Relations, and
Academic Advising contacts
from Colleges
Timeline & Effort
• 1–2 Years
• Need to ensure invitations
are targeted to transfer
ready graduates (AA and
AS)
• Pilot with LCCC’s
• Transcript processing /
evaluation needs to be
timely
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 33
OPPORTUNITIES: TRANSFERRECRUITMENT
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Use November Clearinghouse data on community college enrollments to build Transfer prospect pool. Students
who decline admission to UW and enroll at Community Colleges are currently not being cultivated early.
Case for Change
• Increased number of
transfer students
• Students will see a clear
path to UW
• Building upon established
relationship instead of
starting from scratch
Organizational Impact
• Transfer processors working
to convert the
Clearinghouse list into
transfer prospects
• Working with WYCC
advising staff to collaborate
on advising for transfer to
UW
Timeline & Effort
• 1 Year
• Send “UW Transfer tool-kit”
promoting success at
Community College
• Connect to intended major
• Clearly communicate
Financial Aid options
• Establish recruiting events
for these students
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 34
OPPORTUNITIES: TRANSFERSELECTION & AID DETERMINATION
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Create a Dual-Admission program with WYCC's. Keeps students in the UW communication stream, builds
confidence and comfort at UW, and provides a smooth transition to the university community.
Case for Change
• Students can enroll at both
institutions simultaneously
and have access to support
services at both
• Courses at either institutions
go towards general
education requirements,
reducing time to degree
• Students are invited to
attend on-campus programs
and athletic events
Organizational Impact
• Develop ongoing
communication plan with
Dual Admission students
• Grant access to facilities,
events, and support services
• Strong coordination between
Enrollment and individual
college advisors
Timeline & Effort
• 2–3 Years
• Requires reconsideration of
current admission policies
• Pilot with LCCCs
• Ongoing relationship
building will be needed to
keep students engaged with
UW
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 35
OPPORTUNITIES: TRANSFERSELECTION & AID DETERMINATION
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Establish a transfer liaison in each College to develop plans for recruitment, conduct credit evaluations, and
provide major-specific advising to ensure that transfer efforts are well coordinated.
Case for Change
• Improved collaboration will
reduce duplication of effort
• Increased involvement by
Colleges will help improve
yield of targeted students
Organizational Impact
• Transfer working group
comprised of Enrollment
leadership and key College
staff to develop strategy and
monitor key metrics
• Colleges will need to
dedicate staff time and
resources to initiative
Timeline & Effort
• 1-2 Years
• Regular meetings with
Enrollment staff serving as
facilitators
• Messaging and travel will
need to be coordinated
between central enrollment
and college recruiters
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 36
OPPORTUNITIES: TRANSFERSELECTION & AID DETERMINATION
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Establish Peer Mentor program for Transfer students. Student focus groups indicated peer-to-peer assistance was
key to student success. Mentors can reduce reliance on academic staff and faculty.
Case for Change
• Peer mentors initiate
connections
• Guide students through self-
service tools available from
UW
• Guide to UW support
services
Organizational Impact
• Identify strong students in
the highest demand
programs (including
undecided) to support
greatest number of students
• Coordination with
orientation, onboarding, and
college staff.
Timeline & Effort
• 1–2 Years
• Transfer Admission team will
need to identify and train
peer mentors.
• Work Study dollars will need
to be allocated
• Training program
coordination with key
College personnel
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 37
OPPORTUNITIES: TRANSFERSELECTION & AID DETERMINATION
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Make transfer orientation mandatory. Move orientation to the beginning of semester to provide adequate time to
set expectations, register for academic courses, and onboard students successfully.
Case for Change
• Identify and program for
specific transfer needs
• Use time for social and
campus connections
• Higher level of satisfaction
among incoming transfers
Organizational Impact
• Transfer Admission team will
develop and host event
• Key collaboration with
Academic departments and
Student Support offices
Timeline & Effort
• 1 Year
• Incorporate connections to
support services through
peer mentors
• Professional development
on transfer specific issues
• Academic advising
appointments
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 38
OPPORTUNITIES: TRANSFERENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Automate credit evaluation process to the extent reasonable. Explore the potential to integrate UW Transfer
Equivalency Self-Service (TreQ) into Banner System.
Case for Change
• Reduced transfer evaluation
times for students coming
from articulated programs
• Removes burden from
processing staff at key times
of the year
• Allows for more relationship
building time between
advisors and students
Organizational Impact
• Strong collaboration
between Director of Transfer
relations, College advising
staff, and WYCC's to keep
up to date on program
changes
• IT resources for Registrar's
Office
Timeline & Effort
• 1–2 Years
• Programming staff in the
Registrar's Office to link the
work done through
articulation into UW's SIS
• Manual oversight of the
system to ensure accuracy
• Annual updates based on
major and/or degree
requirements
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 39
OPPORTUNITIES: TRANSFERENROLLMENT AND ONBOARDING
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
Proposed Future State / Opportunity
• Use transfer agreements already in place to allow online pre-registration. Faculty approved agreements are in
place, but have not been programmed into the Registration system to inform course planning and advising.
Case for Change
• Streamlines transfer process
• Establishes a clear path to
degree
• Allows program directors the
insights needed to meet
course planning deadlines
and anticipate staffing needs
Organizational Impact
• Key college contacts to work
closely with Registrar’s
office to develop and
implement a plan
• Central coordination of
course planning and use of
historical transfer data
Additional programming,
analytical, and processing
support will be needed in the
Registrar's Office
Timeline & Effort
• 3–4 Years
• Will need to address high
demand program capacity
concerns
• Holding seats in key
sequence courses
• Access for college course
planners and academic
advisors
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 40
OPPORTUNITIES: TRANSFERADDITIONAL OPPORTUNITIES
Brand & Vision Alignment
Recruitment
Selection & Aid Determination
Enrollment & Onboarding
Academic Experience
+ Create WYCC Advisory Board: Meet 1-2 times a year to discuss transfer-related issues with the
campuses, strengthen connections and help train staff on key issues.
+ Develop a “Transfer Center” or “Enterprise” structure and support system to best manage the transfer
student lifecycle
+ Establish direct link to Transfer evaluation on WYCC websites
+ Publish articulation and 2+2 agreements on website
+ Tie the transfer experience into UW brand development work
+ Develop a transfer-specific website and communication campaign to build awareness and proactively
address students’ most common questions and concerns
OPPORTUNITIES:RETENTION AND STUDENT SUCCESS
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 42
OPPORTUNITIES: RETENTION & STUDENT SUCCESSDATA DRIVEN DECISIONS
+ A student’s academic preparation is highly predictive of a
student’s performance in the first year. UW needs to leverage
information gathered during the enrollment process to inform student
support efforts.
+ A student’s credit progression in the first year is a significant
factor in their success at UW. Strong advising and course planning is
necessary to improve the chances of students returning their second year.
+ Targeted and coordinated support services are needed for those students most at risk – first-
generation students and students admitted with support.
+ The level of unmet financial need has a negative impact on the retention of non-residents. The
availability of need-based aid to lower current gaps will be necessary as UW looks to increase non-
resident enrollments.
+ With such a significant number of students leaving UW to enroll in Community Colleges, there is an
opportunity to maintain a relationship with these students in an effort to bring them back to UW.
Aca
dem
ic A
bili
ty
Fin
anci
al C
apab
ility
Sen
se o
f B
elo
ng
ing
Wel
lnes
s
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 43
OPPORTUNITIES: RETENTION & STUDENT SUCCESSDATA DRIVEN DECISIONS
When certain demographic characteristics are “stacked” (academic preparation, financial need, and
estimated family contribution / EFC), a student’s likelihood to succeed at UW decreases.
Retention Rate: 52%
(N = 401)
High Financial Need
Low Academic
Preparation
Retention Rate: 52%
(N = 297)
Low Estimated Family
Contribution
Low Academic
Preparation
Retention Rate: 49%
(N = 183)
First-Generation
College Student
Low Academic
Preparation
Retention Rate: 43%
(N = 82)
First-Generation
College Student
Low Academic
Preparation
High Financial Need
Retention Rate: 57%
(N = 159)
Colorado Resident
Student
First-Generation
College Student
Retention Rate: 41%
(N = 54)
Colorado Resident
Student
First-Generation
College Student
Low Academic
Preparation
Retention Rate: 39%
(N = 36)
Colorado Resident
Student
First-Generation
College Student
Low Academic
Preparation
High Financial Need
Source: UW Funnel and Retention Files, variables segmented by quartiles
• Bottom Quartile: EFC: $4368 or less; Unmet need: $0; Academic prep: 43.4 or less on the composite score
• Top Quartile: EFC: Greater than $31,010, Unmet need: Greater than $8,678, Academic prep: Greater than 51.5
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 44
OPPORTUNITIES: RETENTION & STUDENT SUCCESSDATA DRIVEN DECISIONS
When certain demographic and academic characteristics are “stacked”, a student’s likelihood to succeed at
UW varies.
Retention Rate: 59%
(N = 188)
Low Academic
Preparation
Retention Rate: 55%
(N = 132)
Low Academic
Preparation
Retention Rate: 51%
(N = 78)
Low Academic
Preparation
Source: UW Funnel and Retention Files, variables segmented by quartiles
• Bottom Quartile: EFC: $4368 or less; Unmet need: $0; Academic prep: 43.4 or less on the composite score
• Top Quartile: EFC: Greater than $31,010, Unmet need: Greater than $8,678, Academic prep: Greater than 51.5
Low Academic
Preparation
High Financial Need
Retention Rate: 54%
(N = 59)Retention Rate: 47%
(N = 36)
Low Academic
Preparation
High Financial Need
Retention Rate: 44%
(N = 41)
Low Academic
Preparation
High Financial Need
Low Academic
Preparation
Retention Rate: 57%
(N = 49)
Undecid
ed
Low Estimated Family
Contribution
Retention Rate: 42%
(N = 33)
Low Academic
Preparation
Low Estimated Family
Contribution
Colle
ge o
f B
usin
ess
Retention Rate: 33%
(N = 18)
Low Academic
Preparation
Low Estimated Family
Contribution
Colle
ge o
f A
griculture
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 45
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Fin
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Proposed Future State / Opportunity
• Create a coordinating / governance committee to monitor persistence
concerns and assemble the appropriate people to address immediate
retention concerns.
Case for Change
• Improved approach to Early
Alerts
• Expansion of intervention
tactics
• Clear assessment of
initiatives to inform future
practice
Organizational Impact
• It will important for the
governance group to have a
sub-group that is close to the
students to know the key
issues at the appropriate time
and have the authority to
enact resolutions
Timeline & Effort
• 1 Year
• Identify key participants,
establish charter and working
procedures
• Develop a student success
monitoring system with
appropriate reporting and
communication capabilities
• Assess efforts and seek out
best practice
Academic Ability
Implementation Effort Low- Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 46
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
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bil
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Fin
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ap
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Sen
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We
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s
Proposed Future State / Opportunity
• Create centralized oversight of each colleges course offerings to better
manage academic capacity constraints.
Case for Change
• Course planning is siloed,
with little to no coordination
between colleges
• Enables UW to monitor
space to accommodate
enrollment growth, and
manage limited academic
capacity
Organizational Impact
• UW will need to establish a
Director of Course Planning
(or similar role) within the AVP
Division to work closely with
the Colleges and Registrar
• Registrar "owns" classrooms,
colleges "own" labs to
manage spaces
Timeline & Effort
• 3–5 Years
• Requires new course planning
software or significant upgrade
• Create rule reports to monitor
compliance with course
standards
• Generate key course capacity
(major prerequisite) reports
each semester to inform
planning by colleges
Academic Ability
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 47
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
ad
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bil
ity
Fin
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cia
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ap
ab
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y
Sen
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ing
We
lln
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s
Academic AbilityProposed Future State / Opportunity
• Leverage historical course enrollment data to inform future course needs
and guide future planning process.
Case for Change
• Course planning is a
challenge due to lack of
historical data and
coordination
• Eliminate a lot of guesswork
by departments
• Assist with predicting
instructor staffing needs
Organizational Impact
• Additional programming and
course scheduling oversight is
needed in the Office of the
Registrar
• Key college contacts will need
to work closely with Registrars
office to develop and
implement a plan
Timeline & Effort
• 2–3 Years
• Use Banner to identify course
enrollment patterns and
demand levels
• Program enrollment and degree
plans will inform course section
needs
• An element of ongoing
assessment and development
of academic management plan
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 48
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
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bil
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Fin
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ap
ab
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Sen
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s
Proposed Future State / Opportunity
• Expand course offerings outside of current clustering (10am-2pm).
Case for Change
• Course availability aligned
with degree plans
• Reduced exceptions (back
and forth) by departments
• Manageable class sizes
Organizational Impact
• A staff person within the
Registrar's Office or the AVP
for Undergraduate Education
to work directly with each
college to coordinate course
offerings and monitor space
availability
Timeline & Effort
• 2–3 Years
• Identify high demand courses
• Establish and enforce course
scheduling standards
• Align standards with Faculty
course load and staffing
• Assess impact on facilities
Academic Ability
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 49
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
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bil
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Fin
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ap
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Sen
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s
Proposed Future State / Opportunity
• Shift the administration of student placement exams to online and to be
completed over the summer; build in access to developmental tools to
students through a Portal Checklist.
Case for Change
• Reduction of D,F,Ws in key
gateway courses
• Reduction of retention risks
• Shift of resources from
remedial to additional
support
Organizational Impact
• Assessment team will need to
work with College staff on tool
development
• Additional programming on
WyoWeb and SIS needed to
integrate assessments and
developmental resources
Timeline & Effort
• 2–3 Years
• Identification of appropriate
assessment and development
tools will require College staff
participation
• Sufficient support staff will need
to be available to assist
students with online tools
Academic Ability
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 50
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
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bil
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Fin
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ap
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Sen
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s
Proposed Future State / Opportunity
• Redesign the learning outcomes of current FYS courses to integrate
academic skill development, career exploration, and experiential learning
optimization.
Case for Change
• Currently, there is little
consistency in approach to
FYS learning outcomes
• Allows for a period of
exploration and examination
of the motivations of going
to college
• Potential integration with
Freshmen Interest Groups
(FIGS)
Organizational Impact
• Director of the FYS program
• Curricular design work with
college staff and student life
personnel
• Faculty buy-in and
participation
Timeline & Effort
• 3-4 Years
• Determine to what extent should
the FYS program be linked to
majors/programs of interest
• Professional development
programs for faculty and staff
for new format
• Coordinate the re-examination
of learning outcomes among
colleges
Academic Ability
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 51
OPPORTUNITIES: RETENTION & STUDENT SUCCESSACADEMIC ABILITY
Ac
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bil
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Fin
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ap
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s
Proposed Future State / Opportunity
• Create a faculty development program that enables and fosters a
learning environment adapted to the learning styles and classroom
expectations of today's students.
Case for Change
• Necessary as UW
reexamines it's approach to
the first year experience for
both freshmen and transfers
• Address the high number of
D, F, W's in key gateway
courses
• Varying levels of
preparation of incoming
students, along with
changing demographics
Organizational Impact
• Faculty development
committee to work on
professional development
plan
• Allocation of time and
resources prior to semesters
for programming
Timeline & Effort
• 2–3 Years
• A clear vision of the type of
students UW will serve and
identification of their needs
• Address the specific challenges
among various segments of the
student population (high
achieving v. admit with support,
first generation v. legacies).
Academic Ability
Implementation Effort High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 52
OPPORTUNITIES: RETENTION & STUDENT SUCCESSFINANCIAL CAPABILITY
Ac
ad
em
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bil
ity
Fin
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ap
ab
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y
Sen
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f B
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We
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es
s
Proposed Future State / Opportunity
• Create block tuition rates to incentivize higher course loads.
Case for Change
• Credits attempted and
credits earned are retention
indicators
• The current pricing structure
creates a financial
disincentive to attempt and
accumulate credits in a term,
potentially lengthening the
time to degree
Organizational Impact
• Assessment and
development of tuition policy
conducted by Budget
Planning
• Review and approval by
State Legislature
• Coordination with course
planning to accommodate
additional capacity needs
Timeline & Effort
• 1–2 Years
• Development of financial
models to explore impacts of
block tuition rates on credit hour
production
• Enrollment models to monitor
headcounts based on faster
progression and improved
graduation rates
Financial Capability
Implementation Effort Medium-High
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 53
OPPORTUNITIES: RETENTION & STUDENT SUCCESSFINANCIAL CAPABILITY
Ac
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bil
ity
Fin
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ap
ab
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y
Sen
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f B
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We
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s
Proposed Future State / Opportunity
• Develop a comprehensive pricing strategy for non-residents that is
competitive within the region, targets key recruiting markets, and
addresses high levels of unmet need.
Case for Change
• Previous Huron work
identified opportunities to
examine price increases to
raise net-tuition-revenue
• The primary source of
students are in non-resident
markets
• Any strategy needs to
ensure that appropriate
levels of need are met
Organizational Impact
• External partner to determine
appropriate methodology,
compile results, and provide
options
Timeline & Effort
• 1- 2 Years
• External price elasticity study
among non-residents
• Enrollment and Net Tuition
Revenue Models to balance
new revenue and student
financial need
• Communication plan
development and execution
from enrollment marketing
Financial Capability
Implementation Effort Low-Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
© 2016 HURON CONSULTING GROUP INC. AND AFFILIATES. ALL RIGHTS RESERVED. 54
OPPORTUNITIES: RETENTION & STUDENT SUCCESSFINANCIAL CAPABILITY
Fin
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ap
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Sen
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We
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Proposed Future State / Opportunity
• Enhance financial aid communications to provide students with a clear
understanding of aid policies and resources, create a stronger
connection to the aid office, and provide high-levels of service.
Case for Change
• There is an incredibly high
reliance on student aid at
UW
• Anticipating increasing
numbers of first-generation
students enrolling
• High levels of unmet need is
a retention risk
Organizational Impact
• Explore the potential of an
“FA counselor for life” (one
point of contact) approach
• Content development support
from Enrollment marketing
• Financial literacy program
development and
implementation
Timeline & Effort
• 1–2 Years
• Establishing dedicated
counselors will impact staffing
and capacity
• Professional development for
student financials staff (financial
aid, student accounts)
• Use of multiple communication
channels: paper, email, social
media
Financial Capability
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSFINANCIAL CAPABILITY
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Proposed Future State / Opportunity
• Leverage retention diagnostic to inform the allocation of privately funded
scholarship awards.
Case for Change
• Huron's retention diagnostic
identified high levels of
unmet need as a significant
retention risk
• Anticipating increasing
numbers of first-generation
students enrolling
Organizational Structure
• Policy and practice
development for the Office of
Financial Aid
• Aid staff working closely with
faculty to identify and award
targeted recipients
Timeline & Effort
• 1–2 Years
• Integrate awarding strategy with
potential tuition and fee
initiatives
• Presidential fundraising
priorities should be focused on
increasing need based aid
Financial Capability
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Centralize the withdrawal process. There is no single withdrawal process
at UW that tracks students and reasons for decision.
Case for Change
• Creates consistency in
approach and information
shared
• Increased data on "why"
students leave
• Opportunity to continue the
conversation while the
student is away and follow
up on return
Organizational Impact
• Identify a single point of
departure from UW (Dean of
Students) that will lead the
process and provide the
appropriate advising/referrals
needed
Timeline & Effort
• 1 Year
• Develop withdrawal guidelines
for students
• Involve campus stakeholders in
design: Colleges, financial aid,
residence life, health center,
counseling
• Staff will report out key issues to
campus
Sense of Belonging
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Establish campus-wide Student Success Committee to continue the
work started by the SEM Task Force.
Case for Change
• Student Success remains an
institutional priority
• Encourages pursuit of best
practices
• Creates accountability for
retention and graduation
initiatives
Organizational Impact
• Faculty, Staff, Student
(Freshmen and Transfer),
and IT representatives
• Enrollment and Academic
leadership will need to
develop key institutional
metrics
• Create professional
development programs to
help faculty and staff address
the issues
Timeline & Effort
• 1–2 Years
• Examine academic policies and
procedures that impact student
success
• Review and act on data
• Issue reports to the UW
community
Sense of Belonging
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Utilize a student success inventory instrument at orientation and Cowboy
Connect to gain additional insights into retention factors and improved
predictability of student success.
Tools & Technology
• Complements demographic
inputs to retention
probability
• Identifies non-cognitive
persistence issues that will
inform advising and support
Organizational Structure
• Identify a centralized student
success staff person to
administer and disseminate
information gathered from the
instrument
• Programming time to load
results into SIS
Timeline & Effort
• 1 Year
• Develop training on how
interpret and utilize results of
inventory
• Administer during onboarding to
assist with proactive outreach
• Coordinate with other
assessments to avoid over
testing
Sense of Belonging
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Link the programming of Cowboy Connect to outcomes of Summer
Orientation.
Case for Change
• An opportunity to pace
student acclimation and
address student needs
• Increased student
understanding of UW
expectations
• Additional time for students
to think through motivations
and plan experiential options
Organizational Impact
• Identify current role or create
new role for Director of
Orientation/Onboarding
• Director will work with
Enrollment, Registrar, Dean
of Students, Residence Life,
Academics
• Dependent on prior
registration initiative
Timeline & Effort
• 2–3 Years
• Develop a comprehensive plan
for both programs including
intended outcomes, key
components, and assessment
metrics
• Professional development for
onboarding staff
Sense of Belonging
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Utilize WyoWeb Portal for self-service Student Success plans.
Case for Change
• Show student progress on
key milestones
• Appropriate support services
can be targeted to student
based on needs
• UW is able to share
important, relevant
messages without
overloading students
Organizational Impact
• Programming support in IT to
develop the WyoWeb portal
tools
• Will work closely with
Enrollment, Academic staff,
student services to develop
and monitor content delivery
• Centralized student success
committee will monitor use
and measure impact
Timeline & Effort
• 2 Years
• Extensive tool development and
integration with SIS
• Identification of student support
for training, questions and
issues
• Ongoing monitoring and support
of tool
Sense of Belonging
Implementation Effort Medium
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSSENSE OF BELONGING
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Proposed Future State / Opportunity
• Create a peer-to-peer advising model within the Colleges.
Case for Change
• Limited access and capacity
of academic advisors
• Students already reach out
to their peers to seek advice
on course offerings and
support services
• Professional
development/experiential
learning opportunity for
mentors
Organizational Impact
• Key staff person with
responsibility of developing
peer mentor program in
conjunction with Colleges
• Will need centralized training
program to ensure
consistency
Timeline & Effort
• 1- 2 Years
• The Colleges will need to
identify/nominate students for
the program
• Ongoing staff student meetings
to discuss issues, help with
problem resolution, and update
on College/Major changes
Sense of Belonging
Implementation Effort Low
Implementation Effort is a composite rating based on: readiness, planning,
collaboration, resources, and training
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OPPORTUNITIES: RETENTION & STUDENT SUCCESSDATA DRIVEN DECISIONS
+ "Turn On" / enhance portal or degree planning tools
+ Develop student engagement monitoring system - one card
(swipe when accessing services)
+ Transfer data collected during enrollment process to SIS for advising
and student support partners.
+ Leverage customizable CRM system to target communication to students and reduce the volume of
generic emails; create student profiles in WyoCloud and send information to only relevant audiences;
engage campus marketing partner to manage email updates
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VISIONING
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VISIONINGCORE QUESTIONS
1. Admit with Support
- In-state vs. Out-of-state
2. Academic Management (DFW Findings)
- Do we teach who we have?
- What is the role of the Community College? What is the role of UW?
3. Pricing Strategy
- In-state vs. out-of-state rates
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NEXT STEPS
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NEXT STEPSPHASE 3
Development of UW’s strategic enrollment framework and organizational structure to address
current constraints and help UW reach its enrollment goals.
1. Enrollment Organizational Assessment
- Future state staffing and resources optimized for strategic enrollment vision
- Implementation priorities and timing
- Incorporate best practice reporting structures
2. Help UW define realistic enrollment goals that will underpin the 5-year SEM plan
3. Development of a 5-Year Student Enrollment Management (SEM) Plan
- Implementation road maps on selected marketing & recruitment strategies
- Detail on investments (or reallocation of resources) required
- Policy and process activities
- Appropriate metrics
- Roles and responsibilities
- Other areas that will be required to help ensure a successful implementation
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QUESTIONS?
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THANK YOU