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December 2, 2004 Faculty Senate Presentation

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  • 1. A Strategic Look at Enrollment A Presentation to the Baruch Faculty Senate December 2, 2004
  • 2. Strategic Importance of Enrollment Management
    • Budgetary impact
    • Student preparation
    • Progress to graduation
    • Course scheduling demands
    • Impact of curricular changes
  • 3. Links to Budget
    • Base budget minimally tied to enrollment through adjunct allocation
    • Budget supplemented in a major way through tuition revenue in excess of target
  • 4. Adjunct Budget Allocation
    • ISM used to determine target faculty size (Fall and Spring 2002-03 enrollments)
    • Number of actual faculty subtracted to determine target faculty size
    • Difference in number of faculty converted to dollars
    • Amount added to base budget as adjunct allocation
  • 5. Determination of Excess Tuition
    • Based on actual collections (Fall, Spring, Summer)
    • Originally a weighted average
    • Changed by capping increases/decreases
    • Now adjusted as needed to cover shortfalls
  • 6.  
  • 7. Strategic Tradeoffs
    • Mix between undergrads and grads
    • Mix between freshmen and transfers
    • Changing admission standards
    • Curricular adjustments
  • 8. Revenue Impact of Mix Changes
    • Revenue in $000s per 100 students
    • UG $400 (74.7% Full Time)
    • Grad $463 (28.6% FT)
    • Nondegree $250
    • MBA Premium $182 (29.2% FT)
    • Proportion Full Time
    • Freshmen 98.5% and Transfers 72.8%
  • 9. Admissions Criteria
    • Freshman Index:
    • CAA, SAT, Units
    • SAT and CAA on sliding scale
    • Need 3 units of both math and english
    • Transfer Criteria
    • CUNY/SUNY AA/AS: 2.25 but 2.50 (ZSB)
    • All others: 2.50 but 2.75 (ZSB)
  • 10. Transfer Student Sources
    • CUNY 2-year schools 45.5% (BMCC, LGA, KCC, QCC > 90%)
    • CUNY senior colleges 17.8% (Hunter, NYC Tech, John Jay, City, Brooklyn)
    • Non-CUNY schools 36.7% (Nassau CC, Foreign schools, Westchester CC, SUNY)
  • 11. Transfer Student GPA From CC To Senior College (AA or AS)
    • Baruch 3.15 to 2.61
    • Brooklyn 2.85 to 2.53
    • City 2.84 to 2.53
    • Hunter 2.95 to 2.66
    • Queens 2.88 to 2.63
    • York 2.75 to 2.61
    • Lehman 2.77 to 2.71
  • 12. Elimination of Remediation and Increase in Admission Criteria
    • Extensive analysis of demographic impact
    • Expected short term decline
    • To be offset by increase in number of transfer students
    • Recovery stronger than anticipated
  • 13.  
  • 14. Issues Faced in 2000
    • Concern with AACSB accreditation
    • Too many students, too few faculty
    • Large waiting lists, delaying graduation
    • FT to PT faculty ratios not meeting standards
    • Large numbers of substitute faculty
  • 15. Strategic Changes Implemented
    • Seek MBA Tuition Increase to compete for FT faculty
    • Reduce transfers, increase freshmen
    • Reduce overall enrollment
    • Increase grad relative to undergrad
    • Increase SPA and WSAS majors
  • 16. Positive Changes Resulted
    • Significant numbers of new faculty hired
    • Waiting lists decreased in size
    • Graduation rates increased
    • Both the number of freshmen admitted and the quality of students increased substantially
  • 17.  
  • 18.  
  • 19. Unintended Consequences
    • Revenue targets rose despite enrollment decline
    • MBA demand weakened in general
    • 9/11, SARS, and increased INS scrutiny impacted international enrollment
    • CUNY tuition hike in Fall 2003 had disproportionate impact on nonresidents and graduate students
  • 20.  
  • 21. Effects of Internal Changes
    • Pre-Business Core
    • GPA Requirements for Majors
    • Tier III Minors
  • 22. Future Challenges
    • State budgetary concerns
    • Control of admissions criteria
    • Student demographics
    • Managing adjunct budget allocation
    • Scheduling and planning