Recommendations of the Executive Committee

In addition to the recommendations from the four Working Groups, the Executive Committee (consisting of the Task Force Chair and Chair of each Working Group) of the Task Force offers the following overarching recommendations. These recommendations are based upon the findings of the Working Groups. They encompass all four areas that were studied by the Task Force. The Executive Committee believes that implementing these four recommendations will provide the necessary context and supportive structure for making the improvement outlined in this report.

1. Do the basics first and do them well

The primary mission of the university is to provide educational opportunities. In order to achieve that mission all components of the campus community must do their jobs effectively. It is important to recognize that those jobs are complimentary and interdependent. For example,

The job of . . . is to …

Enrollment services get qualified students in the classroom

Faculty provide them with educational opportunities

Student services provide them with support while they are enrolled

All retain and graduate students.

Clearly, we need each to achieve the mission. Each job must be done at a level of excellence if we are to progress. To achieve excellence we must first do the basics and do them well. Among the basics that must be immediately attended to if we are to progress rapidly are the following:

· Produce accurate and timely course schedules and catalogs

· Keep UTB/TSC’s image before the public at all times

· Recruit aggressively

· Emphasize retention

· Provide programs and courses that meet the needs of the community

· Provide courses and programs at times that are the most accessible to students

· Evaluate current and proposed programs for sustainability

· Close the gaps in programs of study so that students can complete them on time

· Clearly define customer service, teach it, practice it, reward it at all levels

Excelling at the basics will not necessarily require a complicated or expensive plan with lots of extra administration. It will require focus, clarity, bench marking, coordination and the will to change.

2. The success of Enrollment Services must be a university priority.

Admissions, Advising, Financial Aid, Recruitment, Testing and the Business Office are the services that put students in the classroom. They are the portals through which students enter our community university. They comprise the “rate determining step” that regulates the number of students we serve. The faculty cannot educate and student services cannot provide support until the students are enrolled. Enrollment Services must be given the resources, direction, and ongoing support to perform at a level of excellence. The level of accountability to which they are held should be commensurately high.

3. Form a Strategic Enrollment Planning Council

A Strategic Enrollment Council should be formed that is comprised of representatives of all Divisions. The Council must be given the responsibility and authority to oversee and guide our enrollment planning process and activities. Its focus should be to plan which programs, by how much, and when we will increase enrollment. The Council should be formed by the President and chaired by the Provost.

4. Develop and implement a Strategic Enrollment Management Plan

A Strategic Enrollment Management Plan should be developed with its focus being projections for enrollment growth. The plan should indicate in which programs, by how much, and when we will increase enrollment. The Strategic Enrollment Management Plan should be linked to the university’s budget and should be a central component of the UTB/TSC Strategic Plan.