Extreme Enrolment Makeover (or managing enrolment in a dangerous time): Applying a SEM Framework in a Downsizing Environ

1. Extreme Enrolment Makeover(or managing enrolment in a dangerous time):Applying a SEM Framework in a Downsizing Environment Presented by: David Johnston, University of Calgary & Phil Warsaba, Mount Royal University Monday, November 11, 2013 at 3:30 p.m. Session ID: 2117 Session ID: 2117

2. Session Rules of Etiquette • Please turn off your cell phone/pager • If you must leave the session early, please do so as discreetly as possible • Please avoid side conversation during the session • Please complete the session evaluation Thank you for your cooperation Session ID: 2117

3. Introduction • Following the completion of enrolment planning for Fall 2013, a significant reduction in provincial funding forced Alberta institutions to substantially revise their enrolment strategies over a very short period of time. • This presentation will detail how the U of C and MRU enacted both complimentary and contrasting strategies to address the budget shortfall. Session ID: 2117

4. Learning Outcomes of this Session: • An understanding of how SEM influences program and service prioritization. • An appreciation for diverse enrolment strategies that effect rapid changes. • Exposure to atypical pressures faced by institutions needing to maintain, or decrease, enrolment. Session ID: 2117

5. Calgary is: • Largest city in Alberta • Population of approximately 1.3M • Energy “capital” of Canada • Nexus for corporate headquarters • Underserved by PSE Session ID: 2117

6. Calgary is: • 2 Universities1 technical school1vocational school1 art schoolAssortment of small privates & faith basedNo community college • But most important… Session ID: 2117

7. Calgary is: • 60 miles from Banff Session ID: 2117

8. Enrolment reductions &Limits on unfunded growth Session ID: 2117

9. Prologue: The Financial Context • Continued reduced revenues, actual and projected • Health, Education and PSE main expenditure lines • Government clearly signaled PSEs to expect up to -2% cuts in annual grants Session ID: 2117

10. The Financial Context • Provincial funding model* changed • Tuition frozen (retroactively!) • Sudden reduction in provincial funding (> 7%) • Directive to increase sector transferability and eliminate duplication (Gov’t imperative) • Limiting or eliminating unfunded growth (institutional imperative) Session ID: 2117

11. Enrolment Pressures • Access pressures, demand exceeds supply • Rising entry standards • Highly localized catchment areas • Increased interprovincial competition Session ID: 2117

12. Enrolment Management Strategies Session ID: 2117

13. General Downsizing Strategies • Intentional changes to the enrolment mix • Adjustments to intakes • Internationalization* • Program prioritization, formal & informal Session ID: 2117

14. Mission and Academic Context • Existing SEM programs • Existing Academic Plans • Existing Comprehensive Institutional Plans • Embedded enrolment goals • Existing Strategic Research Plans • International Strategies Session ID: 2117

15. University of Calgary Strategies • Adjustment to institutional enrolment goals • Reduced expectation of increases in Graduate students • Adjusted expectation of some undergraduate programs • Internationalization • Reaffirmed with govt. our sustainable enrolment model • Began to actively examine low enrolment programs Session ID: 2117

16. Mount Royal University Strategies • Reduction of intake across multiple programs • Program prioritization leading to the suspension of 8 programs • Increase in Open Studies enrolment • Commitment to aligning FTE with government grant • Minor adjustments to international targets • Development of collaborative degree agreements Session ID: 2117

17. And Then Came the Flood Session ID: 2117

18. 3 Days in Late June • Massive flooding throughout the city • Closed high schools during final exams • Redirected institutional resources • Unparalleled community support and resilience • Several weeks to get back to “normal” Session ID: 2117

19. How Did We Do? A Retrospective Look • University of Calgary • Met all UG enrolment targets • Except – The Faculty of Arts • Exceeded new and all target by 18% and 7% • Overall have 500 “extra” students • This causes a serious dislocation of resources and must be addressed over the next 2 to 3 years Session ID: 2117

20. How Did We Do? A Retrospective Look • Mount Royal University • Exceeded intake targets by 4% • Fell within 1.2% of total institutional FTE targets for the Fall • Access challenges • Open Studies complications Session ID: 2117

21. What’s Next? • All signals from Provincial Gov’t indicate o% for next fiscal year • Tuition capped at 1% • Prospect of some envelope (earmarked) funding returning • Demand for access keeps rising Session ID: 2117

22. Epilogue: The Financial Context • All Presidents asked to attend a surprise conference call on Wednesday • No indication of agenda • Government announced they were returning $50m of the $150m • Vague statements about PSIs using it to address “enrolment pressures” Session ID: 2117

23. Conclusions • In many ways, it is more difficult to maintain or decrease enrolment than it is to grow it. • A well-defined and commonly understood enrolment framework will allow your institution to make informed decisions in crisis situations. Session ID: 2117

24. Questions? Session ID: 2117

25. Thank You! David Johnston dbjohnst@ucalgary.ca Phil Warsaba pwarsaba@mtroyal.ca Please complete the session evaluation form using the AACRAO Session ID: 2117