Deans’ Academic Affairs Enrollment Management Plan
San Jose State University
2006/07 and 2007/08
EXECUTIVE SUMMARY
This report represents the cumulative work of the College Deans and the Office of Academic
Planning and Budgets to develop a consensus-based viable enrollment target plan for the
2007/08 college year. This effort was initiated as an outcome of the Academic Affairs
Management Team strategic planning retreat held in August, 2006. The plan that has been
produced represents a collaborative effort between the Provost Office, college administrators,
and department chairs to refine the enrollment target-setting process across the Academic Affairs
Division (AAD). Following the completion of the 2007/08 enrollment plan, subsequent work is
expected to extend the planning horizon at least five years into the future.
Within SJSU’s Vision 2010, goal 2.1 describes the university’s intention to develop and
implement a comprehensive enrollment management plan that sets an annual overall enrollment
growth target and that incorporates a variety of characteristics that define our desired future
student profile. Included among these characteristics are dimensions of enrollment distributions
such as graduate versus undergraduate students, residential versus non-residential students, local
versus out-of-region students, and targeted recruitment of students in specific majors. To
accomplish this goal, the Enrollment Management (EM) Panel that was formed under the
oversight of the University Planning Council (UPC) identified several core principles of
“Academic Program Management,” with ownership of the process of setting the university’s
student enrollment profile ascribed to the Provost and the College Deans.
At the 2006 AAMT strategic planning retreat, President Kassing led a group conversation that
established a campus enrollment growth strategy of 2.5% FTES growth per year for the next five
years. For 2007/08, 2.5% enrollment target growth represents an increase of 590 FTES, from the
2006/07 target of 23,606 to 24,196 in 2007/08. Given the overall growth expectation, the Deans
agreed to work collaboratively among themselves and with their respective department chairs to
determine where such growth is feasible across the campus. This first year’s planning effort
focuses specifically on identifying growth opportunities by department and by graduate versus
undergraduate programs. This latter dimension was included at this time due to the CSU’s
implementation of a new formula for calculating “rebenched” FTES, whereby a graduate fulltime load is considered to be 12 units rather than 15 as has been calculated historically.
The process of developing these enrollment targets by department and level was carried out in
two phases. In the first phase, College Deans used an assumption that the 2.5% enrollment
growth would occur in a straight, pro-rata manner across all colleges and departments, and at
both undergraduate and graduate levels. They worked independently within their respective
colleges to disaggregate their overall (i.e., college-level) 2006/07 enrollment targets by
department and level, in order to recalculate their traditional targets into rebenched targets for the
current year. This rebenching analysis by level within department revealed that the nonrebenched enrollment target of 22,800 for 2006/07 increased to 23,774 total rebenched college
targets, which exceeds the university’s official target of 23,606 by 168 FTES. Adding in 49
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Page 1
FTES that are attributed to athletics results in a total 2006/07 rebenched FTES allocation of
23,823, in effect an over-allocation of 217 FTES. Details are shown in Table 1.
Still in Phase I, after having developed rebenched enrollment targets by department, Deans then
applied a 2.5% straight-line enrollment growth across all segments of their colleges (i.e., by level
and department). This across-the-board application of 2.5% growth resulted in a total FTES
projection of 24,418 for 2007/08, substantially higher than 24,196 FTES that represents a 2.5%
increase over 2006/07’s official target of 23,606. Again, this excess is due to the combination of
rebenching FTES to account for SJSU’s particularly high graduate enrollments and inclusion of
athletics FTES in the overall university enrollment.
Following the completion of Phase I, the Deans met to discuss the outcome of their initial work
and to determine how to proceed in Phase II. It was agreed that the second phase needed to
remove the assumption of straight-line enrollment growth and reflect more likely enrollment
patterns by level, department, and college. It also was recognized that in addition to quantitative
projections, a written discussion explaining the background and/or context for the numbers is
also needed. As a result, Deans agreed to provide, at a minimum, a department-by-department
written summary of anticipated enrollment activity within their respective colleges. Their
comprehensive discussions are included in this enrollment management plan.
To accomplish the redistribution of enrollment targets for 2007/08, Deans worked with their
respective chairs to determine “viable” enrollment projections for 2007/08, based on projected
actual 2006/07 enrollments and adjusted by any shifts anticipated the following year. As seen in
Table 1, the aggregate anticipated viable enrollment projection for 2007/08 is 24,197 FTES,
including athletics enrollments. Interestingly, this figure is essentially identical to the 2007/08
enrollment target of 24,196.
As anticipated in formulating the approach to this enrollment planning project, the planned
enrollment growth varies by college (as seen in Table I) and by level and department (Table II).
Colleges that are planning higher-than-average enrollment growth in 2007/08 are Applied
Sciences and Arts (5.7% growth) and Social Sciences (4.2% growth). The Colleges of Science
(2.9%) and Humanities and the Arts (0.8%) are planning for small-to-moderate growth, while the
College of Education and the College of Engineering plan to remain at current 2006/07 FTES
target. Due largely to their recent shift of Business Writing courses out of the College of
Business to other colleges (150 FTES, or 4.5% of their total enrollment), Business plans to
achieve 3,189 rebenched FTES in 2007/08, essentially at their adjusted target of 3198.
In closing, this initial effort on the part of the Deans to do enrollment planning at the department
and graduate/undergraduate levels represents a significant step forward in the university’s
approach to enrollment management. As noted above, the next step will be to extend these oneyear enrollment plans into a five-year plan that helps define the university’s desired enrollment
profile by the year 2010. At the same time, and consistent with the goals laid out in Vision 2010,
future enrollment planning efforts also need to address resident versus non-resident students, a
task made even more pressing by the CSU’s recent adoption of budgeting practices that fund
state-supported enrollments for California residents only, while enabling campuses to maintain
enrollment-based revenue streams that are generated from non-resident students.
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COLLEGE OF APPLIED SCIENCES AND ARTS
Inger Sagatun-Edwards, Dean
Health Professions. This program generates approximately 1.5% of the College’s FTES.1
Health Professions is an interdisciplinary program that offers only a minor. Courses are crosslisted with Health Science, Nursing, Nutrition and Food Sciences, and Occupational Therapy.
Two GE courses, including several sections of 100W are offered each semester, and a graduatelevel research methods course is offered approximately once every other semester. The Division
is expected to achieve a lower FTES in 2006-07 because some of its courses are being
transferred to the Department of Health Science.
Health Science. This Department, which accounts for about 6.4% of the College’s FTES, can
grow by about 35% in undergraduate FTES if provided with the critical resources: additional
FTEF (about 1.2) and additional assigned time for course coordinators (about 0.4). The
Department has grown by more than 40% in majors and about 20% in FTES since 2003-04. The
growth of the graduate program is severely constrained by the additional competition from San
Francisco State and the fact that the majority of graduate students come from northern counties
(San Mateo and San Francisco) making commuting an important factor in attracting high quality
students. Approximately 45% of the FTES is generated from majors and 55% is generated from
GE (45% core and 10% SJ Studies).
To attract and retain students, the Department sends a student team to present to EDCO 4 each
semester. The major program is front loaded with several interesting and engaging courses
taught by the best instructors. The Department also recruits from core GE courses and keeps up
good relationships with the GE advisors.
Hospitality Management. This Department, which accounts for about 3.6% of CASA FTES
enrollment, can generate approximately 150 FTES in 2006-07 without additional resources. The
Department has exhibited strong growth in both majors (152 Majors in Spring 2003 to 220
Majors in spring 2006) and FTES (68.93 FTES in 2003-04 to 135.70 FTES in 2005-06). The
Department had numerous courses that exceeded the enrollment limit in the Fall 2006 semester,
even though the Department offered five additional sections this semester over Fall 2005. The
FTES generated are from student majors in Hospitality Management and Business. The most
significant constraints on FTES growth in this Department are the availability of suitable
classrooms (classrooms with fixed seating are not conducive to collaborative learning), sufficient
computer labs (to support the Department’s simulation software), additional teaching assistants,
and additional full-time or part-time temporary faculty.
In order to attract students to their major, the faculty members make presentations to undeclared
majors and participate at career and trade shows. The faculty members also advertise the
program whenever possible.
1
This and related statistics are based on 2006-07 Projected Actual Enrollment (Rebenched). This seems to
be the most accurate measure going forward because in future years FTES will be computed in the
rebenched method.
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Justice Studies. Justice Studies is the third largest department in CASA in terms of FTES,
accounting for almost 11% of CASA enrollment. This Department has grown by 30% in the
number of majors and by 25% in FTES since 2003-04. Nearly all the FTES are generated by
students in the major. The Department cannot take on an increased FTES target beyond the
nearly 30% increase the Department achieved over the 2005-06 target without additional
resources. The main result of the Department’s efforts has been an increase in target for the
following year at a lower cost per FTES. Apart from this, the main limiting factors to increasing
FTES are the difficulty in recruiting both part-time and full-time faculty at the salary levels that
SJSU pays, and the need to add tenure-track faculty to insure quality advising and curriculum
development. The Department currently has almost 780 majors. Lab space is the main factor
limiting growth of the new Forensic Science program.
If the Department were to receive additional resources, it would be able to generate 30 to 40
more FTES.
Journalism and Mass Communication. This School, which generates almost 10% of CASA
FTES, has some capacity to increase FTES. Majors have grown about 2% and FTES has grown
about 5% since 2003-04. The main constraining factors to increasing undergraduate FTES are
lack of faculty expertise in the tenure track and part time faculty lines.
To market the programs, the department maintains a web and blog presence, coordinates heavily
with community colleges, visits community college campuses, advertises in the Spartan Daily,
and circulates flyers.
Kinesiology. This is the largest department in terms of FTES in CASA, accounting for about
17% of enrollment. Majors have increased by 24% and FTES by 14% since 2003-04.
Approximately 45% of the Department’s FTES is generated from majors and 55% from GE and
physical activity combined courses.
The Department uses its web site, media outlets such as Spartan Daily, university faculty experts,
open houses, transfer student days, GE classes, and activity classes for recruiting new majors.
LIS. This program, which accounts for 11.5% of CASA enrollment, has grown considerably
since 2003-04. The majority of courses are on-line, and there is strong demand for these courses.
All of the FTES generated are from students in the major. The School can maintain its FTES
only if it can sustain its technological infrastructure, which is to a large extent supported by
special session revenue. One major constant is the difficulty in finding faculty adept at the
delivery of on-line courses. The accrediting body has expressed some concern about the size of
classes.
To attract students, the School uses brochure and bookmarks, career fairs, joint events with SJSU
and San Jose Public Library, speaking at local professional association meetings and
conferences, and work with student associations and alumni association.
Nursing. This School accounts for about 8% of CASA FTES. There is strong demand for
nursing, but supply-side factors constrain growth of the program. All of the FTES generated in
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this program is from majors. Specifically, there is lack of funding for FTEF, lack of qualified
faculty at the salary level San Jose State is able to pay, lack of clinical setting space, and lack of
classroom space including a large lecture room. At the same time, enrollment in the School of
Nursing is not adequately reflected by FTES. Some courses are funded through private
foundations; those courses are offered as Special Session.
No marketing strategies are needed. The student demand far exceeds capacity.
Nutrition and Food Science. Nutrition and Food Science accounts for 10.4% of CASA FTES
enrollment. This Department is well positioned to increase FTES if provided with additional
resources. The number of majors has increased 20% since 2003-04. Sixty percent of the FTES in
this Department comes from majors and 40% from GE courses. The Department can expand the
undergraduate program more easily than the graduate program. Provided with resources, the
Department can generate 370 undergraduate FTES, an 18% increase over the 2006-07 target.
Critical resources to achieve this goal are: additional office space, additional technical and
clerical staff, and additional graduate and undergraduate student assistants. The Department
cannot at this time take on additional graduate FTES target. The main bottleneck for the
graduate program is insufficient tenure-track faculty to supervise MS Theses and Projects.
Dietitians in the San Jose Peninsula District of the California Dietetic Association promote the
Dietetics Program. Food Technologists in the Northern California Institute of Food
Technologists promote the Food Technology program. The Packaging Industry Advising Board
promotes the packaging program via the Egg Drop contest ($1,000 prize) each year as well as by
scholarships and promotional speeches to classes.
Also, the concentrations in Dietetics, the MS Nutritional Science, and the concentration in Food
Science and Technology, appear in appropriate lists of the American Dietetic Association,
Advanced Degree programs of The American Dietetic Association, and The Institute of Food
technologists List of Approved Programs.
Occupational Therapy. The Occupational Therapy Department, which accounts for about 5.4%
of CASA enrollment, expects to maintain its current level of FTES. This is a graduate program
only with a strong clinical component. The department admits only cohorts of students. One
hundred percent of its FTES are generated by its majors. To increase enrollment would require
hiring additional Ph.D.-trained faculty, and increasing space and equipment in the department’s
specialized labs. The OT faculty are developing a GE course in order to be able to generate more
FTES.
To attract students, OT maintains a booth at state and national conferences each year; advertise
in OT Practice (a national OT magazine). Students have OT advocacy assignments (they do
presentations or set up booths at elementary or high schools, community colleges, community
agencies, etc.). The Department also participates in admitted student receptions and other SJSUsponsored events.
Recreation and Leisure Studies. This Department accounts for 5.1% of CASA enrollment. The
number of majors has increased by about 11%, but FTES has increased only 3.7% since 2003-04.
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To attract students to the program the department visits EDCO 004; participates in CASA Open
Houses; participates in the TIP Program; sends out letters to prospective nursing impacted
students; participates in newly admitted student reception; visits other related disciplines
including Psychology; hosts a bagel breakfast for undeclared students; and hosts a special career
day in Recreation and Tourism. Faculty also promote the major via their website and to local
recreation agencies to help their staff get a college education; invite guest speakers to come to
classes; and solicit professionals as ambassadors.
Social Work. Social Work accounts for 10.7% of CASA FTES. This is predominantly a
graduate program; about 70% of the FTES is graduate. All FTES generated in this School are
from students in the major. The School believes that the graduate program is now at the optimal
size. It is difficult to expand because the program competes with three other Bay Area MSW
programs. The main limiting factor in increasing undergraduate FTES is uncertainty about the
demand.
This School actively recruits students for both the BASW and MSW programs through
advertising and in-person visits to local community colleges, universities, and high schools. This
year, the School has convened a recruitment committee to explore further avenues for
recruitment, especially for the BASW program where most growth can occur.
Aerospace Studies and Military Science (ROTC). Faculty for the two ROTC programs are
federally funded. However, the College of Applied Sciences and Arts receives the FTES
generated which amounts to only 6-7 FTES for both programs.
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COLLEGE OF BUSINESS
Bruce Magid, Dean
Spring 2007
Due to the discontinuation of the Business Communication (100W) course effective Spring
2007, and the transition of those enrollments to other colleges, a brief explanation of the
enrollment numbers for the College of Business is needed. The university will be permanently
reallocating approximately 150 FTES targets for the 07/08 academic year. In 06/07, however,
approximately 140 FTES in Spring 2007 that are included in the Business enrollment target
actually will be enrolled in other colleges. Thus, the effective 2006/07 enrollment target for the
College of Business, while not formally adjusted in official university allocations, is reduced by
70 FTES (annualized) from the original target of 3348 rebenched FTES (3305 non-rebenched) to
3278 rebenched FTES.
After adjusting for the reallocated 100W enrollments, the college expects to generate 3111
rebenched FTES in 2006/07, 95% of its adjusted target of 3278, and approximately 1% above its
05/06 target and actual FTES. Table II shows how this breaks out department by department.
Our numbers have not accounted for any non-resident students being subtracted since we have
no data about how many of our students are non residents.
Our tactic for having this strong a spring will be in part to offer a large (200 student) "celebrity"
section of Bus 10 Discovering Business. We will encourage students from across the campus to
take this as an elective or one course toward a minor in business, and it will have guest lectures
from the deans, chairs, and business people. In addition, we are offering as many sections of
electives as we can staff.
Academic Year 2007-08
We currently have authorization to hire nine new faculty members to begin their SJSU service in
fall 2007; authorization to hire a tenth may be forthcoming. Another four positions have been
requested because of FERPS that have just been announced. Additional faculty will enable us to
teach more students next year and should enable us to increase our FTES by 2.5%. At this time,
we are forecasting that we can make a 2.5% higher target than our adjusted 2006-07 target. In
other words, we believe we can make 3188 FTES.
Our forecast is based on our assumption that student demand for our major will continue to be
strong. If the university enrolls more accepted students, which process we are assisting more
actively than ever, and if we hire the faculty we are seeking, we believe our programs are strong
enough to maintain or increase student demand at both the graduate and undergraduate levels.
Accounting and Finance. The excess demand experienced from the Fall06 means we can
increase sections in the spring of 2007. There is a large section to meet the demand in the core
finance concentration and we are adding more sections in the core accounting concentration.
Additionally we are offering more electives for the accounting information systems (AIS) and
Deans’ AAD Enrollment Management Plan
Page 7
finance concentrations. We believe we can meet and increase the FTES from fall by increasing
the number of sections over the number offered last year.
Management Information Systems. The MIS department did not meet its FTES goal in Fall 06
because of low enrollment in its concentration courses. The department will attempt to catch up
with its FTES commitment by offering two more double sections of BUS 188 – a required
service course for all business majors.
Marketing. The expected enrollment is based on the number of sections we have open and the
offering of electives that are popular with students. There is also an indication of some pent-up
demand for some sections that will translate into the expected enrollment in the spring semester.
Organization and Management. In addition to adding more sections of courses required of all
business majors and adding electives that management majors need, we will offer a large section
of Bus. 10 Discovering Business. We are advertising this as a "celebrity course" with guest
lectures from our best faculty and prominent business people. All undeclared students have been
sent an email about the course. In addition, we are posting fliers around the campus to attract
students from many disciplines who might want a taste of business or who are thinking of
completing a business minor, toward which this course can count.
Business Graduate Programs. The Lucas GSB seems to be experiencing an upward trend in
interest in our programs: applications for Fall 2006 were 30% higher than Fall 2005, and Spring
2007 applications are 50% higher than Spring 2006. We have revamped our web page, increased
advertising, and reached out more to local companies, so we expect strong applications and
enrollments to continue.
Deans’ AAD Enrollment Management Plan
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COLLEGE OF EDUCATION
Susan Meyers, Dean
The College of Education experienced a significant increase in FTES in the academic year 20022003. This increase was directly related to the new legislation requiring school districts to
decrease class size in grades K – 3 to twenty students per class (teacher). The unanticipated
result was an increased demand for new teachers. The College of Education responded by
developing “emergency/alternative programs” to meet the new demand for credentialed teachers.
Over the past four years the demand has been met and the number of students in teacher
preparation programs has reverted back to the numbers we experienced prior to 2002-03. The
result, in terms of enrollment management, is that although on paper it appears that there was
significant growth, the reality is that this growth was rather short lived and we do not expect to
see this type of growth in the next five years.
Child and Adolescent Development. Growth 2.5%. The FTES in the Child and Adolescent
Development has grown at a steady rate of about 2.5% each year. Although there have been
some changes within the Department, (i.e. the Integrated BA/Elementary Education Credential
program is discontinued) the current trend of increased academic requirements for child care
workers and resulting student demand will balance the FTES lost as a result of the changes. In
addition, the Department continues to work toward increasing the FTES in the MA program.
Special Education. Growth 0%. With the exception of the “growth year 2003-03” noted above,
the FTES for the Department of Special Education remains consistent given the trends promoted
by the federal No Child Left Behind Act. Specifically, enrollment is affected by: (1) a move to
increase the number of inclusive classrooms, where the general educator is greatly responsible
for the education of the student with disabilities, with the special educator becoming a
collaborator or consultant, requiring less teachers, and (2) the out of state recruitment of highly
qualified teachers to fill current vacancies. Finally, in the past few years there has been an
increase in the number of programs preparing special educators in Santa Clara County. Alliant,
National and the University of Phoenix offer credential programs in special education.
Communicative Disorders & Sciences. Growth 0%. Communicative Disorders and Sciences has
grown substantially since 2003-04 (from 69 to 118 FTES). This growth is largely due to
intensive student recruitment and to major grants that provide support for student fees and books.
The current 118 FTES is an appropriate size for this department, given the requirements for
clinical practicum and the space in the clinic facility available in Sweeney Hall. In addition, the
program costs are extremely high in terms of the supervision ratios and class size restrictions for
the MS degree required by the accrediting agency (American Speech and Hearing Association) .
Counselor Education. Growth 2.5%. Enrollment in Counselor Education has remained steady at
approximately 175 FTES for the past two years. This year we expect an increase based on the
legislation that provides funding for counselors in K-12. The recent governor’s budget includes
funding for counselors in K-12 schools at $200 million to hire 3,000 school counselors in middle
schools and high schools. Given the close relationships the college enjoys with local school
districts, we expect to enroll individuals who will fill those positions in the counselor education
credential programs.
Deans’ AAD Enrollment Management Plan
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Educational Leadership. Growth 0%. The Department of Educational Leadership predicts zero
growth and hopes to maintain the current level of around 250-275 FTES. Current legislation has
made it possible for county offices of education to deliver the curriculum and recommend
individuals for the tier-two administrative credential. In addition, legislation has recently made it
possible for a credentialed teacher to take an examination, and on that basis earn the
administrative tier-one credential.
Elementary Education. Growth -4.0%. The decrease in enrollment in elementary education is
based on several factors. First, teacher credentialing is somewhat market-based. With an
increase in high-tech alternatives, fewer second career students have returned for “retooling” to
become teachers. Second, private IHE competitors such as Alliant, National and Pheonix
University have arrived in the South Bay. These universities offer a reasonably priced, “flexible,
credential light” program that seems to be a fit for individuals who are not interested in investing
in their preservice experience. And finally, the Department is no longer investing in the Teach
for America Program. This decrease in enrollment appears to be a state-wide phenomenon.
Instructional Technology. Growth -1.0%. The enrollment in Instructional Technology has
decreased dramatically over the past three years (from 113 FTES in 03-04 to 74 in 04-05 and 73
in 05-06). The Department is currently engaged in an intensive recruitment effort. In addition,
planning for projects with Elementary Education may result in increased FTES in the
Instructional Technology Department. We do not expect to see a substantial increase in FTES
until the 2008-09 academic year. Based on this information, we plan to re-evaluate the growth
targets for the department in 2007-08.
Secondary Education. Growth 0%. The number of FTES in Secondary Education has ranged
from 95 to 87 over the past three years. The expectation is that this will remain constant for the
next three years. Although there is a well-recognized need for math and science teachers in K12, recruiting efforts to date have not resulted in a dramatic increase in the number of students
entering the secondary education programs.
To Summarize
A review of the projections from the College of Education’s eight departments indicates that two
of the departments (Child and Adolescent Development and Counselor Education) expect to
grow at a rate of about 2.5%. However, four of the departments anticipate no growth
(Communicative Disorders and Sciences, Secondary Education, Educational Leadership and
Special Education) and two of the departments project a decrease (Instructional Technology and
Elementary Education). Taken together our projections indicate zero growth; that is maintaining
the current number of FTES.
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COLLEGE OF ENGINEERING
Belle Wei, Dean
Enrollment in the College of Engineering has dropped significantly since the 2002/03 academic
year for both undergraduate and graduate students. Included are charts showing the annual
enrollments. Please note that for AY 06/07, we only have Fall enrollment figures. There are not
many first-time freshmen who start in the spring semester, but there are many graduate students
who start in the spring semester. With this in mind, Fall 06 figures were included for
undergraduate comparisons, while Fall 06 figures were not included for graduate comparisons.
Undergraduate Enrollment
Undergraduate enrollment for the College of Engineering first time freshmen has dropped 38%
from AY 02/03 to Fall 06. Aerospace, Chemical & Materials, Industrial & Systems engineering,
have remained stable. Mechanical engineering had an up-swing for AY 04/05 and 05/06, but fell
back to the AY 02/03 level for Fall of 06. The most significant changes were in Computer,
Electrical and Civil & Environmental Engineering. Computer Engineering fell 60% from AY
02/03 to Fall 06, however enrollment increased slightly from AY 05/06 to Fall 06. Electrical
Engineering fell 56% from AY 02/03 to Fall 06. Civil & Environmental engineering had a
significant increase in enrollment of 42%, with almost all of this increase from AY 05/06 to Fall
06. Overall, undergraduate enrollments are expected to remain stable at these current levels.
First Time Freshmen
250
Aerospace
Number of Students
200
Aviation
Chemical & Materials
150
Civil & Environmental
Computer
Electrical
100
Industrial & Systems
Mechanical
50
Technology
0
AY02-03
AY03-04
AY04-05
AY05-06
F06
Academic Year
Deans’ AAD Enrollment Management Plan
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Aerospace Engineering
Aviation
Chemical & Materials Engr.
Civil & Environmental
Computer Engineering
Electrical Engineering
Industrial & Systems Engr.
Mechanical Engineering
Technology
Total
AY0203
46
43
4
39
231
91
5
60
2
521
AY0304
31
27
7
41
128
58
1
47
4
344
AY0405
33
28
10
41
100
71
5
71
4
363
AY0506
32
28
9
43
80
45
1
75
2
315
F06
32
28
8
67
91
40
0
57
10
333
Graduate Enrollment
Graduate enrollment for the College of Engineering has dropped 28% from AY 02/03 to AY
05/06. There tend to be many spring enrolled graduate students, so it would be skewed to use the
Fall 06 figures for comparison. Aerospace and Industrial & Systems engineering have been
stable with a slight rise in AY 04/05. Chemical & Materials engineering dropped by 42%,
Mechanical engineering dropped by 35% and Electrical engineering dropped by 25% from AY
02/03 to AY 05/06. Surprisingly, Civil & Environmental engineering dropped by 31%, which is
not consistent with the significant increase for undergraduate Civil & Environmental engineering
enrollment. The most dramatic drop in enrollment is 80% in General Engineering. Computer &
Software engineering had a significant increase in enrollment of 44%. Overall, graduate
enrollment is expected to remain stable at the current levels.
Aerospace Engineering
Chemical & Materials Engineering
Civil & Environmental
Computer & Software Engineering
Electrical Engineering
General Engineering
Industrial & Systems Engineering
Mechanical Engineering
Total
Deans’ AAD Enrollment Management Plan
AY
AY
02-03 03-04
9
7
69
45
84
62
211
134
246
144
433
343
31
30
60
50
1143
815
AY 0405
12
32
74
133
169
233
40
58
751
AY 0506
9
40
58
377
184
85
32
39
824
Fall
06
3
22
26
214
121
49
26
21
482
Page 12
Aviation and Technology Department. The enrollment for the Department of Aviation and
Technology is derived from three majors: BS Aviation, BS Industrial Technology (BSIT), and
MS Quality Assurance. We expect that the FTES components for these three areas will remain
stable over the next year. Losses in FTES from the required major courses in the BSIT will be
offset by increased enrollment in our SJSU Studies course, Tech 198 which is now a required
core for CMPE and is crosslisted with ME and AE.
Chemical and Materials Engineering. Most of its FTES are derived from service courses and
expected to remain low.
Civil and Environmental Engineering. It is expected that the Department’s FTES have peaked
and stabilized at about 250 FTES per year.
Computer Engineering. The enrollment numbers in the CMPE Department programs (MS and
BS CMPE, MS and BS SE) have been fluctuating radically the last few years as the dot-com
bubble burst, and as public perception of the IT-related job market has crashed. This has in
particular hurt the undergraduate program enrollments, which have seen a radical decline. On the
other hand, the MS degree programs have picked up nicely as a result of an improving reputation
and as a result of active marketing of the programs. The overall enrollment situation seems solid,
and with the increased visibility of the department's reputation as reflected in the national
rankings we anticipate a steady to upwards trend overall. But the fluctuations have been such that
any prediction is optimistically accurate only to within 10-15%.
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Electrical Engineering. The Department is expected to have a significant drop in its
undergraduate FTES as a smaller number of freshman students entered the program starting in
03/04. Its graduate FTES is expected to remain stable.
General Engineering. The program’s FTES are derived from service courses and reflect the
College’s overall FTES.
Industrial and Systems Engineering. The decline in the UG FTES numbers are due to 1) The
reduction of the number of internal SJSU transfers from other engineering departments such as
Electrical and Computer Engineering undergraduate majors 2) The transfer of the Packaging
Concentration to the Department of Nutrition and Food Science. The ISE department does not
currently anticipate a major change in FTES distribution from 06/07 to 07/08.
Mechanical and Aerospace Engineering. For AY 07/08, we anticipate the enrollment to stabilize
and perhaps drop as the outlook for other majors than ME and AE improves in Silicon Valley.
Recruitment Strategies
In view of the significant enrollment challenges faced by the College, the College has undertaken
the following five action plans:
(1) To develop GE courses for non-engineering students with the goal of offering five more GE
courses by Fall 2008.
(2) To work closely with Marshall Rose of Enrollment Services to recruit new engineering
students.
(3) To develop new engineering majors to attract students. The new programs include a
Master’s degree program in Biomedical Device Engineering and a Bachelor’s degree program in
Bioengineering.
(4) To develop retention programs for engineering students with Undergraduate Studies, Student
Affairs, and the College of Science.
(5) To outreach to high school students to educate them on engineering by working with other
CSU engineering deans as a follow-up to the CSU Engineering Impact event held in October
2005.
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COLLEGE OF HUMANITIES AND THE ARTS
Karl Toepfer, Dean
Growth in demand for courses offered by the College of Humanities and the Arts will depend on
a complex assortment of categories of activity and expectation. No single course of action or
strategic decision will maintain growth. Rather, each category of activity should operate in
tandem with other categories to build growth over years to come. These categories appear below
in boldface, but within each category different departments may pursue different strategies for
accommodating and building growth. Attached are tables that provide a history of enrollment
trends since 2003, a breakdown of FTES according to graduate and undergraduate enrollments,
and a census table for the Fall 2006 semester.
Demand for Humanities and Arts Curriculum
Our College provides a great deal of general education service to the University. To the extent
that major programs within the College and other colleges experience growth, the GE sector will
grow within the College. Indeed, growth in this sector is almost entirely dependent on the
success of programs throughout the University in pursuing individual strategies for achieving
growth targets. The main concern with GE in the College is with achieving optimum efficiency
in providing it. For that reason, the College will work with the College Council of Chairs to
consider College-level coordination of the GE curriculum. Enrollment management is expected
to be the object of a retreat to be held in December, at which time I will discuss with the chairs
the options for coordinating GE courses at the College level.
The scheduling of classes is important in building growth. A College-level approach entails the
gathering of considerable information regarding when classes have been scheduled in relation to
other classes, and how enrollments in the classes may have been determined by student priorities
or choices. We must stress the importance of scheduling classes to meet student demand at times
when the most students can and will take them. Allied to efficient scheduling of GE courses is
the possibility of examining the requirements for all majors in all departments—which means
reducing the number of electives available within majors and prescribing instead particular
courses. Successful growth depends on meeting the target with fewer courses and establishing
more concretely what we require students to know when they graduate. We will consider, for
example, a foreign language proficiency for all majors, which would involve the option of
passing a proficiency test or taking minimum level of foreign language instruction. Similar
requirements may pertain to other electives in other majors. Required courses allow greater
flexibility in scheduling because students tend to build their schedules around meeting
requirements rather than finding optimum class times.
I have discussed with each of the chairs in the College their understanding of how demand for
their programs will expand in the next few years.
The School of Art and Design. This is the largest department in the College in terms of enrolling
the largest number of students in its huge curriculum. However, growth is expected to
concentrate in only a few programs: Graphic Design, Industrial Design, Interior Design, and
Animation/Illustration. Overwhelmingly, the demand for an education in art focuses on these
Deans’ AAD Enrollment Management Plan
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“professional” programs rather than on the fine arts programs. But the School could better
accommodate growth by retaining more students. Many students enter the School, but many also
leave it, because of a portfolio review process that limits the number of students who can enter
these programs. The School is therefore instituting curriculum and administrative revisions that
should make it easier for the School to retain students. But that means eliminating low enrolled
courses and hiring faculty to teach other courses in other programs instead. It may also mean
increasing the enrollment caps on some courses, now set at 24. For 2007/08, the School expects
to add sections in the Design area, if instructors can be found, which has been a problem in the
past. This Fall, the School did not make its target; if Spring is the same, the School will have to
grow by over 5% to reach the target it should have based on last year’s performance. Such
growth is feasible to the extent that the School makes curriculum and policy changes to facilitate
the needs of more students.
English and Comparative Literature. This is the second largest unit in the College. It depends
heavily on GE courses in Composition to reach its target. The College of Business will export 12
sections of 100W to the Department, which should further help in meeting a higher target, if, as
expected, demand for Business rises. The Department lacks undergraduate majors for a unit of
this size. Demand is increasingly in the Creative Writing program, with traditional English BAs
dwindling. I have urged the Department to emphasize English as preferred preparation for
careers in law, as stated by the American Bar Association. Emphasis on the “Comparative
Literature” dimension of the Department may also attract a more diverse student population to
the English major. Demand for English Teacher Credentialing remains steady, but does not
appear to show serious growth potential. Evidence of increasing demand for the Technical
Writing program is lacking. Nevertheless, the demand for English majors throughout the state is
rising; some CSU English departments enjoy quite robust enrollments of majors. So in our
Department it would seem that a strategy focused on effective scheduling, curriculum revision,
and recruitment could accommodate a large public demand for the major. The Department is
showing about 6% growth over last Fall, so it may be that for 2007/08, a 3% growth over this
year is feasible, if the Department follows effective enrollment management principles.
Linguistics and Language Development. Demand is likely to remain greatest in the area of
English language remediation courses that serve the entire University. I have no evidence to
suggest that the need for remediation will decline; on the contrary, demand for remediation only
seems to expand. Majors in the Department are few; most students interested in Linguistics or
TESOL enter the fields at the graduate level. Total credit units for graduate students exceed the
total for any other department or school in the College, which is remarkable considering how
small the Department is and how large other departments (English; Art and Design) are in their
capacity to serve graduate students. Demand for these subjects is likely to grow insofar as our
country will require expertise in language science to accommodate the needs and issues arising
from an expanding immigrant population. One area of potential growth is “human language
technology,” which explores the capacity of computers to process or “understand” higher levels
of human speech and text. But to develop this potential, it is necessary for the Department to hire
very sought after expertise in this area and to provide the research infrastructure to support a
program that attracts the students who will succeed in it. The CSU lacks human language
technology programs to meet the public demand in this field, so this is an opportunity for serious
Deans’ AAD Enrollment Management Plan
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growth in the Department. The College of Business will export six sections of 100W to LLD,
which should boost enrollment for the Department by perhaps 4% for 2007/08.
Foreign Languages. Enrollments in this department have risen steadily over the last few years.
Demand for foreign language instruction courses will likely continue to rise as students realize
the value of foreign language skills in preparing them for a highly competitive global economic
environment. The Department depends little on GE instruction to reach its target. Yet most
students are not majors in the Department. Demand comes primarily from meeting requirements
or from strengthening a skill base for another major or career trajectory. The Department can
grow from programs targeting particular career trajectories, such as Spanish for Health Care
Professionals. An Arabic language instruction course will be offered in summer to see how well
it attracts students, and it’s possible that the Department could offer other courses in languages
not previously available, such as Tagalog. A summer language instruction program might prove
very helpful in building growth. Majors are strongest in Spanish and Japanese, although majors
in any program and as a whole are rising less dramatically than the general demand for basic
foreign language instruction. Feasible growth for 2007/08 is perhaps 2%.
School of Music and Dance. Growth in this school depends heavily on recruitment efforts.
Demand for degrees in music performance and even music education appears very finite, and
competition for majors is extremely intense. The School runs a couple of GE courses that enroll
very well. Enrollment is further bolstered by the desire of students from majors outside the
School to participate in musical ensembles. But growth in majors will probably result only from
extensive recruitment campaigns that persuade students of the strength of the School in
providing a musical education that is much more competitive than what other universities offer.
The School’s recruitment plan has reversed a declining trend in majors, even while demand as a
whole continues a steepening decline due to cultural conditions well beyond the control of the
School. Enrollment for 2007/08 is likely to remain flat if it does not decline, considering that this
year the School is missing its target by about 6%.
Philosophy. This department has experienced a modest rise in majors, bucking a national decline
in this major. Perhaps the rise is due to an expanding regional or California interest in ethical and
moral education, since much of the focus for the discipline in recent years has been on relations
between social conditions and ethical choices. The Department generates a great deal of its FTES
by providing ethics education to all the majors in the College of Business, so at present growth in
the Department depends mostly on demand for business degrees, and then on an overall
expansion of the general education demand. The graduate program is fairly healthy and could
grow modestly as the Department, as a result of recent hires, emphasizes cultural diversity of
philosophical systems and builds interest in philosophy beyond the current preoccupation with
ethics. Growth for 2007/08 is not likely to exceed 2% and could be even less.
Humanities. Growth in this department has been strongest in the area of Liberal Studies, and I
expect the growth to continue. General education remains the strongest source of enrollment. But
other programs in the Department have undergone a slow decline since the 1970s, when
Religious Studies and American Studies attracted many more students. Recent hires may turn
things around. I think majors in the various programs will increase to the extent that the
Department can link its humanities disciplines more explicitly to the technological innovations
Deans’ AAD Enrollment Management Plan
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that have re-defined perception of humanistic education. The Department plans to introduce an
MA program, which might assist in strengthening the appeal of the undergraduate majors,
because it will serve to provide a unified objective for the disparate programs within the
Department and clarify a humanities education as a synthesis of humanistic and social science
methods of scholarship. I would not expect this Department to make its target for 2007/08, even
if the target is below the 2.5% expected overall growth for the University, although its performance this year is better than last year’s. The Chair expects to lose 30 FTES as a result of losing
University funding for the Honors program. It will therefore be difficult for the Department to
grow without a substantial change in curriculum that appeals to a greater student population.
Television, Radio, Film, and Theatre. Enrollments in this department have been rising gently
rather than dramatically over the last few years. This Fall, however, has seen a small decline.
Demand is strongest in the area of film and video production, but theatre has also managed to
reverse a decline that was occurring up to a couple of years ago. The Department provides wellenrolled GE courses at both the lower and upper division levels. Like Music and Dance,
enrollment in majors will likely increase through recruitment efforts that establish the uniqueness
of the Department with the CSU to deliver the education that gives students a special competitive
advantage in entering the entertainment industry, where (unlike Music and Dance) demand is
expanding rather than declining. The graduate program is perhaps too small for the size of the
Department, but its enrollments are better than they were several years ago. A 2% growth is
feasible for 2007/08, if the Department is skillful in recruiting students and drawing students
away from other similar programs in the CSU.
Recruitment, Retention, and Advising
FTES in most departments would rise significantly if students stayed in school and the retention
rate for the University as a whole improved substantially. It’s not clear what the retention rate is
for majors in the College. But if students across the University are not being retained, the
College FTES is damaged by the loss of enrollments in general education courses. The
departments in the College are expected to form recruitment strategies and plans that attract
students. But good advising is central to retaining students, and advising has to extend beyond
simply explaining degree requirements and involve a larger communication about career options
and trajectories. Curriculum changes and objectives need to be more frequent and more rational
than in the past, and the pace at which pedagogy integrates innovative technologies and
techniques need to increase to intensify the attraction of potential students to majors within the
College. Demand for courses in art and design is actually enormous, and if the yield rate for
enrolling newly admitted students increased only 20% above the current excessively low yield,
the College would have no problem exceeding its target from year to year. But raising the yield
rate depends on raising the retention rate, which means that the School must make serious
adjustments in its curriculum to allow more students to complete degree requirements rather than
setting a cap on the number of students who can graduate. The School has already made some
minor adjustments that may retain more students than usual. With an energetic recruitment
strategy for enhancing the yield on newly admitted students, the School could enable the College
to exceed its target for next year. Further adjustments to the classification of students by program
are imperative in improving the advising of students: the more students are directly admitted into
programs rather than admitted to “holding tank” categories (“Art BA”) while awaiting portfolio
Deans’ AAD Enrollment Management Plan
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review, the easier it will be for the School, the College, and the University to make its targets.
However, all departments need to adopt enrollment strategies that build majors by aligning
recruitment, advising, and retention activities according to a single, unified logic that links the
activities to each other. Poor retention rates indicate that these activities are not linked
throughout the University. Another point: recruitment of students is successful to the extent that
students have strong motives for attending the University, not simply a department. A
recruitment strategy has to explain why the University offers a unique and powerful educational
experience, for which the department and the major function as a component rather than the
decisive factor. The idea that growth is a function of demand for particular categories of
knowledge or profession is misleading; the governing demand is for particular types of
educational or university experience, with demand for categories of knowledge or profession
subordinate to governing demand.
Graduate Programs
Enrollment in graduate programs has declined over the last few years, with only Philosophy
showing clear signs of growth. The decline has been greatest in English and Art and Design. The
MFA in Creative Writing in English has brought in many graduate students who otherwise might
not have attended SJSU at all, but this program has not so far reversed the dramatic decline in
English graduate enrollments. But an even steeper decline appears in Art and Design, which
seems to have experienced a 40% drop in graduate enrollments since 2003. Indeed, a fairly small
department like Linguistics and Language Development has achieved a higher graduate student
FTES (overwhelmingly for the MA TESOL degree) than either Art or English, both of which
have targets almost twice as high as LLD’s. In any case, graduate programs cannot claim credit
for growth in the College over the last few years and are unlikely soon to account for the 25% of
instructional activity and enrollment that the University as a whole is supposed to accommodate.
Significant growth in graduate programs will only occur to the extent that departments invest
more heavily in research activities that enhance the attractiveness of the programs for students
with humanities backgrounds. Unlike so-called “professional” graduate programs, humanities
graduate programs will grow insofar as they project a high profile within humanities disciplines.
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COLLEGE OF SCIENCE
Michael Parrish, Dean
The College of Science has experienced significant growth in some departments, notably
Biological Science and Chemistry, but that growth has been offset by a significant, economydriven drop in Computer Science enrollment and decreases in math and physics enrollments that
are probably related to drops in Computer Science and Engineering majors, producing an overall
two-year drop in college FTES of 5.9%.
Biology. The department has achieved an average of 10.5% overall growth in FTEs over the last
two years, countered against drops in graduate majors enrollment of 30%. The department lost
two faculty members unexpectedly last year, and their FTES level in the preliminary census is
nearly 5% below the annualized value for 05-06. I made the assumptions for the current year of
8.0 % growth in UG FTEs and a more modest 1% growth in Grad FTEs, which would produce
an overall FTES increase of 9.5%.
Most of the recent growth observed in Biological Sciences has been in service courses to Allied
Health, although majors courses are also growing steadily. The department is also exploring
various self supporting programs, building on the models of the successful college MBT and
CLS programs.
Chemistry. For the last two years, overall FTES in Chemistry has averaged 10.25%. For
2006/2007, with an essentially flat level of graduate student enrollment, I have assumed an 8.0%
growth in undergraduate FTES and a graduate FTEs growth of 3%, producing an overall
departmental increase of 7.9% for this academic year.
The Chemistry Department is poised to continue to provide growth in the area of student
enrollment for the University. Continued interest in the biotechnology and pharmaceutical
sectors has spurred a resurgence of interest in both Chemistry and Biology degrees over the past
five years, (because biology students take a large number of classes in chemistry, their
enrollment impacts chemistry enrollments as well). This trend appears to be continuing, at least
in the short term, and the department is prepared to meet those demands, provided that sufficient
numbers of qualified faculty members (both tenure-track and non tenure-track) can be hired to
meet the demand.
Computer Science. Computer Science has undergone significant decreases in enrollment for the
last three years, following a peak in 2002/03. The FTEs figures from the preliminary fall census
suggest a further drop this fall (12% relative to the annualized value for the last academic year).
However, the number of entering majors is up significantly, and this should have a positive
impact on departmental FTES in a year or two. In my calculations, I assumed flat values of
FTES for both undergraduate and graduate programs, and I will work with Chair Louden to see
if this can be attained through strategic scheduling in the spring semester. Also, Computer
Science has an active program focusing on working with at-risk and probationary students, and
the extent to which such students can be retained in the program should have a further positive
effect on FTEs.
Deans’ AAD Enrollment Management Plan
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The department is currently talking to several companies that employ our students to devise
collaborative ways to get new technologies into the classroom, and they are trying to develop a
roster of interested PhD workers in Silicon Valley with the idea that they may in future be able to
offer special topics courses on cutting-edge developments, as part-time lecturers. Part-timers will
become more important as the full-time CS faculty continues to shrink, and, hopefully, as major
enrollments begin to rise again.
The department is using the following strategies to boost enrollments:
1) Increasing the visibility and attractiveness of the Department through an improved web site,
participation in programming competitions, and alumni contacts
2) Increasing recruiting efforts, including outreach to area high schools and community colleges
3) Involving their very active student Computer Science Club in recruiting efforts.
4) Exploring opportunities for multidisciplinary and targeted programs similar to their
successful bioinformatics and Unix system administrator programs
5) Consulting with CS departments throughout the CSU system for further ideas, and working
closely with the Computer Engineering Department to help students choose the right program
6) Establishing a mentoring program, an email advising service, and other web-based services
for current students.
Mathematics. Enrollments in the Department of Mathematics declined sharply in the last two
years, paralleling the industry-related decreases in Computer Science over the same period.
However, the preliminary census data for Fall 2006 indicates a significant rebound, on the order
of 10%, in math enrollments. In estimating overall enrollments for this year, I assumed an
increase in undergraduate FTES of 5%, which may prove to be conservative, and a flat graduate
enrollment. The department is pursuing several strategies listed below, some or all of which
seem destined to boost both undergraduate and graduate enrollments in the coming years:
1) A new BS Applied Math emphasis in Economics, Finance, and Actuarial Science has now
been approved. There seems to be a lot of interest in this program, and it could increase the
number of math majors and increase enrollments in our upper division courses. Chair Brad
Jackson estimated a 1% increase in undergraduate FTES.
2) Expanded offerings at the graduate level in applied math and statistics, including new MA
emphases in statistics and in Applied Math are presently being organized. The approval process
might take up to a year but Chair Jackson predicts this will result in about 20 more graduate
students each year and an increase of about 20 FTES each year (roughly a 1% increase).
3) If the department were to start offering summer school classes again, this could easily lead to
a gain of about 40 FTES (up to 2% increase)
4) New classes for middle school math teachers, initially paid for by a grant from the chancellor,
could produce another increase in enrollment up to 1%.
Deans’ AAD Enrollment Management Plan
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5) If the other science and engineering departments experience an increase in enrollments, that
would lead to an increase in the number of students in our service courses (up to a 2%
increase).
Meteorology. FTES in Meteorology declined sharply in 2004/05, and then recovered somewhat
last year, producing an overall two-year decrease of 10%. Graduate student numbers have
fluctuated around a mean of 8, also decreasing from a maximum enrollment of 11 to 7 in the last
two years. For 2006/07, I have estimated FTEs values as remaining flat, which may be helped by
creating additional sections in the spring semester as detailed below.
This semester (Fall 2006), about 90% of the department’s FTES are derived from two GE
classes, MET 10 & MET 112. Therefore, the bulk of what meteorology can do to assist in the
campus-wide 2.7% enrollment growth (FTES growth) centers on how the department can
maintain and grow enrollments in these two classes.
Historically, MET 10 had the largest enrollment but enrollment in this class (typically 5-7
sections per semester) has been less dependable over the last few years. The department has tried
(over the years) offering the class at different times and on different days (and nights and online)
to capture the largest audience. However, student preferences are a moving target.
Of late, MET 112 has become more of an FTES generator, growing from one to 5-6 sections per
semester, all filled. Thus, the best bet for increasing meteorology FTES is to offer more sections
of this class, which the department will do in Spring semester if appropriate instructors can be
found. This class is somewhat more specialized than MET 10 (topic is Global Warming), and
thus the department needs to expand its pool of part-timers, and Meteorology is currently
advertising for such teaching help.
Geology. Overall, geology FTES have dropped 12.8% in the last two years, paralleling trends in
several of the other science fields. One unexpected trend is a near 50% drop in graduate majors
since 2004/05, a change for which no explanation seems forthcoming other than perhaps the fact
that the department has been down in tenure track faculty due to retirements and failed searches.
However, in the Fall 2006 Census, overall FTES are up sharply (12%) relative to last year’s
annualized values, so optimism for growth appears to be warranted. In calculating, I assumed a
flat graduate student figure and a 5% increase in undergraduate FTES, for a total increase of
4.9%
Geology would be able to generate an additional 2.7% by adding another section of a GE course-almost any GE course. Another 40-student section (a bit below average for our 3-unit GE
lecture courses) would bring in 8 FTES, or about 4% of the department’s typical ~200
FTES/semester. Enrollment trends over the last several semesters suggest that the department
could fill several more sections per semester--i.e. 3-4% growth for several consecutive
semesters. Almost the entire UG enrollment of Geology majors is in-state. About 75% of the
department’s graduate students are in-state, and after a year here most of the rest become state
residents.
Deans’ AAD Enrollment Management Plan
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Moss Landing Marine Labs. I have assumed flat values for Moss Landing. Their numbers are
small, and have actually increased 50% in the last two years through a modest increase in both
graduate and undergraduate enrollment.
Physics. As another program with a small number of majors, Physics generates most of their
FTES through teaching courses for majors in other technical fields, including engineering,
chemistry, and pre-professionals. Their figures dropped 10% in the last two years, again
reflecting what seems to have been a science trend at least in part industry driven. Fall FTES
indicate a continuing trend of decreasing FTES. However, in estimating figures, I have assumed
flat values for both graduate and undergraduate FTES.
Possible mechanisms for enrollment growth identified by the department include the following:
1) Astronomy courses have become an increasing generator of credit hours for the department.
With a pending retirement, the department hopes to hire an astronomer who can contribute to the
teaching of existing courses and to create new ones.
2) The department has been proactive in introducing technology, including clickers and on-line
demonstrations to generate excitement about physics and its relevance to the areas of student
career interest. They actively recruit students of science and engineering to Astronomy and
Physics minors.
3) Additional activities include distributing brochures, providing informational briefings, and
arranging student oriented seminars in collaboration with the student Physics Club. The
department’s goal is to attract 5% - 8% of their lower-division students to enroll in our minors.
4) The department will also continue to recruit students into their BS program by interacting with
local junior colleges and high schools and to provide information about their strong
undergraduate physics program, and opportunities for undergraduate research.
5) Most physics graduate students are employed in local technology companies. Therefore the
department considers it a priority to continue to interact with the regional high technology
industry through conferences, workshops, and other venues in order to continue to attract
students.
6) The physics Department is planning to have a faculty-staff retreat during Spring 2007 to
discuss several issues for improvement of the department. FTES growth is one of those topics
that will occupy a significant portion of the discussion at this retreat. Chair Parvin is confident
that additional ideas for our FTES growth in line with the University goals will be proposed in
these discussions.
College of Science Overall. FTES assigned specifically to the College of Science are generated
principally by enrollments in Science Education, and in three large undergraduate courses,
Science 1, Science 2, and Science 96T. The first two of these are aimed at frosh, whereas 96T is
a new course targeting transfer students. These are successful and growing courses, and further
enrollment boosts will be forthcoming if and when Science 2 is awarded GE credit. College
Deans’ AAD Enrollment Management Plan
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figures increased 10% over the last two years, and fall figures indicate an additional 11% growth
relative to 2005-2006 figures. In calculating target values, I assumed 10% growth for the
undergraduate program and flat graduate FTEs, resulting in an overall figure of 9.8%.
Summary and College Initiatives for Enrollment Management
If the figures used in estimating FTES growth across all of the departments prove to be accurate,
the result would be a growth in FTES values for the college as a whole of 5% based on the
current formula where residents and non-residents figure into the FTES amounts. However,
when the residents-only formula is applied, the expectation is that these numbers will be lower,
particularly in computer science and perhaps math and physics which all have significant
numbers of non-resident undergraduate and graduate students.
An increasingly important part of the COS enrollment management plan involves efforts to
increase student retention. Programs such as Science 2 and 96T, the summer AMP programs
aimed at entering Chemistry students, and the workshops currently being employed in working
with probationary students in Computer Science and Chemistry are already having a strong
impact on student success, and students who stay in the program will generate FTES as a matter
of course even without recruitment efforts aimed at increasing entering enrollments (although we
will be pursuing that avenue as well).
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COLLEGE OF SOCIAL SCIENCES
Tim Hegstrom, Dean
African American Studies. This department has steadily lost enrollment over the past three
years, with Fall 2006 being the lowest yet. Some new cross-listed courses may mean an
incremental increase in FTES, but Dr. Ruth Wilson coming back from sabbatical leave may
provide the biggest hope here for an FTES rebound. We think that an estimate of 30 FTES is
about right. That would put them back where they were last year before the sabbatical.
Anthropology. The new change in upper division GE which specifies that students must take
courses in areas R, S, and V from different departments has consequences for Anthropology’s
enrollment. FTES gains will probably be modest compared to the steep increases they have
experienced in the past decade. This year a new Applied Anthropology graduate program has
been started, however, and we think graduate enrollment could double by 07-08.
Communication Studies. The big change here is the addition of 12 sections of 100W that we
inherited from the College of Business. We will need to be allocated the budget to cover these
sections, which in the past have been taught by tenured or tenure-track faculty and Ph.D level
lecturers because the Comm faculty see it as an upper division course requiring the more
advanced credentials. We will also need to allocate some assigned time to coordinate this course
and its scheduling.
Economics. FTES growth has been sharply upward the last three years, but fall 2006 saw a
leveling off. We think undergraduate FTES will trend up a little, especially now that step-tocollege administrative details are being handled by the Registrar’s office and are going much
smoother this semester. An additional section or two of step-to-college economics is planned.
Environmental Studies. Environmental Studies has grown in FTES from a ten-year low of 85 in
Fall 2002 to double that number (165) in Fall 2006, largely as a result of opening more sections
and adding a new lower division GE course. As of Fall 2006, this course was going strong, and
additional sections have been added for Spring 2007. In addition, Environmental Studies has
developed an active step-to-college program that is anticipated to grow further in the near term.
Majors at the junior and sophomore level are double their 2002 levels, and this increase is
expected to ripple up to the senior level in the coming year or two.
Geography. Enrollment was sharply up in the fall and we’re anticipating that Geography can
maintain this level of FTES. More freshman admits have declared Geography as their major.
History. As the freshman class grows, History is among our departments that will need to
schedule more lower-division courses. Undergraduate FTES jumped in Fall 2006 and we think it
will hold in the 340’s. We expect to see new M.A. students because of the DOE grant that
History recently received which will pay the fees for high school teachers to study here.
However, the new M.A. students will be special session students as anticipated in the grant and
will not affect History’s FTES.
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Mexican American Studies. MAS is trying to grow their lower division GE offerings. They are
trying to offer more sections of MAS 10A. Enrollment is up dramatically in Fall 2006.
However, the Chair is concerned that some of the growth will be dampened due to the fact that
Curry-Rodriguez will be on sabbatical in Fall 2007. We think they can duplicate what they have
done this fall in 2007/08.
Political Science. The linear projection and current fall enrollment both point to FTES in the low
to mid 360’s. The increase from 05-06 we think can be attributed to a larger freshman class and
greater demand for lower division courses. Currently, there is heavy demand on the MPA
program. We are artificially constraining growth by limiting admissions to 40 new students per
year. We expect to hire for one or two replacement positions, but not until 2008/09. If we had
more resources to give the new MPA coordinator, the MPA program could grow dramatically.
In the meantime, we predict that FTES will be flat at a rebenched 42 per year.
Psychology. Psychology had a big jump in enrollment from 04/05-05/06 (155 FTES growth in
one year). We have hired Psychology professors and instructors ahead of this growth. Based on
fall enrollments, we think that the trend will not be quite as steep for the next few years, and
somewhat less than the linear projection. However, Psychology is contemplating removing its
minor requirement which will likely increase enrollments another 10% or so in Psychology, but
reduce them in other college departments like Sociology. All the graduate programs have the
potential to grow, but admissions are capped due to space and resource limitations. Because
Psychology is as large as it is, its growth is essential to the college making its target.
Social Science. Enrollment in Social Science is dynamic and largely unpredictable, so we are
being cautious. We think that Asian American Studies will grow and we are hiring a new faculty
member who will be on board in 07-08 to help with the demand. We also believe that we will
see FTES from a couple more upper division Women’s Studies sections.
Sociology. Enrollments in Sociology dropped somewhat in the fall. The linear projection points
to a downward trend continuing. They may lose some enrollment if Psychology drops its minor
requirement. However, they will admit new students to the graduate program in the spring
semester. This is a change from the previous two years and will compensate for some of the
decline in enrollment. Sociology has also been understaffed, and we have been correcting that
problem steadily for the past three years. The new staff have brought new excitement to the
program, and in the long run we should see more growth.
Urban and Regional Planning. Enrollments have dropped slightly this year. We expect them to
remain stable and flat. This department supports a minor and a graduate program. The
bottleneck in the graduate program is the 298 graduate project course. They handle about as
many graduate projects as the faculty are capable of handling. So, we do not expect to see FTES
growth.
College Overall
We expect that 2006/07 FTES will come in at 4038, about 2.9% higher than last year’s 3923 and
30.5% higher than five years ago during 01-02. Our 2.5% growth target would be 4102 for 07-
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08, but we think we will be higher than that. A linear projection, using our FTES figures for the
past five years would suggest an FTES of 4131 in 2007/08 which would otherwise likely be an
overestimate. However, we think the number will be closer to 4170, due largely to the twelve
additional sections of 100W that are coming to us from the College of Business. So, given a
rebenched target of 4002 for this year, we expect to grow almost 4.2% in 2007/08.
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