First Learning Outcome: The audience will learn how we integrate GEM with academic program improvement.
Second Learning Outcome: The audience will learn how we developed a GEM framework that allows for program specific goals and metrics.
Third Learning Outcome: The audience will learn about our challenges and successes in rolling out the framework at WSU.
Core Competencies: Change Management
Collaborative Decision-Making and Consensus-Building
Proficiencies: Enrollment Management: SEM Assessment
Enrollment Management: SEM Leadership
Intended Audience: Senior management (President, Provost, Vice President, Vice Provost); Faculty
Presenter(s):
Dennis Livesay Wichita State University
Catalyzing Change Through Graduate Enrollment Management
Description
Graduate Enrollment Management (GEM) is a systematic approach to overseeing and affecting graduate enrollment. GEM aligns resources, investments, and reporting to improve enrollment, retention, research and applied learning, and student success. At Wichita State University (WSU), GEM is purposefully aspirational and provides a structure to improve program quality through an iterative process of goal setting, action, and evaluation. The framework is data driven, and includes annual reporting and periodic comprehensive reviews to evaluate progress and update objectives.
While we are only in the second year of the initiative, I will discuss the broad vision and the lessons learned from implementation. For example, GEM must obviously include quantitative components, but our current emphasis is actually on creating a culture of program improvement and goal setting. Consequently, the aspirational and holistic aspects are stressed more than other characteristics at this early stage. It has taken a lot of effort to create buy-in for this global view, but the fruits of the vision are already starting to materialize.
In this presentation, I will discuss the GEM framework at WSU and the steps being taken to ensure success. Key takeaways will include our plan to rolling out the initiative, how to counter resistance and common apprehensions, and highlights from the most innovative plans. Interestingly, some of the best plans have come from programs that are the most challenged, meaning the framework can be a catalyst for institutional change.
Submission ID:
T2.1308
Day:
Tuesday, November 13, 2018
Time:
10:30 AM - 12:00 PM