2025 Enrollment Targets

This plan calls for enrollment growth to 38,700 by 2025 (13.8% growth), including both on-campus and distance education students.  This increase compares to a similar 13% growth between 2005 and 2015.  Consistent with the goals described previously, graduate enrollment as a percent of the total student population will continue to grow, from roughly 28% to31%, with the fastest growth occurring at the doctoral level.

2025 Enrollment Plan (Fall Headcount)      

2015 Actuals

2025 Targets

Change to 2025

 New Freshmen

4,212

4,550

+8.0%

 New Ag Institute

152

145

-4.6%

 New Transfers

1,107

1,680

+51.8%

 New Master’s

2,246

2,930

+30.4%

 New Doctoral

544

826

+51.8%

 New DVM

100

100

+0%

 Total Undergraduate

22,127

24,720

+11.7%

Total Ag Institute

331

355

+7.2%

 Total Master’s

5,346

6,695

+25.2%

 Total Doctoral

3,294

4,230

+28.4%

 Total DVM

396

400

+1.0%

Total Degree Seeking

31,494

36,400

+15.6%

Certificates in Colleges

259

625

+141.3%

 Total Non-degree Seeking

2,262

1,675

-26.0%

GRAND TOTAL

34,015

38,700

+13.8%

 

To establish targets for each college within the overall 38,700 enrollment goal for the entire university, the Enrollment Planning Committee solicited proposed targets from each college.  Those proposals were reviewed in light of the University’s strategic plan and information related to the broad strategies outlined above, including the following:

  • Demand as expressed through applications;
  • Student qualifications and admissions selectivity;
  • Potential for improving diversity;
  • Throughput:  retention and graduation rates,  and time to degree;
  • Potential for and interest in shifting undergraduate admissions from freshmen to external transfers; and
  • Capacity for growth:  teaching workloads, revenues vs. expenditures, cost per section, availability of space, and graduate student support.

 

Particular care was taken to assess each college’s capacity and funding potential for graduate education.  The Committee reviewed information about the cost per student (including the cost of an average student support package for resident, domestic non-residents, and international students) and revenues associated with enrollment (including the funding formula and tuition premiums).   The 2025 enrollment projections show more growth in colleges whose sponsored program income is sufficient to fund research assistantships, and to programs whose students are generally self-supporting.  College targets are included in Appendix A.

Implementation Strategies

The enrollment strategies described above – expanding graduate programs, strengthening undergraduate programs – require that NC State build a research (tenured and tenure-track) faculty large enough to expand sponsored research and to provide a high quality educational experience for our students.  We will need to reverse the trends of the last decade, when headcount enrollment increased by 13%, non-tenure track faculty grew by 21%, and tenure-track faculty increased by only 1%.  To support graduate programs and overall program excellence, NC State must adopt the following strategy:

 

  • Increase the number of tenured and tenure-track faculty, particularly in areas of growth; and
  • To the extent feasible, fill instructional positions funded through enrollment growth with permanent faculty, rather than holding them vacant for budget reductions or teaching overloads.

 

Like all institutions of higher education, NC State must also improve the efficiency of all its activities, including instruction.  Like all public institutions, we will try to depend less on state support without shifting too much of the costs to students and their families.  This calls for careful enrollment planning in all units, ensuring course availability, and improved efficiency through multiple strategies:

 

  • Improve alignment between resources and enrollment in each college;
  • Balance enrollment growth across programs in a fiscally sound manner that considers both costs and funding;
  • Improve retention rates and time to degree at all degree levels, in part by facilitating intra-campus transfers;
  • Increase enrollment capacity in colleges that attract large numbers of intra-campus transfers;
  • Reduce the cost of instruction and improve classroom utilization through creative use of learning technologies and partnerships;
  • Re-evaluate the master plan, capital improvements plan, and space utilization strategies as needed to provide capacity in growth areas; and
  • Implement research initiatives necessary to attract the resources necessary to support graduate enrollment.

 

With the current funding formulae (including the CVM formula) and instructional salary levels, an increase in total headcount enrollment to 38,700 and the college distribution described in Appendix A would yield approximately $9.5 million new funding each year.  The additional costs of graduate programs may be supported in part through premium tuition (largely master’s) and sponsored programs (doctoral).

 

Assumptions to build 2025 targets on:

  • The 2025 targets are intended to be ambitious but realistic targets;
  • New freshman growth is relatively modest and the focus is in the STEM areas;
  • New transfers are going to increase;
  • Grow the percent graduate from ~27% to >30% (this will be aggressive);
  • Grow both “professional” masters and doctoral; and
  • We must anticipate new programs in development and planned changes.

 

Appendix A:  2015 Actuals and 2025 Enrollment Targets by College/Unit (Fall Headcount)

 

College/Unit Year New Freshman New External Transfers Total Undergraduate New Master’s Total Master’s New Doctoral /DVM Total Doctoral /DVM Grand Total
Analytics

2015

112

115

115

2025

150

150

150

CALS

2015

523

157

2,777

215

616

33

378

3,771

2025

465

245

3,020

310

790

85

465

4,275

COD

2015

97

33

555

64

196

7

35

786

2025

100

50

615

75

215

10

40

870

CED

2015

105

24

539

232

556

48

420

1,515

2025

100

30

600

325

755

80

495

1,850

COE

2015

1,331

223

6,230

834

2,102

201

1,153

9,485

2025

1,650

475

7,530

1,130

2,640

345

1,625

11,795

CNR

2015

119

89

1,266

72

257

8

94

1,617

2025

170

160

1,600

130

380

25

140

2,120

CHASS

2015

387

294

3,325

233

507

57

288

4,120

2025

455

275

3,580

255

570

55

340

4,490

COS

2015

562

101

2,709

101

194

148

702

3,605

2025

675

160

3,200

75

195

175

850

4,245

COT

2015

140

21

988

31

102

18

110

1,200

2025

170

50

1,030

40

115

20

130

1,275

CVM

2015

4

14

109

448

462

2025

5

15

116

470

485

PCOM

2015

377

146

2,604

348

687

15

62

3,353

2025

430

225

2,900

435

870

15

75

3,845

DASA

2015

723

19

1,465

1,465

2025

480

10

1,000

1,000

Non-Degree

2015

2,262

2025

1,675

Certificates

2015

259

2025

625

Total

2015

4,364

1,107

22,458

2,246

5,346

644

3,690

34,015

2025

4,695

1,680

25,075

2,930

6,695

926

4,630

38,700