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Strategic Plan

Enrollment Demographics

Prepared by Teresa Mauk
Executive Director
Enrollment Management
Texas Woman's University

Enrollment is the cornerstone of strategic planning for TWU through 2015 because:

  • The university’s revenue depends on it
  • The university’s mission directs it
  • The State of Texas expects it

Enrollment must grow by design, not by chance. A strategic plan that outlines TWU’s long-term goals is essential to manage enrollment effectively.

Managing enrollment requires decisions about the size and identity of TWU’s five campuses: Denton, Houston, Dallas-Parkland, Dallas-Presbyterian and E-learning.

An analysis of TWU’s enrollment growth over the past 3 years shows:

  • TWU has a viable market share and can compete successfully for students
  • Transfer and graduate enrollments are growing at faster rates than freshman enrollment. There is a legislative commitment to the community college system that will continue to grow
  • New programs combining E-learning and traditional teaching are TWU’s fastest-growing segment
  • TWU’s reputation in health-related programs, especially nursing, continues to attract students
  • TWU has improved the quality and quantity of students while maintaining diversity – average SAT for freshmen is 1012; 35% minority enrollment with a 43% increase in Hispanic students
  • Target-specific marketing yields results
  • New student growth rates are slowing; retention of continuing students will be key in the future

In planning for the future, TWU must look at demographics, the job market and enrollment trends. Among the trends in higher education nationally:

  • College enrollment is expected to grow moderately at 1% annually through 2009; more females than males will attend college*
  • The largest high school graduating class nationwide is projected for 2008, with southern states showing the most growth
  • E-learning grew 19% nationally from fall 2002 to 2003; growth for 2003-2004 is projected to have been 24%**

*National Center for Education Statistic
**Sloan Consortium, Chronicle of Higher Education, 2003

Although some conclusions can be drawn from national trends, TWU must focus on Texas:

  • Since fall 2000, Texas higher education enrollment has grown by approximately 158,000 students or almost 14%
  • Community colleges accounted for most of this growth; 58% of all undergraduates in fall 2003 were enrolled at 2-year colleges, including 67% of first-time students
  • The greatest demographic changes will be in numbers and ethnicity
  • The age 18-34 population will increase by 2 million through 2020; the Hispanic population is expected to grow to 46% and the Anglo population is projected to decrease to 26% by 2030

What do these projections mean for the future of TWU?

TWU must focus on community colleges statewide, including:

  • more articulation and 2+2 program agreements
  • programs to train community college faculty
  • more courses delivered off-campus (E-learning or other locations)
  • more innovative partnerships (scholarships, programs, etc.)

Within Texas, TWU must focus on its two major markets: the Dallas/Fort Worth Metroplex and Houston.

The major growth in the Metroplex is projected to occur in the counties surrounding Dallas County – Collin, Denton, Ellis, Johnson, Kaufman and Tarrant counties.

  • The Metroplex is expected to grow by 47% to 8 million people by 2015, making it the fastest-growing region in the state
  • The region has the largest age 18-34 population, which it is projected to retain through 2015
  • The Hispanic population is expected to grow from 28% to 39% by 2015
  • Of students enrolled in universities, 66% remain in the Metroplex; 93% of students enrolled in two-year colleges remain in the region
  • Six of the 10 fastest-growing occupations in North Central Texas require bachelor’s degrees

Given these statistics, TWU is well-situated geographically and in diversity for the next 10 years of growth.

  • The Dallas campuses are in a prime location geographically. Transportation challenges will make the Denton campus less desirable for commuters and more attractive to residential students.
  • Community college relationships must be a focus, and E-learning offerings should continue to expand.
  • The Denton campus should focus on residential freshmen, young transfers, single parent families and graduate students in the liberal arts.

The projections for the Houston/Gulf Coast area are equally positive.

  • The age 18-34 population is projected to increase 36% by 2015; only the Metroplex is expected to have more growth in this group
  • Hispanics are projected to reach 50% of the region’s total population by 2015
  • The Gulf Coast has more students enrolled in higher education than any other region

There are three distinct markets in the Houston/Gulf Coast area. These markets present opportunities and challenges to TWU.

  • The Texas Medical Center is its own community of health-care workers, and there is tremendous competition for those workers within the TMC. TWU’s program development should include degree-completion and certificate programs and E-learning offerings.
  • The Houston transfer market includes eight feeder community college systems, but TWU’s campus location is a handicap. TWU should explore delivery of programs outside Harris County and develop articulation and 2+2 agreements with programs in addition to nursing.
  • The third market is freshmen. Two of TWU’s top 10 feeder high schools are in Houston.

Where does TWU go from here?

TWU must use the strategic planning process to position itself to succeed based on the data available. This is the time to think outside the box and to put resources into programs that have the most growth potential.

This page was last updated on August 25, 2006.
Texas Woman's University - Denton, Dallas, Houston