Increased Enrollment Cap at University of Wisconsin-Superior
Education probably best exemplifies the regional role Superior fulfills in terms of the provision of goods and services. The University of Wisconsin-Superior (UWS), the only four-year campus in the UW System located in the northern third of the state, is one of two publicly-supported post-secondary educational institutions in northern Wisconsin. In addition to its mission as a comprehensive educational institution in the UW System, UWS also serves as a regional public service and cultural center for residents of northern Wisconsin. The Lake Superior Research Institute, an applied research institute at UWS, completes between $1.5 million and $2.0 million of research projects annually. With education being the largest industry in the area, continued state support is critical.
Continued cuts and lapses over the past several years have created an ongoing challenge for UWS. Between 1974-87, UWS sustained General Purpose Revenue (GPR) reductions of $2,675,265. Between 1980-82, the UWS budget was reduced by $1,300,000, constituting 17.7 percent of the overall GPR budget for that period. In 1992-93, budget reductions have amounted to approximately $250,000. While a portion of these budget lapses is expected to be temporary, they represent a drastic reduction for a small campus. The state legislature is requested to ensure that special consideration be given to small campuses that have limited flexibility to cope with such drastic measurers.
As UWS celebrates its 100th anniversary this year, it is appropriate to recall part of its history. In the 1980's UWS faced great challenges in maintaining enrollment levels and did not meet its enrollment potential. However, in the 1990's, as a result of concentrated efforts to market the institution more effectively, enrollment levels have grown considerably, thereby leading to increased vitality. This growth is a reflection of the success the institution has had in increasing the quality of education.
The Board of Regents have established enrollment management policies to limit the numbers of incoming students at UW institutions. During the period of Enrollment Management I (1987-90), UWS was one of four institutions in the UW System that was targeted for growth. This was successfully achieved and the headcount enrollment increased from 2,307 to 2,615 (excluding extended degree students). The UW System is now in the middle of Enrollment Management II (1991-94). In 1991, the headcount enrollment at UWS was 3,107 with an FTE (full-time equivalent) of 2,356. This resulted in 309 FTE over the target of 2,047. While the enrollment target for 1992-93 was set at 2,030, actual enrollment was 2,275. The enrollment target for 1993-94 at UWS has been set at 2,012 FTE.
While residents of northwest Wisconsin are cognizant of the efficiency and educational quality possible through enrollment management, UWS is faced with a unique set of circumstances which merit special attention. The current enrollment caps at UWS limit the institution's ability to serve the residents of northern Wisconsin. The reasons for increasing the enrollment cap and providing appropriate amounts of operational funds to UWS are:
| Unlike other campuses in the System, UWS is a full three hours away from the nearest comparable System facility. For a regional institution like UWS, it is critical to maintain and to provide access to northern Wisconsin residents that desire post-secondary educational opportunities within reasonable proximity. |
| Approximately 30 percent of the undergraduate students at UWS are 25 years of age or older. The percentage of incoming non-traditional freshman students at UWS is twice the System average. Many of these non-traditional students are employed and have families in this area which curtails their mobility as compared to the traditional students. It is critical for UWS to continue to provide access to older students in the area. |
| There is excess capacity in some upper division classes at UWS. This excess capacity could be more effectively utilized as transfer students enroll in upper division courses. The institution has the capacity to accommodate modest increases in enrollment without sacrificing quality. Admission standards at UWS have been raised in recent years. Despite this recent measure to enhance quality, enrollments have continued to increase at a modest level. |
| In the 1980's, low enrollment levels at UWS created an image of uncertainty and low morale within the campus and in the community. In the 1990's, implementation of the Superior Plan resulted in increased enrollment levels and an enhanced quality of education. This trend has created a positive image for the institution within the community and the region. Given our history, this is an inappropriate moment for UWS to be forced to reverse the enrollment trend. Any policy that creates an actual or perceived uncertainty about enrollment levels on this campus could hamper our efforts to increase enrollment in the future. |
| Every institution has a certain amount of fixed costs to cover regardless of the enrollment levels. It has been determined that while a modest increase in enrollment will make the institution more viable, the expected increase in fixed costs is insignificant. |
Experience has shown that UWS has the capacity to accommodate modest increases in enrollment without sacrificing quality. Residents of northwest Wisconsin urge System Administration and the Board of Regents to increase the enrollment cap at UWS. While much of the impetus for change will come from the institution itself, UWS continues to rely on the state for financial support. The state legislature is requested to ensure that appropriate amounts of operation funds be provided to UWS so that a small campus with limited flexibility can continue to operate in an effective manner.