Basic HTML Version
Campus Review
September 19, 2012
Page 6
of the institution in an attempt to increase
enrollment of new and current students.”
Clayton State experienced an increase in
freshmen, transfer, dual enrollment, grad-
uate, and current students. Daddona states
that possible reasons include:
o Identifying more strategic freshmen
recruitment locations and approaches to
recruiting freshmen.
o Developing more intentional strategies
to increase the number of accepted stu-
dents who enrolled (yield rate) including a
new communication flow of print materi-
als, emails, and phone calls.
o A new freshman orientation model.
o Improvements in evaluating transfer
credits sooner.
o Improving dual enrollment marketing
and developed closer relationships with
high schools.
Indeed, Clayton State has shown
increased enrollment across the board
between fall 2011 and fall 2012.
Daddona points out that the enrollment
increase among continuing students is, in
part, a tribute to Clayton State’s efforts to
serve first-year students, notably the First
Year Advising and Retention Center --
recently featured in the Atlanta Journal-
Constitution and on WXIA-TV – an ini-
tiative very much in keeping with the gov-
ernor’s Complete College Georgia pro-
gram.
2011
2012
Difference
Freshmen 495
528
+ 6.7%
Transfer 711
739
+ 3.9%
Dual Enrolled
178
222
+ 24.7%
Continuing Students
4,989
5,143
+ 3.1%
Graduate Students
299
329
+10.0%
FALL ENROLLMENT
Atlanta and an Opportunity in
Leading Predictive Healthcare Practices
by Dr. Ali Dadpay and Kristin Chick
There is little doubt in the mind of many
that the healthcare sector is going to be
the next big growth market. This sector
has been consistently growing, even dur-
ing the current recession. According to the
Economic Forecasting Center at Georgia
State University, healthcare is going to
create slightly fewer than 24,000 jobs in
the next three years across Georgia. The
question is if Atlanta can accelerate the
growth of healthcare sector in the state
and assume a national leadership role in
the next phase of its development. We
believe it can, particularly when it comes
to implementing new predictive practices
in healthcare management.
Last April, TEDMED, an annual national
conference focusing on health and medi-
cine, held its meeting in its new home in
Washington, D.C.
In attendance were healthcare profession-
als, physicians, chief medical officers,
educators, writers, medical students, ven-
ture capitalists, engineers and business
consultants. The diversity of the delega-
tion pool was remarkable. Given Atlanta’s
prominence in the healthcare industry and
its healthcare institutions, our city was
well represented by a number of delegates
from Atlanta’s businesses, hospitals, uni-
versities and research centers.
During the conference, speakers lectured
on the challenges ahead in the healthcare
field, while in the evenings, conference
participants joined the speakers to share
their concerns, experiences, and visions
for the future of healthcare in the United
States. It was an opportunity to learn,
interact, inspire and aspire. Delegates
from Georgia came back to Atlanta
believing in the paramount significance of
healthcare in deciding our future and the
vital role Atlanta should have in leading
the national debate on healthcare. Since
then, we have thought about what we
heard and saw. Here is a summary of our
thoughts.
Reviewing the debates and discussions in
TEDMED, we notice that few addressed
the economic resources needed for the
necessary reforms in healthcare and the
financial consequences of those reforms.
It is true that in the
United
States
advances in health-
care technology have
improved
and
increased
life
expectancy.
An
increasing number of
patients, including
the terminally ill,
suffer less and live
longer because of these advances.
However, healthcare spending relative to
GDP has also grown more rapidly in the
United States than in any other country.
This demands our attention, particularly
when it comes to analyzing productivity
in healthcare and deciding on resource
allocation.
There are many procedures with high
fixed costs and low marginal costs in this
industry, procedures which can be imple-
mented if there is a high demand in the
market. Many countries have made great
7,000, cont’d., from p. 1
Healthcare, cont’d., p. 8
Dadpay