1. 1 Faculty Council The Impact of Strategic Enrollment Management Decisions on Financial & Academic Affairs February 7, 2006

2. 2 Topic Outline: Overview of Strategic Enrollment Management (SEM) Balancing Quality & Finances UI Planning Interrelationships Current Enrollments & Fees SEM GOALS F2006

3. 3 A simple definition of enrollment management…… Enrollment management is an institution wide, systematic, comprehensive, research-driven system designed to locate, attract, and retain the students the institution wishes to serve.

4. 4 SEM Committee—Purpose Statement The purpose of the SEM committee is the ideation, discussion, review, development, monitoring, and evaluation of all ideas, strategies, and actions relating to the marketing, recruitment, and retention of students. The committee’s role is primarily advisory to administration (President, Provost, VP Finance).

5. 5 Enrollment management paradigm Involves examining institutional mission, program and service offerings, organizational structure, and resource allocation The enrollment management process relies heavily on the use of pertinent data and information for informed decision making

6. 6 +9 > 20% +11% to +20% 0% to +10% Decreases -11 +7 +12 +4 -22 +11 +53 +7 -10 +9 +20 -20 -6 -8 +7 +2 -11 +5 -4 +16 +13 +5 -7 -6 -8-8 -4 -12 +3 -2 -3 +8 +3 +2 -3 +4 -7 +6 -3 +9 Projected Change in High School Graduates 2004-2012 +3 +10 -10 0 -2 -10 -17

7. 7 Key Questions Who is the University of Idaho? (mission—flagship, research II, land-grant, Idaho students/international, comprehensive, current mix 80/20 UG/G, 70/30 R/NR, etc) What do we aspire to become? (vision—recognized in selected programs, international, research I?) What is the mix of undergraduate/graduate students? (objective— remain 80/20 or change to 70/30 UG/G to reach Research I?) Who are the primary target markets (note--we can’t be everything to everybody) (objective—programs, targeted students, targeted faculty) How do we get there in accomplishing the goals/objectives? (strategies—reallocation of financial and human resources) What can we do for next year (tactical actions, KPIs—student growth to regain revenue loss from 2004-05)

8. Enrollment Profile Target Market Student Distribution Mix Demographics Geographic Selected Degree Programs Net Operating Revenue Pricing (fees) Financial Aid Policy Scholarship Plan Revenue per Student Mix Auxiliary (Housing, Bookstore, etc.) Operational Expenses Program Capacity Student Retention Enrollment Management effectiveness Academic Support Services A Balancing Effort…

9. Institutional Strategic Plan SEM Plan Master Marketing/ Recruitment Plan Master Retention Plan Clear Goals Key Strategies Detailed Action Plans Objectives – Timetables Responsibility – Budgets Evaluation Master Scholarship Plan Overall enrollment growth targets Targeted degree programs Top 20 programs to market Student Mix Decisions Geographic Regions Communication-Brand Promise Admission Standards & Policies Vision—what we aspire to be? Mission—who are we? Why do we exist? Sets direction Goals—guide to reach mission and vision Objectives--specific direction to reach goals that are measurable, quantifiable, and time oriented Strategies—how do we get there to accomplish objectives Student Success Committee Academic Support Services Targeted Students for Retention Market Research on Retention ACE-it! Program Assessment of Curriculum & Programs Career & Professional Place Service Learning/Civic Engagement Core Curriculum National Ratings and Rankings on KPIs Reallocation of Scholarship dollars Mix of Student Scholarships (grad/undergrad) Balance OSTs/WUEs (SBOE guidelines) Links with Recruitment Efforts for targeted student populations) Financial Aid leveraging Student Loan Policies Educating First-Gen Students and Parents

10. 10 Clarifying the current state of enrollment Where are we now? Is overall enrollment increasing, decreasing, stable? (Down about 2- 3% and that is a loss of nearly 240 students) Where are we losing students (frosh-soph)? (Undergraduate Retention rate was a high of 84% in 2000, now at 77% in Fall 05) What is happening at the graduate level? (We are down) Do we feel that we have control over each of the above variables? (not yet—more reactive than proactive; UI Strategic Plan drives SEM Plan; Stamats efforts will help to become proactive) Clarifying the desired state requires a comprehensive analysis of internal historical, and external data and information. http://www.uidaho.edu/ipb/Excel_Docs/Spring_Daily_Enrollment.xls http://www.uidaho.edu/ipb/Excel_Docs/Fall-Spring_Transition_Charts.xls

11. 11 Undergraduate Revenue Potential Undergraduate Idaho Residents Non-Idaho Residents 1 1 Non-Idaho Residents with WUE 1 1 Tuition and Full-time Student Fees $3,968$12,738$5,952 Room & Board 2 2 $5,342 Books & Supplies (estimated) 3 3 $1,336 Subtotal: Base Costs $10,646$19,416$12,630 Transportation (estimated) $1,174 Miscellaneous & Personal 4 4 $2,490 TOTAL COSTS:$14,310$23,080$16,294 Effect of OST Waiver on Revenue: $12738-3968 = $8770

12. 12 Non-Resident Fee Comparison Non-Idaho Resident UndergraduateTuition & Fees: $12,738 = $3,968 Fees + $8,770 Non-Idaho Resident Graduate Tuition & Fees: $13,278 = $4,508 Fees + $8,770 Non-Idaho Resident Law Tuition & Fees:$17,678 = $8,908 Fees + $8,770 What happens when we give out of state tuition wavers? 300 = 2.6 Million Dollars Not Collected!!!

13. 13 Possible categories of enrollment goals (desired state) Headcount FTE (overall growth) Fall, Spring, Summer Targets Freshmen enrollments Transfers Concurrent enrollments Program/major Instructional sites Ability/Profile of students Day/evening/weekend Gender; diversity International students Geographic markets Graduate students Special talent (Honors,ROTC, etc.) Continuing education enrollment (Summer and Youth camps) Distance learning (online & outreach) Retention and graduation rates (national ratings and reports) Levels of student satisfaction (NSSE; Senior survey; frosh focus groups) Indicators of student success (NSSE, student evals, CAPP, etc)

14. 14 SEM Goals for F2006 Increase enrollments by 2% to replace the 2-3% loss in FY05 Comply with OSTs (330) SBOE policy—2% Tech and 1% non-Tech Reallocate scholarship dollars to recruit and retain freshman and sophomores; juniors/senior need scholarship support from colleges Attract students representative of Quality, Diversity, and Access Maintain the mix of 80/20 (undergrads to graduates) Increase number of transfer students in selected programs w/capacity and student demand Enhance relationships with WA community colleges Develop networks with CA high schools and community colleges Improve retention rates from frosh to soph years (1% increase?) Replacement rate of new students following record graduation rates in Spring 05 and Fall 05 (replacement rate of about 2%?) Market research (surveys and focus groups) to determine why students in good standing are leaving UI (*give percentages per class)

15. 15 What Can Faculty Do? Not over react when we are talking about students and dollars Recognize that we lose every time a student does not return, especially when we are the cause Recognize what we can gain if we keep a qualified student on campus for 4/5 years Recognize that SEM is about targeting and increasing quality and not just numbers