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Faculty Council. The Impact of Strategic Enrollment Management Decisions on Financial & Academic Affairs. February 7, 2006. Topic Outline:. Overview of Strategic Enrollment Management (SEM) Balancing Quality & Finances UI Planning Interrelationships Current Enrollments & Fees

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faculty council
Faculty Council

The Impact of Strategic Enrollment

Management Decisions on

Financial & Academic Affairs

February 7, 2006

topic outline
Topic Outline:
  • Overview of Strategic Enrollment Management (SEM)
  • Balancing Quality & Finances
  • UI Planning Interrelationships
  • Current Enrollments & Fees
  • SEM GOALS F2006
a simple definition of enrollment management
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.

sem committee purpose statement
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 primarilyadvisory to administration (President, Provost, VP Finance).

enrollment management paradigm
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
slide6

Projected Change in High School Graduates

2004-2012

+9

-17

-11

-20

-4

-10

+7

-10

-6

+11

-11

+4

-2

-22

-2

-1

-8

-3

0

-7

+53

-3

+10

+3

+5

+5

+7

-7

+4

+3

+12

+6

-6

-4

+3

-10

+13

+8

+20

-8

+2

-1

-3

+2

+16

-1

-12

+7

+9

+9

> 20%

+11% to +20%

0% to +10%

Decreases

-10

key questions
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)
slide8

Operational

  • Expenses
  • Program Capacity
  • Student Retention
  • Enrollment
  • Management
  • effectiveness
  • Academic Support
  • Services

A Balancing Effort…

  • Net Operating
  • Revenue
  • Pricing (fees)
  • Financial Aid Policy
  • Scholarship Plan
  • Revenue per Student
  • Mix
  • Auxiliary (Housing,
  • Bookstore, etc.)
  • Enrollment
  • Profile
  • Target Market
  • Student Distribution Mix
  • Demographics
  • Geographic
  • Selected Degree Programs
slide9

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

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

  • Overall enrollment growth targets
  • Targeted degree programs
  • Top 20 programs to market
  • Student Mix Decisions
  • Geographic Regions
  • Communication-Brand Promise
  • Admission Standards & Policies
  • 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

Institutional Strategic Plan

SEM Plan

Master

Marketing/

Recruitment Plan

Master

Retention Plan

Master

Scholarship

Plan

Clear Goals

Key Strategies

Detailed Action Plans

Objectives – Timetables

Responsibility – Budgets

Evaluation

clarifying the current state of enrollment
Clarifying the current stateof 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
undergraduate revenue potential
Undergraduate Revenue Potential

Effect of OST Waiver on Revenue: $12738-3968 = $8770

non resident fee comparison
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!!!

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)

Possible categories of enrollment goals (desired state)
sem goals for f2006
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)
what can faculty do
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