Strategic Enrollment Planning

UPBC Presentation April 13, 2012

• Update on New Admission Process • Update on Enrollment Management Planning

Strategic Enrollment Planning

Strategic Enrollment PlanningEnrollment Management Council

Provost

Vice Chancellor for Student Affairs

Vice Chancellor for Administration

Associate Provost, Academic Planning Program Development

Associate Provost and Dean of the Graduate School

University Planning and Budget Council Chair

Past President Faculty Senate

University Budget Director

Director, Institutional Research

Director, University Housing

Assistant Vice Chancellor Enrollment Management

New Freshman Admission Process

In Spring 2011 Faculty Approved New Freshmen Admissions Standards/Process for Fall 2012

• Access and Success

• Improve Retention – an obligation

• 25%-30% Leaving Averaged Around $8000 in Loan Debt

• Admission Committee Retains Control of High Risk Admission Decisions

• Agility to React to Realities of a Competitive Marketplace

• Annual EMC Review of Process

Retention Rate 75.0% 88.2% 87.0% 79.4% 86.8% 84.0% 85.0% 80.1% 76.8% 74.5% 77.0% 74.9% 70.6% 70.7% 69.3% 67.0% 62.6% 61.7% 65.2% 44.4% 83.3% 0.0%GPA Category/ACT 34 33 32 31 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13

80.0% 3.20 to 4.00 75.0% 88.2% 88.1% 81.5% 91.3% 87.1% 89.2% 81.6% 81.2% 80.2% 79.2% 79.3% 76.0% 81.5% 73.4% 77.3% 64.8% 71.7% 87.5% 50.0% 100.0%71.0% 3.10 to 3.19 100.0% 50.0% 83.3% 75.0% 100.0% 54.5% 55.0% 79.4% 73.2% 79.5% 72.3% 66.0% 69.0% 69.7% 58.3% 0.0% 50.0% 100.0%73.2% 3.00 to 3.09 100.0% 50.0% 50.0% 100.0% 66.7% 62.5% 83.3% 81.8% 85.7% 68.2% 75.0% 69.2% 65.0% 66.7% 66.7% 100.0% 0.0%62.6% 2.90 to 2.99 100.0% 0.0% 66.7% 40.0% 25.0% 78.6% 56.3% 56.5% 59.4% 59.5% 64.9% 63.4% 71.1% 68.4% 100.0%70.9% 2.80 to 2.89 0.0% 66.7% 75.0% 75.0% 42.9% 80.0% 81.1% 77.5% 59.3% 68.3% 57.1% 75.9% 89.5% 66.7%60.8% 2.70 to 2.79 0.0% 100.0% 75.0% 71.4% 55.6% 50.0% 55.6% 63.2% 69.7% 54.5% 67.7% 64.5% 59.0% 41.7% 100.0% 0.0% 0.0%61.7% 2.60 to 2.69 100.0% 0.0% 66.7% 50.0% 53.8% 70.0% 50.0% 50.0% 60.0% 70.4% 68.4% 62.9% 66.7% 0.0%57.2% 2.50 to 2.59 100.0% 50.0% 50.0% 25.0% 75.0% 50.0% 50.0% 50.0% 50.0% 68.4% 65.7% 44.8% 63.0% 61.1%53.7% 2.40 to 2.49 0.0% 0.0% 100.0% 75.0% 40.0% 83.3% 83.3% 50.0% 48.0% 72.4% 64.7% 37.0% 40.0% 50.0%48.5% 2.30 to 2.39 100.0% 25.0% 66.7% 40.0% 66.7% 42.9% 42.1% 46.7% 50.0% 65.2% 43.8% 33.3% 0.0%59.8% 2.20 to 2.29 50.0% 100.0% 100.0% 50.0% 100.0% 0.0% 50.0% 42.9% 50.0% 61.9% 68.8% 77.8% 50.0%65.9% 2.10 to 2.19 0.0% 100.0% 50.0% 0.0% 60.0% 85.7% 42.9% 62.5% 77.8% 76.5% 76.9% 50.0% 0.0%43.6% 2.00 to 2.09 100.0% 100.0% 0.0% 50.0% 0.0% 75.0% 14.3% 57.1% 50.0% 33.3% 30.8% 47.4% 100.0%

100.0% 1.99 or below 100.0% 100.0% 100.0% 100.0%

EnrolleesIncluded

Mean ACT

RetainedYR 1

ACT > 18 and 2.50 HS GPA 86.0% 23.2 75.0% 395 IERC January 101 IERC February496

2007-2009 2010Class Size Reduction, Committee Admits

or Application and Yield Growth

288 (14% of 2010 class)

2007, 2008, 2009 First-time, full-time Freshmen one-year retention percentages by High School GPA and Composite ACT Score

New Freshman Admission Process

Applicants Admits Denied

Undergraduate 2010 2011 2012Diff

12-11%

Change 2010 2011 2012Diff

12-11%


12-11%

ChangeFreshman 9640 9704 10014 310 3.19% 5900 6000 5881 -119 -1.98% 920 926 1128 202 17.91%

Transfer 2443 2643 2364 -279 -10.56% 1235 1417 1277 -140 -9.88% 38 31 39 8 25.81%

Returning 220 209 233 24 11.48% 167 151 161 10 6.62% 1 5 4 -1-

25.00%

Visiting 18 18 21 3 16.67% 8 15 14 -1 0.00% 0 0 0 0 0.00%

Totals 12321 12574 12632 58 0.46% 7310 7583 7333 -250 -3.30% 959 962 1171 209 17.85%

Incomplete Applicants Referred Withdrawn/Cancelled Admission

Undergraduate 2010 2011 2012Diff

12-11%


12-11%


12-11%

Change

Freshman 2780 2717 2780 63 2.32% 1 14 84 70 83.33% 18 33 79 46139.39

%

Transfer 1145 1174 1022 -152 -12.95% 2 7 8 1 14.29% 7 4 8 4100.00

%

Returning 45 52 65 13 25.00% 0 0 0 0 0.00% 4 1 1 0 0.00%

Visiting 8 2 6 4200.00

% 0 0 0 0 0.00% 0 1 0 -1 0.00%

Totals 3978 3945 3873 -72 -1.83% 3 21 92 71 77.17% 29 39 88 49125.64

%

Southern Illinois University EdwardsvilleFall 2012 Application Report-Undergraduate, Graduate and International

Date: April 09, 2012

Springboard Registrations - Freshman Only 2010 2011 2012 Diff 12-11 % Change ACT

Total 1063 925 862 -63 -6.81% 23.38

Gender Male 458 380 356 -24 -6.32% 23.9

Female 605 540 506 -34 -6.30% 22.9Blank 5 -5 0.00%

Ethnicity African Amer 132 129 74 -55 -42.64% 20.3

Amer Ind 14 2 3 1 50.00% 25.6Asian 5 17 15 -2 -11.76% 23.9

Hispanic 24 25 27 2 8.00% 24.0Multiracial 20 26 6 30.00% 22.6sub-total 175 193 145 -48 -24.87%

Caucasian 867 727 709 -18 -2.48% 23.6

No Response 8 8 0.00% 24.8Blank 21 5 0 -5 -100.00% 0.0Total 1063 925 862 -63 -6.81%

Interest

A&S 263 363 250 -113 -31.13% 23.4Business 97 105 94 -11 -10.48% 23.1Education 126 96 89 -7 -7.29% 22.0

Engineering 92 115 117 2 1.74% 25.3Nursing 113 155 161 6 3.87% 22.1

Pharmacy 80 73 76 3 4.11% 25.1Undecided 292 18 75 57 316.67% 22.8

Region Local 334 274 333 59 21.53% 23.6

Chicago 157 137 119 -18 -13.14% 21.7Spfld 0 53 84 31 0.00% 23.0

Other Illinois 488 380 249 -131 -34.47% 23.8Missouri 74 59 69 10 16.95% 23.8

Out of State 10 22 8 -14 -63.64% 24.0International 0 0 0 0.00% 0.0

Total 1063 236 862 626

No Data Available

22.74 in 2011

Update Existing Plan

• Mission, Vision, Values, Goals• Looking Through 2022• Incremental Sustainable Growth• Enhance Student Success• Diversify/Balance Enrollment Base: Academic Level,

Academic Program, Geographic Origin, Disabilities, Ethnicity or Sexual Orientation

• Efficient Use of University Resources: Faculty, Staff, Funds and Facilities



Prepared by the Office of Enrollment Management for the Enrollment Management Council January 2012

1 1a 2 3 4 5 6 7 8 9 10 11 12 13 13a 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 292007 1837 67 72% 1274 NA 63% 1084 NA 31% 525 NA 4721 NA 1103 NA 5096 NA 10,920 40 81% 557 1388 1945 NA 14% 437 4% NA 13531 13531 02008 1902 65 71% 1295 21 60% 1057 -28 30% 516 -9 4770 -16 1112 9 5095 (1) 10,977 57 81% 698 1608 2306 361 17% 512 4% 418 13602 13666 -642009 1912 10 72% 1360 65 61% 1121 64 28% 496 -21 4888 108 1107 (5) 5149 54 11,144 167 80% 515 1770 2285 -21 16% 511 4% 146 13940 13738 2022010 2025 113 72% 1377 17 64% 1208 87 30% 551 56 5161 159 1198 91 4946 (203) 11,305 161 80% 552 1759 2311 26 16% 517 4% 187 14133 14079 532011 2026 1 70% 1418 41 64% 1224 16 34% 637 86 5304 143 1232 34 4995 49 11,428 123 80% 501 1788 2289 -22 16% 518 4% 101 14235 14274 -392012 2000 -26 71% 1438 21 62% 1256 32 34% 650 13 5344 66 1247 15 5045 50 11,637 209 80% 507 1806 2313 24 16% 517 4% 233 14467 14417 502013 2000 0 72% 1440 2 63% 1276 21 32% 648 -2 5364 20 1263 16 5096 50 11,723 86 80% 514 1824 2338 24 16% 517 3% 111 14578 14561 172014 2000 0 73% 1460 20 64% 1280 4 33% 669 21 5409 44 1279 16 5147 51 11,834 111 80% 520 1842 2362 25 16% 517 3% 136 14713 14707 72015 2000 0 74% 1480 20 65% 1300 20 34% 680 11 5460 51 1295 16 5198 51 11,953 119 80% 527 1861 2387 25 16% 517 3% 144 14857 14854 42016 2000 0 75% 1500 20 66% 1320 20 35% 700 20 5520 60 1311 16 5250 52 12,081 128 80% 533 1879 2412 25 16% 517 3% 153 15011 15002 82017 2000 0 76% 1520 20 67% 1340 20 36% 720 20 5580 60 1327 16 5303 53 12,210 129 81% 540 1898 2438 25 16% 517 3% 154 15165 15152 132018 2000 0 77% 1540 20 68% 1360 20 37% 740 20 5640 60 1344 17 5356 53 12,340 130 81% 547 1917 2463 26 16% 517 3% 155 15320 15304 172019 2000 0 78% 1560 20 69% 1380 20 38% 760 20 5700 60 1361 17 5409 54 12,470 130 81% 553 1936 2489 26 16% 517 3% 156 15477 15457 202020 2000 0 79% 1580 20 70% 1400 20 39% 780 20 5760 60 1378 17 5463 54 12,601 131 81% 560 1956 2516 26 16% 517 3% 157 15634 15611 232021 2000 0 80% 1600 20 71% 1420 20 40% 800 20 5820 60 1395 17 5518 55 12,733 132 81% 567 1975 2542 27 16% 517 3% 158 15792 15767 252022 2000 0 81% 1620 20 72% 1440 20 41% 820 20 5880 60 1412 17 5573 55 12,866 133 81% 574 1995 2569 27 16% 517 3% 159 15952 15925 27

% Annual Change 1.00% 1.25% 1.00% 1.25% 1.00% 1.00%

H) Total average annual growth of 1%

Assumptions

E) Increase other returning and continuing undergraduates by 1.0% annually (column 14). This number is derived primarily by increasing transfer retention, re-admission, and part-time undergraduate enrollment. G) Increase new (column 19 - 1.25%) and returning (column 20 - 1.0%) graduate enrollment annually.

A) Assumes new admission process in place and target freshman class size at 2000 beginning fall 2012 (column 1)

C) Assumes historic cumulative continuation rates for preceding FT-FT freshman cohort (columns 4-11)D) Assumes Increase new fall transfer enrollment by 1.25% annually (column 13)

B) Assumes 1% annual increase in first year retention based on new admission process (75% retention rate over past three years for FT-FT freshmen with >18 and 2.5 g.p.a..)

Fall 2012-2022 SIUE Enrollment Model


Why?• Select best prepared students• More likely to retain at higher rates best

outcomes for student• More cost effective to retain than recruit • Establish School and College freshman

targets (direct admission?)• Enhance our ability to manage student

enrollments/progression through programs and majors

• Maintain access for transfers• Housing • Increase demand for SIUE (so we could

increase class size when there is a need)

Stabilize Freshman Class Size at “around” 2000 Students While Increasing Diversity and Preparedness

How?• grow and diversify applicant pool• Invest in targeted and competitive

recruitment initiatives• Continue to offer relevant and first

quality academic portfolio

• Maintain competitive net costs• Outcomes! Outcomes! Outcomes!

(graduation rates, grad school and job placement)

• Continually assess efforts


• Traditional Freshman Cohorts (+ 60)• Continue to grow applicant pool • Stabilize new freshmen class size• Improve first-year retention by 1% or +20 students annually• Compounding retention in years 3 and 4 +40 students annually

• How?• Grow High Achiever/Retainer Yield – Emphasis Academic Programs, URCA,

Study Abroad, Co-Ops and Internships, Kimmel Leadership Opportunities• Develop direct entry options

• Expand geographic reach Chicago, St. Louis Missouri, OVC Cities• Student Success Advisory Council Retention Plan Implementation

Increase Enrollment 140 to 160 Students a year Through 2022


• Transfers (+ 66)• Grow new transfer enrollment by 1% or 16 to 18 students each fall• Increase transfer retention by 1% or 50 students

• 2006 Cohorts (F 217 57% -93 35%) (S 412 66% -140 -55%)

• How?• TAG (Transfer Advising Group) Advisors, Registrar, Admission, Financial Aid, CDC, ISS, ED

Outreach, Marcom, Enrollment Management

• Expand and diversify our base (Chicago and St. Louis Mo.)• Develop direct declaration options• Increased Dual Admission Programs (DAP) - pipeline• Increase formal 2+2 department level partnerships – pipeline

• Engineering, Theatre and Dance, Chemistry

• Develop additional cooperative international programs -pipeline• Student Success Advisory Council Retention Plan

Increase Enrollment 140 to 160 Students Annually Through 2022


• Graduate (+25)• Grow total graduate enrollment by 1% or 25 students each fall• Remain cognizant of the number of graduate students needed to support

undergraduate instruction and current levels of faculty research • How?

• Identify and prioritize under enrolled programs • Enhance recruitment and marketing infrastructure in support of current

departmental efforts • Capitalize on national and international recognition



60+66+25=151Additional Overarching Opportunities

• International Enrollment Commitment• (2011 Task Force Plan 10% growth, 30 to 50 students annually)

• Educational Outreach • (online/off campus - BJC Heath Informatics 20 students per cohort )

• Spring and Summer Entry for First Time Students• Summer 2011 649 Total New Students 65• Spring 2012 710 Total New Students 71


Prepared by the Office of Enrollment Management for the Enrollment Management Council January 2012

1 1a 2 3 4 5 6 7 8 9 10 11 12 13 13a 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 292007 1837 67 72% 1274 NA 63% 1084 NA 31% 525 NA 4721 NA 1103 NA 5096 NA 10,920 40 81% 557 1388 1945 NA 14% 437 4% NA 13531 13531 02008 1902 65 71% 1295 21 60% 1057 -28 30% 516 -9 4770 -16 1112 9 5095 (1) 10,977 57 81% 698 1608 2306 361 17% 512 4% 418 13602 13666 -642009 1912 10 72% 1360 65 61% 1121 64 28% 496 -21 4888 108 1107 (5) 5149 54 11,144 167 80% 515 1770 2285 -21 16% 511 4% 146 13940 13738 2022010 2025 113 72% 1377 17 64% 1208 87 30% 551 56 5161 159 1198 91 4946 (203) 11,305 161 80% 552 1759 2311 26 16% 517 4% 187 14133 14079 532011 2026 1 70% 1418 41 64% 1224 16 34% 637 86 5304 143 1232 34 4995 49 11,428 123 80% 501 1788 2289 -22 16% 518 4% 101 14235 14274 -392012 2000 -26 71% 1438 21 62% 1256 32 34% 650 13 5344 66 1247 15 5045 50 11,637 209 80% 507 1806 2313 24 16% 517 4% 233 14467 14417 502013 2000 0 72% 1440 2 63% 1276 21 32% 648 -2 5364 20 1263 16 5096 50 11,723 86 80% 514 1824 2338 24 16% 517 3% 111 14578 14561 172014 2000 0 73% 1460 20 64% 1280 4 33% 669 21 5409 44 1279 16 5147 51 11,834 111 80% 520 1842 2362 25 16% 517 3% 136 14713 14707 72015 2000 0 74% 1480 20 65% 1300 20 34% 680 11 5460 51 1295 16 5198 51 11,953 119 80% 527 1861 2387 25 16% 517 3% 144 14857 14854 42016 2000 0 75% 1500 20 66% 1320 20 35% 700 20 5520 60 1311 16 5250 52 12,081 128 80% 533 1879 2412 25 16% 517 3% 153 15011 15002 82017 2000 0 76% 1520 20 67% 1340 20 36% 720 20 5580 60 1327 16 5303 53 12,210 129 81% 540 1898 2438 25 16% 517 3% 154 15165 15152 132018 2000 0 77% 1540 20 68% 1360 20 37% 740 20 5640 60 1344 17 5356 53 12,340 130 81% 547 1917 2463 26 16% 517 3% 155 15320 15304 172019 2000 0 78% 1560 20 69% 1380 20 38% 760 20 5700 60 1361 17 5409 54 12,470 130 81% 553 1936 2489 26 16% 517 3% 156 15477 15457 202020 2000 0 79% 1580 20 70% 1400 20 39% 780 20 5760 60 1378 17 5463 54 12,601 131 81% 560 1956 2516 26 16% 517 3% 157 15634 15611 232021 2000 0 80% 1600 20 71% 1420 20 40% 800 20 5820 60 1395 17 5518 55 12,733 132 81% 567 1975 2542 27 16% 517 3% 158 15792 15767 252022 2000 0 81% 1620 20 72% 1440 20 41% 820 20 5880 60 1412 17 5573 55 12,866 133 81% 574 1995 2569 27 16% 517 3% 159 15952 15925 27

% Annual Change 1.00% 1.25% 1.00% 1.25% 1.00% 1.00%

H) Total average annual growth of 1%

Assumptions

E) Increase other returning and continuing undergraduates by 1.0% annually (column 14). This number is derived primarily by increasing transfer retention, re-admission, and part-time undergraduate enrollment. G) Increase new (column 19 - 1.25%) and returning (column 20 - 1.0%) graduate enrollment annually.

A) Assumes new admission process in place and target freshman class size at 2000 beginning fall 2012 (column 1)

C) Assumes historic cumulative continuation rates for preceding FT-FT freshman cohort (columns 4-11)D) Assumes Increase new fall transfer enrollment by 1.25% annually (column 13)

B) Assumes 1% annual increase in first year retention based on new admission process (75% retention rate over past three years for FT-FT freshmen with >18 and 2.5 g.p.a..)

Fall 2012-2022 SIUE Enrollment Model

Academic Excellence – Scholarship Research Productivity

SIUe Scholarship and Research Productivity 2010-2011$29 Million

SIUe faculty and staff have achieved national recognition and distinction as evidenced by their scholarly accomplishment and receipt of extramural research grants and contracts support. This is a vital academic community.

• Academic Instruction and Support $3.5 million• Public Service Projects $17.3 million• Research Funding $8 million


IBHE Peer Extramural FundingInstitution FundingSIUE $ 29,000,000 University of South Alabama $ 28,466,000University of Missouri, Kansas City $ 27,509,000Marshall University $ 22,423,000Oakland University $ 9,465,000East Tennessee State University $ 8,237,000University of North Carolina, Greensboro $ 7,876,000Grand Valley State University $ 6,178,000Western Carolina University $ 3,329,000


Regional University Comparisons National Science Foundation Rankings Institution Funding ($M) RankWashington University 564 21SIUC 67 154Saint Louis University 57 168University of Missouri, Rolla 36 193SIUE 29 208Illinois Institute of Technology 22 230Northern Illinois University 15 255University of Missouri, St. Louis 12 265Illinois State University 6 320University of Illinois, Springfield 1.6 462Western Illinois University 1.5 464Truman State University 0.8 548Eastern Illinois University 0.7 556

Access to Faculty

3% 16%

80%

Who Teaches SIUE Students?

Graduate AssitantsPart-Time FacultyFull-Time Faculty

21

149

164

277

593

565

491

0 100 200 300 400 500 600 700

100 or More

50-99

40-49

30-39

20-29

10-19

1-9

Class Size-Fall 2010

Number of Classes

2,260 courses were offered less than 1% held 100 students or more

92% of the courses offer held less than 50 students

Academic Excellence Access to Faculty

Affordable Excellence

• Lowest tuition and fees of any 4 year institution in the State of Illinois

• $8,864• Out of state for the first year

• $16,575• Declare residency in year 2 and pay a 4 year average

of about• $10,791

Affordable Excellence

UniversityTuition and Mandatory

FeesRoom and

BoardTotal Billed

Costs SIUE

Difference I Year

SIUE

Difference 4 Years

$ 8,864.00 $ 8,051 $ 16,915

Chicago State Univ. $ 9,727.00 $ 8,222 $ 17,949 $ 1,034 $ 4,136

Western IL Univ. $ 9,980.00 $ 8,460 $ 18,440 $ 1,525 $ 6,100

Eastern IL Univ. $ 10,533.00 $ 8,542 $ 19,075 $ 2,160 $ 8,640

Univ. of IL Springfield $ 10,891.00 $ 8,245 $ 19,136 $ 2,221 $ 8,884

SIU Carbondale $ 11,038.00 $ 8,648 $ 19,686 $ 2,771 $11,084

Northern IL Univ. $ 11,854.00 $ 8,452 $ 20,306 $ 3,391 $13,564

Illinois State Univ. $ 12,230.00 $ 9,090 $ 21,320 $ 4,405 $17,620

U of I Chicago $ 15,314.00 $ 9,124 $ 24,438 $ 7,523 $30,092

U of I Urbana Champaign $ 16,656.00 $ 9,468 $ 26,124 $ 9,209 $36,836

Preview 2011

National RecognitionQuality Academic ProgramsEngaged Accessible Faculty

Great Value

250 Million Dollars in Campus Improvements

Excellent Students and Alumni

• Paige St. John 1986 Pulitzer Prize for Investigative Reporting

• Joyce Slocum, 1978 sociology major who is interim president and CEO of National Public Radio

• Bill Plaschke, 1980 graduate with a bachelor of science in mass communications who is a member of ESPN’s Around the Horn program

• Fernando Aguirre, a bachelor of science in business administration and marketing graduate of 1980, who is president and CEO of Chiquita Brands International.

Documents

Strategic Enrollment Planning