STRATEGIC ENROLLMENT MANAGEMENT

1. STRATEGIC ENROLLMENT MANAGEMENT Campus Information Sessions January 28 – February 1, 2019 Mike Licari Provost and Vice President for Academic Affairs Steve Neiheisel Interim Vice Provost for Strategic Enrollment Management

2. Agenda • Welcome • ‘State of Enrollment’ • Vision • Strategies • Targets • Initiatives • Next Steps

3. State of Enrollment SEM Council • Formed in late August 2018 • Initial meeting – September 21 - videos • “Building the Airplane while Flying”, “Choose Wisely” and “Focus” • Weekly meetings – alternating between • Short term (Fall 2019) and Long term (Fall 2020 and beyond) • Workshops (SEM Council + Deans) • 2 short term and 2 long term • Initiative Workgroups

4. State of Enrollment SEM Council – Membership ISU-SEMCouncil@indstate.edu • Santhana Naidu – Marketing • Dom Nepote – Finance and Admin • Steve Neiheisel – SEM - chair • Samantha Penney – Extended Learning • Donna Simmonds – Financial Aid • Brien Smith – College of Business • Lisa Spence-Bunnett – CIO • Richard Toomey – EM • Sarah Wurtz - Scholarships • Lynn Larimer – SEM - staff support • Denise Collins – Grad and Prof Studies • Bob Guell – Faculty • Tim Hawkins – Faculty Senate • April Hay - Registrar • Melissa Hughes - Admissions • Amanda Knerr – Residential Life • Linda Maule – University College • Patty McClintock – Inst. Research • Chris McGrew - Global Engagement • Andy Morgan – Dean of Students

5. State of Enrollment SEM Council -- Activities LONG TERM • Workshops • Planning • Campus Engagement • Initiatives • Targeted for Fall 2020 and beyond • Four (4) year plan (2020 – 2023) • Two year segments with biennial update • Target for completion – September 2019 SHORT TERM • Workshops • Factors and Influencers • Projections and Forecast • Initiatives • Targeted for Fall 2019 • Monitoring • Admissions • Registration

6. State of Enrollment Trends 2008 - 2014 Significant enrollment growth Positive factors • Expanded outreach • Construction • Student Recreation Center • Residence Hall improvements • Illinois dysfunctional higher education • Saudi student influx • 21st Century Scholars Total enrollment headcount (includes non-degree) • Fall 2008 = 10,457 • Fall 2010 = 11,494 • Fall 2012 = 12,114 • Fall 2014 = 13,138 Increase between ’08 –’14 = 2,681

7. State of Enrollment Trends 2015 -2018 Stalled, then Declined with a Change in ‘Mix’ (undergrad / grad excluding non-degree) Tuition rates – on campus • Resident decline 1061 • Non-resident decline 517 • Reduced non-resident increase 360 Instructional location • On–campus decline 1218 • Online increase 603 • Overall decline 615 Total enrollment - headcount Fall 2015 = 13,015 Fall 2016 = 12,933 Fall 2017 = 12,977 Fall 2018 = 12,400 Decline since 2015 = 615

8. State of Enrollment Factors / Influencers - Fall 2019 Negative (19 from SEM Council) • Illinois scholarship program • Flagships targeting middle class • Demographics decline • 21st Century scholar declines • Larger graduating classes • Compounding effect of declines Positive (20 from SEM Council) • New President • SEM initiatives • Brand refresh launch • Online cost of attendance • Campus facilities - construction • Honors college growth Slightly pessimistic overall assessment from SEM Council and Deans

9. State of Enrollment Fall 2019 Forecast Factors • Project decline in new on-campus undergraduates • Increase in degrees awarded • Smaller freshmen class continuing on as sophomores Forecast (as of November 2018)* Likely Fall 2019 headcount enrollment range: down 375 to 600 ( - 3.0% to - 5.0%) * Monitoring Spring enrollment and Fall admissions – next update in early February

10. Vision Fall 2020 – Fall 2023 Steady and stable revenue and enrollment growth • Student success Enhance a regional and national identity of student success • Student populations Grow targeted populations and maintain challenged populations • Finances Grow based on degree-seeking student credit hours; NOT headcount

11. Vision Fall 2020 – Fall 2023 Student Success -- Consistent and steady increases • Retention • Graduation • Employment / continued education Finances – Steady and stable growth based on degree-seeking student credit hours Student Populations -- Maintain* • Direct from High School • Diversity * projected Fall 2019 declines Student Populations -- Growth • Transfers • Graduate • Online • International

12. Strategies Alignment • Academic Programs and Offerings – balanced / intersect • Student interests and expectations • Employment opportunities and market demand • Cost / revenue • Resources – redirect, restructure, realign to recognize and support SEM priorities • Personnel – roles, responsibilities and job descriptions • Fiscal – allocations and expenditures • Facilities / Capital

13. Strategies Information • Information Technology / Systems • Identify and move toward best practices • Integrate and update to support efficient operations, quality services and analytics • Analytics • Identify and move toward best practices • Expand the use to provide for and support: • Informed decision-making • Performance assessment • Effectiveness of services and practices

14. Strategies Constituent Services for Student Success • Academic • Enrollment • Financial • Co-curricular • Student success centric: policies, processes, workflow and participation that is student facing and focused • Personalized, high quality, and comprehensive while recognizing differences among population segments • On-line/ web-based self-service when possible; complemented by timely, responsive, personal service, follow-up, and problem resolution

15. Targets Student Success • Retention and Graduation Rates • Increase at least 3% (institutional) • Reduce the gap for selected populations (e.g. ethnic / minority; low income; gender) • Identify distinct targets based on enrollment characteristics (on vs. off-campus; undergrad vs. grad; class level) • Employment / Continued Education Rates • Increase at least 2% (institutional) Finances – Steady and stable growth based on degree-seeking student credit hours

16. Targets Student Populations Growth • Transfers (new) -- 10% annual 50% over 4 years • Graduate (new) -- 5% annual 25% over 4 years • Online (total) -- 10% annual  50% over 4 years Maintain* • Direct from High School – return to Fall 2018 level (2400 headcount) • Diversity – return to Fall 2018 level (25% of total enrollment) * projected Fall 2019 declines

17. Targets Finances At least 3% annual growth based on degree-seeking student credit hours

18. Initiatives Current Established workgroups and charges • Targeted academic program growth (2019) • Identify opportunities for growth including new programs and multi-year cycles for market identification and development, including international. • Flexible on-line course scheduling (e.g. 8 week on-line courses) • Explore additional flexible scheduling options to support interests and needs of on-line students • Persistence (Definition: term-to-term tracking and follow-up) (2019) • Systemic processes each semester to address holds and encourage / follow-up on enrollment during priority registration and prior to leaving during the current term

19. Initiatives Current Established workgroups and charges • Financial aid leveraging (2019) Definition: identifying, targeting and delivering aid dollars to support improved yield for new students and improved retention for current students) • Introduce a more comprehensive analysis of current practices to consider: • Increases support for need based aid • Identifying and adjusting aid based on price elasticity factors • Admissions standards • Review and adjust admissions standards with supporting adjustments in services to improve both yield and retention. Specific components currently under consideration include: • Finalize new Freshmen Admission standards • Ivy Tech / Community College partnerships • New Student Assessment and Placement for scheduling and services

20. Initiatives Current Established workgroups and charges • Predictive modeling (2019) Definition: identifying students most likely to enroll or continue and targeting limited resources to support their enrollment efforts) • Expand current model (Admit  Enroll) to include a 2nd model (Application  Admit) • Expand current model to include multiple retention versions (each class level) • Information systems / technology Initiate review and analysis of current environment with recommendations and changes to support enrollment management activities. Current efforts include: • Documentation of existing systems, software and resources / personnel • Document existing business processes • Define desired benchmarks for business success

21. Initiatives Future New workgroups and charges to be identified • Resources • Personnel • Fiscal • Facilities/ capital • Constituents’ Services • Academic • Enrollment • Financial • Co-curricular • Analytics

22. What’s Next What’s Next • Information sessions participants: COMPLETE SURVEY • Share the word – SEM needs broad campus participation and engagement • SEM Council reviews survey results and identifies next steps • Contribute to / support efforts to improve Fall 2019 enrollment • Think about when and how you can connect, contribute and support the SEM effort going forward