Strategic Enrollment Planning

1. Strategic Enrollment Planning UPBC Presentation April 13, 2012 • Update on New Admission Process • Update on Enrollment Management Planning

2. Strategic Enrollment Planning Enrollment 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

3. 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

4. New Freshman Admission Process

7. Strategic Enrollment Planning 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

8. Strategic Enrollment Planning

9. Fall 2012-2022 SIUE Enrollment Model

10. Strategic Enrollment Planning 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 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)

11. Strategic Enrollment Planning 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

12. Strategic Enrollment Planning 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

13. Strategic Enrollment Planning 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 Increase Enrollment 140 to 160 Students a year Through 2022

14. Strategic Enrollment Planning 60+66+25=151 Additional Overarching Opportunities International Enrollment Commitment (2011 Task Force Plan 10% growth, 30 to 50 students annually) Educational Outreach (online/off campus - BJC Heath Informatics 20students per cohort ) Spring and Summer Entry for First Time Students Summer 2011 649 Total New Students 65 Spring 2012 710 Total New Students 71 Increase Enrollment 140 to 160 Students a year Through 2022

15. Fall 2012-2022 SIUE Enrollment Model

16. 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

17. Academic Excellence – Scholarship Research Productivity IBHE Peer Extramural Funding InstitutionFunding SIUE $ 29,000,000 University of South Alabama $ 28,466,000 University of Missouri, Kansas City $ 27,509,000 Marshall University $ 22,423,000 Oakland University $ 9,465,000 East Tennessee State University $ 8,237,000 University of North Carolina, Greensboro $ 7,876,000 Grand Valley State University $ 6,178,000 Western Carolina University $ 3,329,000

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

19. Access to Faculty

20. Academic Excellence Access to Faculty

21. 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

22. Affordable Excellence

23. Preview 2011 National Recognition Quality Academic Programs Engaged Accessible Faculty Great Value 250 Million Dollars in Campus Improvements

24. 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.