Enrollment Management Overview Faculty Senate Fall 2009

Enrollment Management Enrollment management is an on-going institutional process that enables and supports the land grant, research, and outreach mission and strategic plans of the institution Mission Vision Values Identify, achieve and maintain optimum enrollment Contribute to the financial well-being of the institution Lead and support the development and implementation of enrollment management plans Key concepts and phrases Enrollment Management Overview Context Articulate and embrace a common direction Achieve excellence in levels of Access Transition Persistence Graduation

Background – Activities to Date academic year Three campus–wide EM retreats leading to Development of EM Mission, Vision and Values statement Establishment of EM Strategic Planning Workgroup Extensive data and information preparation, review and analysis with initial, preliminary enrollment targets Purchase of Constituent Relationship Management System (CRM) Enrollment Management Overview Context 2008 and earlier Establishment of EM role and division Reallocation of funds for EM, Research and Advancement to focus on revenue enhancement Initiation of articulation agreements with key feeder community colleges Campus representatives participate in Snowbird Institute -- focus on retention academic year EM Review and Advisory Board Retreat: October 2009 Initiated Implementation of CRM Planned 16 Outreach Workshops Identification of preliminary enrollment targets

Overview For on-going communication to sustain an institutional enrollment management effort. Review and Advisory Board (EM RAB) Selected representatives of organizational and constituent groups (40 – 50) Liaison between units and institutional efforts 3 workshops / retreats per year: October, February, and April Strategic Planning Workgroup Selected campus representatives with roles associated with key data and information Leadership and support for unit and institutional efforts Data preparation, analysis and projections Meets on a regular basis /as needed Enrollment Management Overview Infrastructure Assistant Vice President for Enrollment Management Provost /Executive Vice PresidentPresident’s CabinetProvost’s Council

Enrollment Management Targets Enrollment Management -- Target 16, , FTEHeadcountYear

Enrollment Management Targets Growth -- ‘one bite’ (or three years) at a time FTE* 10,300 11,800 13,300 15,000 16, ,000 13,600 15,300 17,200 18,200 + Headcount* Year * -- Fall 10 th day

Growth Opportunities and Priorities Enrollment Management Action Plans and Initiatives Distributed Instruction (Regionals, Distance Education, On-line Offerings, Dual Credit) Diversity Fiscal policies Graduate International Transfers** Success / Retention** Summer Yield** Institutional planning and coordination with defined enrollment targets, specific initiatives, targeted resources and implementation plans are needed in all of the above. ** = areas where the level of institutional planning and coordination is most advanced.

Preliminary – 2012 (3 years) Sustainable annual overall headcount growth of 5% annually U of Idaho = 11, 957 (Fall 2009)  13,600 (2012) Increase new freshmen yield (admitted to enrolled) to at or above peer average (within 3 years) U of Idaho = 44%  Peer average = 49% Increase freshmen to sophomore retention rate to at or above peer average (within 3 years) U of Idaho = 77%  Peer average = 81% Increase new undergraduate transfers by up to 50% (within 3 years) U of Idaho = 669 (Fall 2008)  1000 Increase International enrollment by up to 50%(within 3 years)* U of Idaho = 533 (Fall 2008)  800 * (conditional on establishing presence in China and resolution of ‘use of agents’ issue) Enrollment Management Overview Targets

Growth Opportunities and Priorities - Transfers (selected initiatives) Enrollment Management Overview Action Plans and Initiatives s 11 priority community colleges with articulation agreements with 2 on-site events per campus Expanded and targeted recruitment in Western Washington and Northern California Prospect generation from former prospects and enrolled students accompanied by targeted recruitment campaigns Expanded Campus events including a new Fall recruitment event for students and Spring event for CC advisers and faculty

Growth Opportunities and Priorities -- Success / Retention (selected initiatives) Enrollment Management Overview Action Plans and Initiatives Increased commitment to academic advising and new student orientation Increased support for At risk, general studies and non- declared students Residence hall intervention– early warning system Residence hall live-on requirement

Growth Opportunities and Priorities – Yield (selected initiatives) Enrollment Management Overview Action Plans and Initiatives Analysis and ‘grading’ of prospect pool to effect recruitment and marketing efforts ( with targeted segments including Legacy, Treasure Valley, and Hispanics) Develop transition plans to shift recruitment cycles earlier (up to six months) and engage student affairs and academic affairs staff earlier with admitted students Propose controls (deadline(s) and or admission closures) to limit freshmen applications Purchased and implementing Customer Relationship Management (CRM) system

Breakfast for Progress -- Discussion and feedback Three key questions EM Outreach workshops (15 currently scheduled) November 2009 – February 2010 EM Review and Advisory Board Workshops (3 annually) February 17, 2010 April 14, 2010 EM Strategic Planning Workgroup Regular meetings Enrollment Management Campus Engagement in Enrollment Management