bot retreat april 2013 final1

Focus on the FutureUSM Board of Trustees‘ Retreat

Looking Back

Today‘s Conditions

Focus on the Future

Overview

History & Background

It is wisdom to

pause, to look back

and see by what

straight or twisting

paths we have arrived

at the place we find

ourselves.‖- Mother Xavier Ross

History & Background Fiscal Years 2000-2005

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

2000 2001 2002 2003 2004 2005Revenue Expenses Special Gift

Expenditures exceeded

revenues by $3.3 million.

Expenditures will exceed

revenues by $1.8 million.

Operating Results

2006 Strategic Plan

A new focus: Health Sciences and Fiscal Stability

Health Sciences

2006 Strategic Plan

2006 Strategic Plan

Nursing Programs

Traditional on-campus BSN

RN-to-BSN

Accelerated BSN

MSN

Health Sciences

2006 Strategic Plan Health Sciences

0

50

100

150

200

250

Fall '09 Fall '10 Fall '11 Fall '12

RN-to-BSN

Pre-nursing

Accel. BSN

UG Nursing

Nursing Programs Enrollment

2006 Strategic Plan

Stefani Doctor of Physical Therapy

Director Mark Horacek

hired in August 2009

Health Sciences

Program granted CAPTE

candidacy in May 2012.

2006 Strategic Plan

DPT Program Enrollment

Health Sciences

0

20

40

60

80

100

120

SU '12 SU '13 SU '14

Projected

Projected

2006 Strategic Plan

Health Information Management (HIM)

Director Don Kellogg hired in

March 2012

In accreditation candidacy status

with CAHIIM (HIM program

accrediting body)

Health Sciences

2006 Strategic Plan

HIM Program Enrollment

Health Sciences

0

2

4

6

8

10

12

14

16

18

20

Fall '12 Fall '13 Fall '14Projected

Projected

2006 Strategic Plan

Total Health Sciences Enrollment

Health Sciences

0

50

100

150

200

250

300

350

Fall '09 Fall '10 Fall '11 Fall '12

RN-to-BSN

Pre-nursing

UG Nursing

Accel. BSN

DPT

HIM

2006 Strategic Plan

Growth in Related Science Programs

Biology is now the second most

popular major at USM, behind only

nursing

Med School success stories:

John Cothern and Tawana Evans

Health Sciences

Fiscal Stability

2006 Strategic Plan

2006 Strategic PlanFiscal Stability

Operating Results (FYE 2006-2013)

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

20,000,000

22,000,000

2006 2007 2008 2009 2010 2011 2012 2013Revenue Expenses Special Gift

Expenditures exceededrevenues by $1.5 million.

Revenues exceededexpenditures by $447,000.

Expenditures will exceedrevenues by $1.1 million.


Undergraduate Main Campus Enrollment Growth

0

50

100

150

200

250

300

350

400

450

500

550

2005 2006 2007 2008 2009 2010 2011 2012Fall Semester

FRESHMEN

NEW TRANSFERS

116 Freshmen

Total Full-Time, Main Campus Enrollment hasincreased by 181, or 50%, from Fall 2005 to 2012.

TOTAL

199 Total New Students

2006 Strategic Plan

Total EnrollmentFiscal Stability

0100200300400500600700800900

1,0001,1001,200

2005 2006 2007 2008 2009 2010 2011 2012Fall Year

839

1,047993

1,073

957886

1,189

Doctorate

FT Undergraduate

PT Undergraduate

OPC Grad

All Online

Online Program began in FYE 2007.

Total student headcount increased by 372,or 46%, from Fall 2005 to Fall 2012.

817


Other New Programs

Cheer & Dance – Nearly 20 new students

Cross Country/Track & Field – Over 30 new students

Online Programs


Online Programs Enrollment

0

50

100

150

200

250

300

350

400

Fall '09 Fall '10 Fall '11 Fall '12 Fall '13

Projected


Fall 2012 Enrollment Populations

573

151

150

116

162

37

FT Undergraduate

PT Undergraduate

Online Undergraduate

OPC Graduate

Online Graduate

Doctorate

Full-Time Undergraduate enrollmentis about 48% of total enrollment for

the Fall 2012 Semester.

Graduates

Undergraduates


01,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,0008,000,0009,000,000

10,000,00011,000,00012,000,00013,000,00014,000,00015,000,00016,000,00017,000,000

2006 2007 2008 2009 2010 2011 2012 March 2013Restricted Unrestricted Transfer

The restricted endowment portion has increased from $6.1 million to $12.6

million, or 107%, from FYE 2006 to March $3.4 million

$16,407,221

Endowment Growth

2006 Strategic PlanImproved Facilities

McGilley Field House Berkel Residence Hall

New Construction

2006 Strategic PlanImproved Facilities

Renovations

Mead HallNursing

Student Services

Berchmans HallHealth Sciences

REFOCUS

2011 Strategic Plan

Health Sciences

Improved Retention

Facilities and Technology Infrastructure

2011 Strategic PlanImproved Retention

Improving Retention Rates

First-time Full-time Freshmen

Fall 2011 – 52%

Fall 2012 – 65%

Fall 2013 goal – 70%

2011 Strategic PlanImproved Retention

Athletes‘ GPA

Athletes with a

GPA above 3.0

Fall 2010: 50%

Fall 2012: 61%

Athletes with a

GPA below 1.9

Fall 2010: 15%

Fall 2012: 8%

2011 Strategic PlanFacilities and Technology Infrastructure

Berchmans as Health Sciences Headquarters

Utilizing ‗The Cloud‘

Classroom Technology

FOCUSon

TODAY

Current Environment

Massive Open Online Courses

MOOCs

MOOCs

What are they?

New web-based tools/ ―platforms‖

What distinguishes them from traditional classes

and makes them attractive?

Unlimited enrollment, name recognition, and

cost – they are free!

MOOCs

Four Comments on Those Observations

1. The originators are not accrediting their own courses

2. The originators were individual professors

3. Remaining free is not going to be sustainable

4. The completion rate is between 5% and 10%

MOOCs

Three Explanatory Notes

1. Most are asynchronous

2. A few are moving in a synchronous direction

3. Completion rate at 5% to 10%

MOOCs

Who Are They?

Coursera

edX

Udacity

MOOCs

The Promise and the Apparent Reality of MOOCs

MOOCs will transform teaching and learning

―The revolution is not about IT. It is about teaching

and learning.‖

MOOCs

The Promise and the Apparent Reality of MOOCs

Although still a ―moving target‖ and not fully

matured, MOOCs are not proving to be a disrupter, but

rather ―just one spice among many online education

spices.‖

The challenge of picking what spice or spices to use

MOOCs

Who Are the Biggest Users of MOOCs?

People living outside the US

Among US students:

– Non-traditional students

• Not enrolled in a degree program

• Seeking to enhance their skills

• Just intellectually curious

MOOCs

What Schools are Most Likely to be Affected, If Any?

Potentially most affected: small, marginal, independent colleges

Least likely: selective, well-established independent colleges

Somewhere in the middle: the publics, including community

colleges

The California State University System Experiment

MOOCs

Some Unresolved Issues

Where do MOOCs appear to be heading?

Political pressure to expand educational opportunities and

contain costs – will MOOCs fill the bill?

The illusion of name brand

Future costs

MOOCs

Other Considerations

Employer Responses

Accreditors

State Authorization

MOOCs

MOOCs May Already Be Yesterday‘s News

A note on competency-based learning

What is it?

What are its potential advantages?

Western Governors University

Southern New Hampshire University

What are the potential liabilities?

MOOCs

Recommended Resources

―What you need to know about MOOCs‖ on the Chronicle of Higher Education websitehttp://chronicle.com/article/What-You-Need-to-Know-About/133475

Current EnvironmentStudent Loan

Bubble Putting

Hundreds of

Colleges at Risk— Business Insider | August 2012

Colleges take extreme cost-cutting measures— CNN Money | March 2012

Does It Still Make

Sense to Borrow to

Pay for College?— The Daily Ticker | April 2012

Strategic EnrollmentTraditional Enrollment Planning

Annual Scope

Focus on the Admissions Department

Administration

AthleticsAdmissions Academics

Strategic EnrollmentFiscal

Plan

Enrollment

Plan

Research

Plan

Facilities

Plan

Technology

Plan

Fundraising

Plan

Academic

Plan

Student Affairs

Co-Curricular Plan

MISSION

Strategic Enrollment

Welcome Rob Baird

The Imperative of Strategic Enrollment Planning

Rob Baird

Senior Vice President and Principal

Why Plan?

What will be necessary to change in our enrollment processes, priorities and

systems to achieve our enrollment goals and respond to the institutional strategic

plan within an ever changing environment?

Increasing enrollment? Improving gross and net revenue? Filling under enrolled programs? Improving geographical representation? Improving diversity Improving retention Attracting better qualified students

(more likely to persist) Improving efficiency and effectiveness of operations? Determining and responding to program demand locally, regionally, and/or

nationally Improving awareness, image, and perception of the institution? Professional staff development and ongoing training in state-of-the-art enrollment

management practices? Introducing and enhancing the ‘breakthrough enrollment technologies and

systems?” Other

Key Questions to Consider

My institution has a written, long-

range strategic enrollment plan

Percent of respondents in agreement

Type of institution YesYes and it’s of

excellent quality*

Four-year private 69.5% 18.0%

Four-year public 64.6% 23.1%

Two-year public 61.4% 4.5%

*Indicates the percentage of respondents

who rated the quality of their plan “excellent”

as opposed to “good,” “fair,” “poor,” or “no” (nonexistent)

© 2011 Noel-Levitz, Inc.2011 Marketing and Student Recruitment Practices at Four-

Year and Two-Year Institutions

Nearly 40 years; 60+ consultants; 500 years experience; 2,700 campuses served

Noel-Levitz Partnership Funnel

Understanding the changing landscape

Six megatrends facing higher education

Enrollment growth will slow

Demographic shifts

Retention and completion pressures

will intensify

Changing economic model

Impact of technology on

communicating with students

Managing new learning modalities

Higher education’s compounded annual growth rates is expected to drop by 39 percent

from 1.8 to 1.1 percent

5.6% 1.1%

1963-1980 1980-2009 2009-2020

1.8%

NCES Projections of Education Statistics to 2020 ( 2011); p. 62

We are at the beginning of a long slump for future freshman classes

4,200,000

4,300,000

4,400,000

4,500,000

4,600,000

2008 2010 2012 2014 2016 2018 2020 2022

Data Source: Population Projections Branch of the U.S. Census Bureau

Projected Number of 18-Year Olds: United States

$75,486$68,961

$39,538 $38,500

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

Asian White Hispanic African American

Hispanic and African American families have median incomes that are approximately 57 percent of white

families

Trends in College Pricing, 2011. © 2011. The College Board.

Reproduced with permission. www.collegeboard.com.

http://www.collegeboard.com/

Projected percentage change in the number of public high school graduates, by state: School years 2007-08 through 2020-21

Source: IES

† In-state institutions receiving the

largest number of in-state

freshmen.†† Competition factor equals

college continuation rate less

number of students migrating and

the three in-state institutions

receiving the largest number of in-

state freshmen.

Kansas: The competition factor32,289 high school seniors / 2012-13*

67 institutions of higher education**

64.7% college continuation rate (20,891)***(ranks 17th among states)

15.6% leave the state to go to college (3,262)****(ranks 31st among states)

Three Largest Institutions†***** Number of In-state Freshmen*****

Kansas State University 2,763

University of Kansas 2,467

Johnson County Community College 1,445

10,954 students ÷ 64 institutions = 171 students per institution††

Sources:

*Western Interstate Commission for Higher Education, Knocking at the College Door, 2012

**The Chronicle of Higher Education, 2012

***Postsecondary Education Opportunity, Chance for College by Age 19 by State 1986-2010, 2013

****Postsecondary Education Opportunity, Interstate Migration of College Freshmen 1986-2010, 2012

*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)








state freshmen.

Sources:

*Western Interstate Commission for Higher Education, 2008


***Postsecondary Education Opportunity, 2010

****Postsecondary Education Opportunity, Interstate Migration Data, 2010


Missouri: The competition factor

65,304 high school seniors / 2011-12*


60.0% college continuation rate (39,182)***(ranks 33rd among states)

17.7% leave the state to go to college (6,933)****(ranks 29th among states)


University of Missouri – Columbia 4,297

Missouri State University – Springfield 2,279

Ozarks Technical Community College 2,037









state freshmen.

Sources:






Nebraska: The competition factor21,176 high school seniors / 2011-12*


65.5% college continuation rate (13,870)***(ranks 18th among states)



University of Nebraska – Lincoln 3,189

University of Nebraska at Omaha 1,539

Southeast Community College Area 1,082









state freshmen.

Sources:






Texas: The competition factor279,129 high school seniors / 2011-12*


56.9% college continuation rate (158,824)***(ranks 41st among states)



Texas A & M University – College Station 7,809

The University of Texas at Austin 6,368

The University of Texas at San Antonio 4,721


• 60 percent of all four-year institutions want larger freshman classes

• 56 percent of all four-year colleges want better freshman classes

• 52 percent want a more ethnically diverse student body

Institutions are facing never-ending expectations

Miles from home

4.8%6.2%

26.3%

17.4%

31.4%

14.0%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

5 or less 6 to 10 11 to 50 51 to 100 101 to 500 Over 500

© 2012 The Regents of the University of California. All Rights Reserved.

Percentage of students satisfied or very satisfied with their

overall experience

© 2011 Noel-Levitz, Inc.2011 National Student Satisfaction and Priorities Report

57%

54%

61%

53%

48%

50%

52%

54%

56%

58%

60%

62%

Four-year privates

Four-year publics

Community colleges

Career schools

College choice trends

Importance factors in the decision to enroll

Four-year private enrollment factors

Item 2009-10 ImportancePercentage

1994-95 Importance Percentage

Shift

Financial aid 81.0% 75.9% 5.1%

Academic reputation 78.8% 78.9% -0.1%

Cost 74.3% 67.5% 6.8%

Personal attention prior to enrollment 64.6% 60.5% 4.1%

Geographic setting 57.4% 53.3% 4.1%

Campus appearance 57.4% 51.8% 5.6%

Size of institution 56.4% 65.1% -8.7%

Recommendations from family/friends 42.7% 39.9% 2.8%

Opportunity to play sports 26.7% 24.6% 2.1%

© Noel-Levitz, Inc.The National Student Satisfaction and Priorities 15-Year Trend Report: Four-Year Private Colleges and Universities

What content matters most to them at this point?

1. A list of academic programs or degrees2. Cost/tuition/fees3. Academic program details4. Admissions requirements5. Financial aid6. Scholarships7. Student life8. Career options9. Student activities10. Ways to connect with admissions

© Noel-Levitz, Inc.E-Expectations 2010: Focusing Your E-Recruitment Efforts to Meet the Expectations of College-Bound Students

Impact of the economic crisis on student

college planning

• 46% report that the current economic crisis has caused them to reconsider the schools to which they apply or

may attend (up from 34% last year)

– Avoiding private school options—26% (11%)

– Commuting instead of living on campus—25% (13%)

– Working while going to school—25% (21%)

– Attending a community or technical college—19% (21%)

– Vo-tech instead of traditional—4% (2%)

– Part-time attendance instead of full-time—1% (7%)

– Not attending college at all—1% (2%)

© Noel-Levitz, Inc.

E-Expectations Report: Focusing Your E-Recruitment Efforts to Meet the Expectations of College-Bound Students

What is the highest academic degree you intend to obtain?

1.0% 0.1% 0.4%

21.4%

42.0%

19.1%

10.2%

4.2%

0.2% 1.3%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

NoneVocational certificateAA BA, BS MA, MS PhD or EdDMD, DO, DDS, DVM JD BD or MDIV Other


Number of other colleges applied to for admission this year

12.2%

8.8%

11.7%

14.7%13.3%

10.5%

7.9%

16.4%

4.6%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

None 1 2 3 4 5 6 7 to 10 11 or more


The college attended is the student’s…

57.9%

27.0%

9.7%5.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

First choice Second choice Third choice Less than third choice


Can you think of a specific school you have taken off your list because of the experience you had with the Web site?

Why pay close attention to your Web site?

Yes 24%Noel-Levitz, E-Expectations survey of 1,043 college-bound seniors ©2010

Approximate cost to maintain admissions Web presence

© 2012 Noel-Levitz, Inc.2012 E-Recruiting Practices and Trends at Four-Year and Two-Year Institutions

Mobile gap

52% of college-bound students have looked at a college Web site

on a mobile phone or tablet

Less than 40% of colleges offer Web sites that are optimized

for mobile browsing

© 2012 Noel-Levitz, Inc.2012 E-Recruiting Practices and Trends at Four-Year and Two-Year Institutions

Benchmarks for Admissions and Marketing

Effective search campaigns include multiple contacts. Sending a search mailer and waiting

for a response typically does not work with today’s prospective students.

© 2011 Noel-Levitz, Inc.2011 Marketing and Student Recruitment Practices at Four-Year and Two-Year Institutions

Cost to recruit a single student

*Limited sample size for this sector.

© 2011 Noel-Levitz, Inc.2011 Cost of Recruiting an Undergraduate Student: Benchmarks for Four-Year and Two-Year Institutions

$1,364

$342

$37

$2,185

$457

$108

$3,172

$642

$313

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

Four-year private Four-year public Two-year public*

25th percentile Median cost 75th percentile

Median number of new students enrolled per FTE employee in recruitment or admissions

*Limited sample size for this sector


33

117

328

0

50

100

150

200

250

300

350


Median number of new students enrolled per FTE outreach employee

*Limited sample size for this sector.


57

256

533

0

100

200

300

400

500

600


Marketing and

Recruitment Plan

Develop annual and long-range as well as retention and recruitment plans –for each market segment

What is What is strategic

enrollment planning (SEP)?

Strategic Enrollment Planning …

• Involves the campus in identifying, prioritizing, implementing, evaluating, and modifying enrollment strategies and goals within a changing environment in order to effectively and efficiently :

Realize the institution’s mission and vision, and

Support the institution’s capabilities to recruit and maximally serve students currently and in the future.

Effective organization models

Strategic plan

Mission

Vision

InstitutionalEffectiveness

Strategic Enrollment Plan

KPI

Strategies

EnrollmentGoals

Annual Plans

Marketing RecruitmentSuccess and Completion

(PPRC/G)

The value of not planning

The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.

“

“

John PrestonBoston College

How does the strategic enrollment planning model differ from the traditional planning model?

Strategic Planning=

Align organization withits environment

to promote stabilityand survival

Traditional Planning=Set goals thendevelop steps toachieve those goals

• Provides realistic quantifiable goals• Uses a return-on-investment (ROI) and

action item approach• Aligns the institution’s mission, current

state, and changing environment to foster planned long-term enrollment and fiscal health

Strategic enrollment planning is continuous and data-informed

Connects your goals to:

• Product (academic, co-curricular, services, support)

• Place (on-site, off-site, online, hybrid)• Price and Revenue

(tuition, fees, discounts, incentives)• Promotion (marketing, recruitment,

Web presence)• Purpose and Identity

(mission, distinctiveness, brand)• Process (data-informed,

integrated planning)

Strategic enrollment planning

Integration of all elements of SEM as part of the development of a Strategic Enrollment Management

PlanSEP

• Academic Plans

• Marketing Plan

• Student Success Plan

• Recruitment Plan

Target new student

enrollment goals or new market

penetrationPPRC/G

Start, Grow, Maintain, Eli

minate programs

Linking internal and external

communications

Strategic enrolment Plan

Organizing for strategic planning

Institutional Strategic Plan

Strategic Enrollment Plan

Recruitment Planning

Committee

Marketing Planning

Committee

Retention Planning

Committee

Clear goals

Key strategies

Detailed Action Plans

Objectives

Timetables

Responsibility

Budgets

Evaluation

Communication is key to success

• Preparation• Data Collection• Key Performance Indicators• Situation Analysis

Phase One: Data Analysis

• Strategy Development• Tactics Identified• Strategy Prioritization

Phase Two:Strategies

• ROI Considerations• Enrollment Projection• Goal Setting• Finalize Written Plan

Phase ThreeEnrollment Goals

• Implementation of Plan• Form Strategic EM Council

Phase Four:Implementation

Introduction to the SEP phases:

Sample Table of Contents for the finalized SEP plan

Introduction and Executive Summary

Organizational Structure for Planning and Foci

Situation Analysis

Mission, Vision, Key Performance Indicators, Planning Assumptions,

Strategies and Priorities for action

Enrollment goals, projections, and return on investments

Future structure to monitor enrollment management

Summary

Key Performance Indicators

Enrollment

External

Market demand

Selectivity

DiversityTrue Capacity

Pricing and Net Costs

Persistence &

Graduation

Experience &

Engagement

Possible indicators

Strategic Enrollment Management Council (SEMC)

Goals

• Assesses progress towards goal obtainment

KPI

• Monitors KPIs

Strategy

Implementation

• Sets priorities and budget dollars linked to priorities to accomplish goals

Typical elements in a strategic enrollment plan

• Resources• Dollars

• Time

• Staff

• Technology

• Expected level of strategy impact• Priority to accomplishing enrollment

projection• Campus readiness for implementation

ROI strategy analysis

A multi-year tool should have the ability to model the following items:

• Enrollment (first-year, transfer, full-time, part-time, etc.)• Direct cost – tuition and fees (sometimes room and/or board)• Residency• Retention• Revenue and institutional aid annualization/realization

− Annualization factors adjust for revenue due to mid-year attrition (i.e., who you lose after fall and pick up in spring)

− Annualization factors allow you to estimate annual revenues and expenditures from fall term enrollment

− For example, if the presence of one freshman in the fall term indicates that you will collect 99% of an FTE annual tuition (when in-year attrition and subsequent term enrollees are considered), the annualization factor for tuition revenue for freshmen would be 99%

• Model institutional aid (funded and unfunded), discount rate, and net revenue by class as well as on the aggregate

Scenarios provide comparisons

© Noel-Levitz, Inc. All rights reserved

Noel-Levitz UniversityCurrent Date:

February 28, 2012

Last Modified Date: Enrollment Projections Combining All Scenarios

January 30, 2011

Model #1: Full-time/Bachelors

Fall of 2010 Fall of 2011 Fall of 2012 Fall of 2013 Fall of 2014 Fall of 2015 Fall of 2016 Fall of 2017 Fall of 2018 Fall of 2019 Fall of 2020

Freshmen 458 462 463 463 463 463 463 463 463 463 463

Sophomore 270 300 305 306 306 306 306 306 306 306 306

Junior 220 228 247 252 253 253 253 253 253 253 253

Senior 228 232 240 255 261 262 262 262 262 262 262

Total 1,176 1,222 1,255 1,276 1,283 1,284 1,284 1,284 1,284 1,284 1,284

Scenario #2: 5% increase in new; 5% increase in retention


Freshmen 458 462 471 486 503 520 539 558 578 600 622

Sophomore 270 300 329 337 346 356 366 377 388 400 413

Junior 220 228 248 269 276 282 290 297 305 314 323

Senior 228 232 242 260 278 286 292 299 306 313 321

Total 1,176 1,222 1,290 1,352 1,403 1,444 1,487 1,531 1,577 1,627 1,679

Scenario 3: 5% new student every other year; plus 5% retention increase in 2012; 1% in 2013, 2% in 2014


Freshmen 458 462 463 476 478 492 494 508 511 526 544

Sophomore 270 300 328 313 323 320 327 328 335 338 346

Junior 220 228 247 267 259 265 264 268 271 275 278

Senior 228 232 241 258 273 270 274 275 277 281 283

Total 1,176 1,222 1,279 1,314 1,333 1,347 1,359 1,379 1,394 1,420 1,451

Factoring in Financial Aid


2009-2010 2010-2011 2011-2012 2012-2013 2013-2014

Actual Projected Projected Projected Projected

Total Enrollment 2367 2536 2625 2760 2923

Tuition revenue $43,769,546 $49,307,508 $53,364,871 $58,856,214 $65,384,548

Required fee revenue $1,576,470 $1,846,357 $1,930,236 $2,129,487 $2,365,672

Room/board revenue $15,208,685 $16,581,903 $18,066,523 $19,988,345 $22,202,265

Other charges $443,767 $0 $0 $0 $0

Total revenue $60,998,468 $67,735,768 $73,361,630 $80,974,046 $89,952,485

Unfunded gift aid - tuition $16,636,731 $20,337,206 $22,943,014 $26,558,534 $29,017,554

Unfunded gift aid - room/board $0 $0 $0 $0 $0

Funded gift aid $3,437,548 $2,975,000 $2,975,000 $2,175,000 $2,175,000

Total institutional gift $20,074,279 $23,312,206 $25,918,014 $28,733,534 $31,192,554

Employee dependent waivers $1,863,153 $1,812,496 $1,652,158 $1,510,827 $1,474,210

Net Tuition Revenue (NACUBO) $25,271,737 $27,841,659 $29,377,093 $32,252,167 $36,557,666

Overall unfunded net revenue $42,498,584 $45,586,066 $48,766,458 $52,904,685 $59,460,721

Tuition Discount Rate (NACUBO) 44.3% 45.6% 46.9% 47.1% 46.0%

Overall unfunded discount 28.1% 30.8% 32.0% 33.4% 32.8%

Summary of Annual Results

ABC University

Projection of Undergraduate Enrollment, Net Revenue and Discount

for the Incoming through 2013-2014 Academic Years

End Result


Noel-Levitz UniversityCurrent Date:

February 28, 2012

Last Modified Date: Revenue Projections Combining All Scenarios

January 30, 2011

Model #1: Full-time/Bachelors


Tuition Revenue

Based on

Enrollment

and/Student

Revenue

Freshmen $5,086,620 $5,352,512 $5,620,137 $5,901,144 $6,196,201 $6,506,011 $6,831,312 $7,172,877 $7,531,521 $7,908,097

Sophomore $3,854,700 $4,114,892 $4,334,803 $4,551,543 $4,779,120 $5,018,076 $5,268,980 $5,532,429 $5,809,050 $6,099,503

Junior $2,945,760 $3,350,802 $3,589,564 $3,783,998 $3,973,198 $4,171,858 $4,380,451 $4,599,474 $4,829,447 $5,070,920

Senior $2,856,152 $3,102,372 $3,461,084 $3,719,647 $3,920,594 $4,116,623 $4,322,454 $4,538,577 $4,765,506 $5,003,781

Total $14,743,232 $15,920,578 $17,005,587 $17,956,332 $18,869,113 $19,812,569 $20,803,197 $21,843,357 $22,935,525 $24,082,301

Scenario #2: 5% increase in new; 5% increase in retention


Tuition Revenue

Based on

Enrollment

and/Student

Revenue

Freshmen $5,086,620 $5,444,996 $5,899,323 $6,410,962 $6,959,016 $7,573,953 $8,232,985 $8,954,478 $9,760,071 $10,623,837

Sophomore $3,854,700 $4,438,687 $4,773,950 $5,146,516 $5,560,022 $6,002,013 $6,491,521 $7,014,975 $7,593,530 $8,232,336

Junior $2,945,760 $3,364,368 $3,831,717 $4,127,998 $4,428,624 $4,781,972 $5,142,269 $5,544,820 $5,993,859 $6,473,941

Senior $2,856,152 $3,128,225 $3,528,948 $3,961,923 $4,279,732 $4,587,992 $4,932,877 $5,300,781 $5,693,143 $6,130,587

Total $14,743,232 $16,376,276 $18,033,938 $19,647,399 $21,227,395 $22,945,929 $24,799,652 $26,815,054 $29,040,603 $31,460,700

Scenario 3: 5% new student every other year; plus 5% retention increase in 2012; 1% in 2013, 2%

in 2014


Tuition Revenue

Based on

Enrollment

and/Student

Revenue

Freshmen $5,086,620 $5,352,512 $5,777,938 $6,092,326 $6,584,300 $6,941,619 $7,495,262 $7,916,502 $8,556,329 $9,291,587

Sophomore $3,854,700 $4,425,196 $4,433,965 $4,804,407 $4,997,773 $5,362,454 $5,647,796 $6,056,744 $6,416,533 $6,896,824

Junior $2,945,760 $3,350,802 $3,803,228 $3,873,737 $4,161,650 $4,353,243 $4,640,162 $4,926,709 $5,249,399 $5,571,999

Senior $2,856,152 $3,115,299 $3,501,802 $3,890,665 $4,040,306 $4,305,171 $4,536,927 $4,798,419 $5,111,096 $5,404,848

Total $14,743,232 $16,243,808 $17,516,933 $18,661,135 $19,784,029 $20,962,487 $22,320,147 $23,698,374 $25,333,357 $27,165,257

Five points to remember relative to calculating and communicating ROI

1. Optimal number of students for your capacity2. The desired characteristics of sub-groups of your

students as well as overall3. Achieve a targeted net revenue goal by

sub-populations of your students4. Control the institution’s discount rate/financial aid

expenditures5. Understand the retention implications of your current

enrollment initiatives, both in terms of recruitment of populations as well as awarding strategies

Strategic enrollmentgrowth matrix

Existing

Programs/Services

New

Programs/Services

Existing

Markets

New

Markets

Market

penetration

Program

development

DiversificationMarket

development

Evaluating the economics of programs– strategic response

Manage Grow or build

StartReduce or eliminate

Enro

llment

as %

of C

apacity

Net Operating Income Per Student

The quality perception of Group A schools is relatively weak; in fact, they are almost indistinguishable from the

community colleges

Job placement and progression to

graduate school

YearSurvey

Response

Placement

RateEmployed

Graduate or

Professional School

2009 80.4% 96.0% 57.1% 38.9%

2008 79.5% 94.0% 53.0% 41.0%

2007 79.0% 97.8% 56.5% 41.3%

2006 77.6% 96.6% 54.9% 41.7%

2005 70.0% 94.4% 46.9% 47.5%

Assessing alumni satisfaction

Not at All Satisfied/Not Very

Satisfied

Somewhat Satisfied Satisfied/Very Satisfied

My Sample U education prepared me well for my

first real job after graduation.

12% 17% 71%

My Sample U education prepared me well for

graduate school.

5% 10% 85%

In general, the tuition I paid for my education was a worthwhile investment.

6% 14% 80%

Competition, market demand, program strength

Program:What we do best

-- Authenticity

Market Demand:What students want

-- Relevance

Competition:Unoccupied market positions-- Differentiation

Adams State College

Angelo State University

Arkansas State University-

Main Campus

Arkansas Tech University

Auburn University at Montgomery

Boise State University

Cameron University

Central Washington University

Delta State University

Eastern Washington University

Emporia State University

Fort Hays State

University

Henderson State University

Indiana University-Northwest

Indiana University-Purdue University-

Fort Wayne

Indiana University-South Bend

Louisiana State University-Shreveport

Minnesota State University Moorhead

Missouri Southern State University

Missouri State University-Springfield

Missouri Western State University

Montana State University-Billings

Morehead State University

Northern Kentucky University

Northern State University

X university

Net PriceHigh CostLow Selectivity

Low CostHigh Selectivity

High CostHigh Selectivity

Low CostLow Selectivity

Selectivity

National Center for Education Statistics. Data Feedback Report 2012. Comparison Institution: Northwest Missouri State University.

Occupations with the largest numerical

growth requiring at least a BA2008-18

Occupation # of New

Jobs

% Change 2008 Median

Wage

Registered Nurse* 581,500 22% $62,450

Accountants and auditors 279,400 22% $59,430

Postsecondary teachers 256,900 15% $58,830

Elementary school

teachers

244,200 16% $49,330

Management analysts 178,300 24% $73,750

Computer software

engineers, applications

175,100 34% $85,430

U.S. Department of Labor, Bureau of Labor Statistics

Occupational Outlook Handbook, 2010-11 Edition

http://www/bls.gov/oco/

* Only requires an AA


Occupations with the largest numerical

growth requiring at least a BA2008-18

U.S. Department of Labor, Bureau of Labor Statistics

Occupational Outlook Handbook, 2010-11 Edition


Occupation %

Change

# of New Jobs 2008 Median

Wage

Biomedical engineers 72% 11,600 $77,400

Network systems and data

communications analysts

53% 155,800 $71,000

Financial examiners 41% 11,100 $70,930

Medical scientists 40% 44,200 $72,590

Physician assistants 39% 29,200 $81,250

Biochemists and biophysicists 37% 8,700 $82,840

Athletic trainers 37% 6,000 $39,640

Computer software engineers 34% 175,100 $85,430

Veterinarians 33% 19,700 $79,050


Sample University’s out-of-state market: All students with B+ and above GPA

OH IN IL MD VA NJ PA TN WV MO TX

Medical Physician 11,144 5,733 11,739 4,596 6,790 7,782 11,866 6,587 2,190 5,871 27,502

Nursing/Health Care 7,906 4,362 7,760 3,393 4,393 3,741 7,937 4,985 1,548 3,300 20,128

Lawyer/Legal Services 5,173 2,417 6,538 3,091 3,802 5,217 6,633 2,861 646 2,912 13,203

Engineering (General) 4,171 2,034 4,476 2,413 2,735 3,597 4,943 1,897 610 2,327 11,721Law Enforcement/Criminal

Justice 2,977 1,474 3,868 1,839 2,081 2,916 4,106 1,680 467 1,279 8,324

Business Owner/Entrepreneur 3,151 1,430 3,275 1,916 2,350 2,445 4,128 1,731 344 1,699 8,476

Architecture 3,245 1,497 3,744 1,501 2,096 2,720 3,674 1,251 382 1,626 8,282

Culinary/Chef 2,992 1,245 3,672 1,720 2,040 2,476 3,545 1,437 468 1,730 7,187

Athletics/Coaching 2,875 1,319 3,112 1,324 1,732 1,815 3,297 1,500 409 1,426 7,375

Engineering (Mechanical) 2,774 1,417 2,639 1,200 1,791 1,607 2,811 1,393 481 1,103 7,447

Physical Therapy 3,382 1,657 2,875 937 1,586 1,470 3,784 1,769 696 1,290 3,855

Child Care/Development 2,448 1,127 2,802 1,240 1,474 1,631 3,166 1,558 367 1,498 5,959

Sports Medicine 3,286 1,328 2,343 1,292 1,893 1,523 3,196 1,590 532 1,236 4,614

Veterinary Medicine 2,350 1,330 2,040 936 1,483 1,004 2,264 1,232 428 1,144 5,257

Military Science 2,267 894 2,179 1,106 1,809 1,671 2,456 1,255 308 1,114 4,142

Engineering (Electrical) 1,862 956 2,079 1,254 1,446 1,362 2,106 1,038 416 815 5,767

Pharmacy 2,164 1,211 2,109 536 1,054 1,286 2,567 1,433 579 919 4,443

Photography/Video/Film 1,821 1,041 2,225 984 1,360 1,417 2,373 947 287 871 4,793

Graphic Arts/Design 1,880 900 2,122 991 1,153 1,504 2,331 856 254 967 4,598

Fashion Merchandising 1,447 559 1,758 1,047 1,239 1,508 1,822 659 133 730 4,506

StatesMajors

USM’s admission selectivity average ACT is 23

Selectivity Level ACT SAT

(Middle 50%) (Middle 50%)

Highly selective 25–30 1710–2000

Selective 21–26 1470–1770

Traditional 18–24 1290–1650

Liberal 17–22 1230–1530

Open 16–21 1170–1480

Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.

SMU’ selectivity average ACT is 23

Selectivity Level ACT SAT

(Middle 50%) (Middle 50%)

Highly selective 25–30 1710–2000

Selective 21–26 1470–1770

Traditional 18–24 1290–1650

Liberal 17–22 1230–1530

Open 16–21 1170–1480

Source: Compiled from ACT Institutional Data File, 2012.2012. ACT, Inc. All Rights Reserved.

0

0

63.7

53.9

48.2

93.4

78.3

62.7

53.6

62.2

88.4

80.2

69.9

44.8

66.2

93.9

84.4

74.2 75.171.6

0

25

50

75

100

Highly selective Selective Traditional Liberal Open

AA BA MA Ph.D.

First- to second-year retention rates for private institutions

USM’s most recent rate is 64%

Source: Compiled from ACT Institutional Data File, 2012.

2012. ACT, Inc. All Rights Reserved.

0.0 0.0

42

47.8

71.3

47.3

86.1

68.4

41.5 42.3 44.2

82.4

65.3

49.4 48.1 47.3

84.6

66.4

51.748.9

56.1

0

25

50

75

100

Highly selective Selective Traditional Liberal Open

AA BA MA Ph.D.

0.0

USM’s graduation rate is 51.5%

Source: Compiled from ACT Institutional Data File, 2012.

2012. ACT, Inc. All Rights Reserved.

National graduation rates for private institutions

Questions and

discussion

FOCUSMISSION

on the

& VISION

2014 Strategic PlanMission & Vision

Vision represents where we want to go.

Mission is our

raison d'être. It

represents who we are.

Our Mission

Educates students of diverse backgrounds

to realize their God-given potential

And prepares them for value-centered

lives and careers

That contribute to the well being of our global society.

Our Mission

Educates students of

diverse backgrounds to realize

their God-given potential

and prepares them

for value-centered livesand careers

that contribute to the

well being of our global society.

Is it still relevant?

Is it appropriate for today?

Our Mission

Educates students of

diverse backgrounds to realize

their God-given potential

and prepares them

for value-centered livesand careers

that contribute to the

well being of our global society.

Are we fulfilling it?

Where do we excel?

Where do we fall short?

2014 Strategic PlanMission & Vision

Vision represents where we want to go.

Mission is our

raison d'être. It

represents who we are.

2014 Strategic Plan

2006 Plan Vision Statement

―The University of Saint Mary will realize its mission

through regional recognition for its nursing program, build

synergy with the introduction of programs and strategic

partnership in Allied Health, and foster financial stewardship

to further promote and enhance its reputation of academic

excellence.‖

2014 Strategic Plan

2011 Plan Vision Statement

―USM will advance its mission by continuing development of

health science programs, improving student persistence

rates, and enhancing facilities and technology infrastructure.‖

2014 Strategic Plan

2014 Vision

The Benefits of Visioning

purpose

breaking

bou

ndaries

outside the box visionunique solutions laser-like focus

commitment

creativ

ity

USM Administration

USM Board of Trustees

2014 Strategic PlanEnvisioning the Future Forest

PRODUCTDELIVERY

BUSINESS MODEL

Accountability

Perceived Value

DemandHow

Where-Online/Brick & Mortar

When

Tuition

Loans & Aid

Discounting

Envisioning the Future Forest

Questions for Group Discussions

‗What opportunities and risks do you

see for USM given the current business

model/product/delivery methods?‘



‗Considering the characteristics of USM

students and the demand for

degrees, what are the implications for

product/delivery/business model?‘



‗What challenges does the current

environment pose to USM‘s business

model/product/delivery? How do we

address those challenges?‘

bot retreat april 2013 final1

Documents

strategic plan growth

strategic plan facilities

health sciences program

body health sciences

new focus

new studentsonline programs

unlimited enrollment

operating results focus