Bot retreat april 2013 final2

Focus on the Future
USM 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 2005
Revenue Expenses Special Gift
Expenditures exceeded
revenues by $3.3 million.
Expenditures will exceed
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 '14
Projected
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 Plan
Fiscal 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 2013
Revenue Expenses Special Gift
Expenditures exceeded
Revenues exceeded
expenditures by $447,000.
Expenditures will exceed

2006 Strategic Plan
Fiscal Stability
Undergraduate Main Campus Enrollment Growth
0
50
100
150
200
250
300
350
400
450
500
550
2005 2006 2007 2008 2009 2010 2011 2012
Fall Semester
FRESHMEN
NEW TRANSFERS
116 Freshmen
Total Full-Time, Main Campus Enrollment has
increased by 181, or 50%, from Fall 2005 to 2012.
TOTAL
199 Total New Students

2006 Strategic Plan
Total Enrollment
Fiscal Stability
0
100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
2005 2006 2007 2008 2009 2010 2011 2012
Fall Year
839
1,047
993
1,073
957
886
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

2006 Strategic Plan
Fiscal Stability
Other New Programs
Cheer & Dance – Nearly 20 new students
Cross Country/Track & Field – Over 30 new students
Online Programs

2006 Strategic Plan
Fiscal Stability
Online Programs Enrollment
0
50
100
150
200
250
300
350
400
Fall '09 Fall '10 Fall '11 Fall '12 Fall '13
Projected

2006 Strategic Plan
Fiscal Stability
Fall 2012 Enrollment Populations
573
151
150
116
162
37
FT Undergraduate
PT Undergraduate
Online Undergraduate
OPC Graduate
Online Graduate
Doctorate
Full-Time Undergraduate enrollment
is about 48% of total enrollment for
the Fall 2012 Semester.
Graduates
Undergraduates

2006 Strategic Plan
Fiscal Stability
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
11,000,000
12,000,000
13,000,000
14,000,000
15,000,000
16,000,000
17,000,000
2006 2007 2008 2009 2010 2011 2012 March 2013
Restricted 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 Plan
Improved Facilities
McGilley Field House Berkel Residence Hall
New Construction

2006 Strategic Plan
Improved Facilities
Renovations
Mead Hall
Nursing
Student Services
Berchmans Hall
Health Sciences

2011 Strategic Plan
Health Sciences
Improved Retention
Facilities and Technology Infrastructure

2011 Strategic Plan
Improved Retention
Improving Retention Rates
First-time Full-time Freshmen
Fall 2011 – 52%
Fall 2012 – 65%
Fall 2013 goal – 70%

2011 Strategic Plan
Improved 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 Plan
Facilities and Technology Infrastructure
Berchmans as Health Sciences Headquarters
Utilizing ‗The Cloud‘
Classroom Technology

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 website
http://chronicle.com/article/What-You-Need-to-Know-About/133475

Current Environment
Student 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 Enrollment
Traditional Enrollment Planning
Annual Scope
Focus on the Admissions Department
Administration
AthleticsAdmissions Academics

Fiscal
Plan
Enrollment
Plan
Research
Plan
Facilities
Plan
Technology
Plan
Fundraising
Plan
Academic
Plan
Student Affairs
Co-Curricular Plan
MISSION

Welcome Rob Baird

The Imperative of Strategic Enrollment
Planning
Rob Baird
Senior Vice President and Principal

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 Yes
Yes 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.

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 factor
32,289 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)

freshmen.
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
(ranks 33rd among states)
University of Missouri – Columbia 4,297
Missouri State University – Springfield 2,279
Ozarks Technical Community College 2,037

freshmen.
state freshmen.
Sources:
Nebraska: The competition factor
University of Nebraska – Lincoln 3,189
University of Nebraska at Omaha 1,539
Southeast Community College Area 1,082

freshmen.
state freshmen.
Sources:
Texas: The competition factor
(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 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

Importance factors
in the decision to enroll

Four-year private enrollment
factors
Item 2009-10
Importance
Percentage
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 degrees
2. Cost/tuition/fees
3. Academic program details
4. Admissions requirements
5. Financial aid
6. Scholarships
7. Student life
8. Career options
9. Student activities
10. Ways to connect with admissions
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%)
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

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 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 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 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, an
d 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
Institutional
Effectiveness
Strategic Enrollment Plan
KPI
Strategies
Enrollment
Goals
Annual Plans
Marketing Recruitment
Success 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 Preston
Boston College

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

Strategic Planning
=
Align organization with
its environment
to promote stability
and survival
Traditional Planning
=
Set goals then
develop steps to
achieve 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 Plan
SEP
• Academic
Plans
• Marketing
Plan
• Student
Success
Plan
• Recruitment
Plan
Target new
student
enrollment goals
or new market
penetration
PPRC/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 Three
Enrollment 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 University
Current 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 University
Current 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 capacity
2. The desired characteristics of sub-groups of your
students as well as overall
3. Achieve a targeted net revenue goal by
sub-populations of your students
4. Control the institution’s discount rate/financial aid
expenditures
5. Understand the retention implications of your current
enrollment initiatives, both in terms of recruitment of
populations as well as awarding strategies

Strategic enrollment
growth matrix
Existing
Programs/Services
New
Programs/Services
Existing
Markets
New
Markets
Market
penetration
Program
development
Diversification
Market
development

Evaluating the economics of programs
– strategic response
Manage Grow or build
StartReduce or eliminate
Enrollmentas%ofCapacity
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
Year
Survey
Response
Placement
Rate
Employed
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 Price
High Cost
Low Selectivity
Low Cost
High Selectivity
High Cost
High Selectivity
Low Cost
Low Selectivity
Selectivity
National Center for Education Statistics. Data Feedback Report 2012.

Occupations with the largest numerical
growth requiring at least a BA
2008-18
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 BA
2008-18
U.S. Department of Labor, Bureau of Labor Statistics
Occupational Outlook Handbook, 2010-11 Edition
http://www/bls.gov/oco/
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
States
Majors

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

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 75.1
71.6
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%
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
51.7
48.9
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
National graduation rates for private institutions

2014 Strategic Plan
Mission & 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 lives
and 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 lives
and 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 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
breakingboundaries
outside the box vision
unique solutions laser-like focus
commitment
creativity

2014 Strategic Plan
Envisioning the Future Forest
PRODUCT
DELIVERY
BUSINESS MODEL
Accountability
Perceived Value
Demand
How
Where-Online/Brick & Mortar
When
Tuition
Loans & Aid
Discounting

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?‘

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