Enrollment Management & Career Services 2016-1 7 Budget - - PowerPoint PPT Presentation

Enrollment Management & Career Services 2016-17 Budget Presentation

• Dr. James G. Miller

Senior Vice President Enrollment Management & Career Services March 4, 2016

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• RIT has a great deal of forward momentum
• RIT’s brand recognition continues to emerge nationally and globally
• RIT is becoming more diverse
• Student satisfaction is the highest it has been in many years
• Enrollment results are the result of recruitment and retention efforts
• ROI/placement results are exceptionally strong
• RIT’s well-being is heavily enrollment/tuition dependent
• RIT desires to continue growth and brand trajectories
• Changing external forces and internal challenges must be weighed carefully as

RIT plans and implements its enrollment strategies

• Challenges arising from the external environment are formidable
• EMCS plays a key role in RIT’s forward momentum

Context

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Executive Summary

• Outlook for fall 2016 is promising

– Recruitment and admissions perspective – Placement/outcomes perspective – Strong EMCS indicators to-date

• Budget request: Two items

– CRM – Capital cascade

• All other operational needs

– Self-funded – Achieved through continued strategic reallocation and refinement of EMCS resources and processes – Financial aid is not part of this hearing

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The EMCS Division is a dynamic organization providing superior service to internal and external stakeholders maximizing RIT’s potential for attracting new and serving existing student populations. Our mission is achieved by:

• 1. Conducting comprehensive communication, marketing, recruitment

and admissions strategies and processes

• 2. Assisting students and families with financing their education

through a comprehensive and compliant aid and scholarship program

• 3. Supporting the career development and experiential learning of

students and alumni, and helping to achieve their desired career

• utcomes upon graduation and beyond.

EMCS implements its goals and objectives in direct support of RIT’s mission, goals, and objectives.

EMCS Mission

Revised: September, 2015

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Office of the Senior Vice President Undergraduate Admissions Career Services & Cooperative Education Financial Aid & Scholarships Graduate & Part-time Enrollment Services Project Lead the Way University Publications EMCS Core Committee Global Delivery Corporation

EMCS Organization

Freshman Admissions Transfer Admissions Graduate Admissions Part-time Admissions International Recruitment Veterans Services Student Employment Office Co-op Placement Permanent Placement Career Counseling Assistant to the Senior VP –

• Adm. SIS

Assistant Vice President

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EMCS Budget Expenses

• Less labor intensive
• Market driven
• Increased productivity driven
• Quantifiable goals/measurable results
• Both an art and a science

2012-13 2014-15 2015-16 4 Year % change 1 Year % change

Total Budget Expenses $13,555,000 $14,223,000 $14,712,595* 8.5% 3.4% Salaries $7,244,000 (54%) $7,704,000 (54%) $7,932,818 (54%) Supplies/Miscellaneous $3,715,000 (27%) $3,796,000 (27%) $3,752,706* (26%) Benefits $2,597,000 (19%) $2,723,000 (19%) $3,027,132 (20%) Revenue and Chargebacks $1,710,000 (13%) $2,083,000 (15%) $2,257,386 (16%) Net Operating Budget $11,849,000 $12,140,000 $12,455,209* 5.1% 2.6%

* Working budget is larger than permanent budget by $100,000

• Naviance - $50,00
• National/global direct mail - $50,000
• Application fee revenue continues to increase

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EMCS planning for 2016-17

• Institutional goals guide EMCS activity and will continue to do so in the coming year

– Increase awareness and visibility of brand – Grow applications – Become more selective – Become more national/global – Achieve improved gender balance – Enhance ethnic diversity – Distribute enrollments appropriately within RIT – Improve persistence and graduation rates – Grow – Effectively manage net tuition revenue

• Goals are supported by

– Building brand – Maintaining momentum – Increasing market share – Expanding reach (especially geographic) – Targeting those student likely to benefit from the RIT experience using social media, web, SEO/SEM,

• utreach, personalization, and effective management of financial aid and scholarships

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Selected Institutional Goals (Results indicators)

• Become more selective (+)

(SP)

• Become more national/global (+)

(SP)

• Achieve improved gender balance (minimal; STEM is positive)

(SP STEM)

• Enhance ethnic diversity (++)

(SP STEM)

• Distribute enrollments appropriately within RIT (+)

(SP STEM)

• Improve persistence and graduation rates

(SP)

• Grow (on budget plan)

(SP)

• Benchmark for placement outcomes for graduates

(SP)

• Looking Ahead

– Building Brand (SP+) – Maintaining Momentum – Increasing Market Share (SP+++) – Expanding Reach (especially geographic) (SP++) – Ensuring competitive aid and affordability (SP+++)

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Progress on Selected Institutional Goals – Gender Balance

• Significant progress in first-year women in STEM majors
• Freshmen in STEM

– increased by 475 in this period with women accounting for 50% of the growth (238) Women* 2006 2015 9 Year ∆# 9Year ∆% Undergraduate 3,676 4,446 +790 +21% Graduate 887 1,071 +184 +21% Women (+974) accounted for 45% of the growth; yet male to female ratio remains 2:1.

• From 2006 to 2015, Rochester campus enrollment grew by 2,176 students (15%).

Freshmen Female* 2006 2015 9Year ∆% Gleason 59 169 +186% SET 21 51 +143% Science/HST 134 169 +26% Golisano 35 98 +180% Total 249 487 +96%

*excludes international programs

% of entering freshmen in STEM: 73% vs. 63% in 2006 % of entering female freshmen in STEM: 23% vs. 18% in 2006

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Progress on Selected Institutional Goals – Ethnic Diversity

AALANA & ALANA* 2006 2015 9 Year ∆# 9 Year ∆% AALANA 1,214 1,938 +724 +60% ALANA 2,070 3,196 +1,126 +54%

*excludes international programs

AALANA (+724) accounted for 33% of the growth; ALANA (+1,126) accounted for 52% of the growth.

• From 2006 to 2015, Rochester campus enrollment grew by 2,176 students (15%).

Freshman AALANA Stats % change since 2006 Applications +184% Accepts +123% Enrollees +106% 230 to 473

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International Student Enrollments

International Students 2006 2015 9 Year ∆# 9 Year ∆% Rochester 1,243 2,685 +1,442 +116% International Campuses 930 1,763 +833 +90%

• International students (+1,442) accounted for 66% of the growth in Rochester.
• A key element of growth strategy
• From 2006 to 2015, Rochester campus enrollment grew by 2,176 students (15%).
• The impact of international students on enrollment growth is significant

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Annualized Freshman Admissions Results – All locations

10,901 11,728 13,490 13,821 15,333 17,409 18,538 18,408 20,027 21,350 6,992 7,497 8,080 8,373 8,965 9,857 10,298 10,450 11,101 11,907 2,720 2,846 2,985 2,971 2,962 3,133 3,224 3,217 3,091 3,521 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 22,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Applications Admits Matriculated

+96% +70% +25%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Admit % 64.1% 63.9% 59.9% 60.6% 58.5% 56.6% 55.6% 56.8% 55.4% 55.8% Matriculation % 38.9% 38.0% 36.9% 35.5% 33.0% 31.8% 31.8% 30.8% 27.8% 29.6%

+8% to-date for 2016

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Annualized Transfer Admissions Results – All locations

3,360 3,441 3,730 3,497 3,607 3,778 3,663 3,689 3,352 3,479 1,751 1,654 1,709 1,533 1,619 1,513 1,487 1,394 1,420 1,438 1,179 1,079 1,074 1,016 1,058 943 937 948 859 865 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Applications Admits Matriculated

+4%

• 18%
• 27%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Admit % 52.1% 48.1% 45.8% 43.8% 44.9% 40.0% 40.6% 37.8% 42.4% 41.3% Matriculation % 67.3% 65.2% 62.8% 66.3% 65.3% 62.3% 63.0% 68.0% 60.5% 60.2%

+5% to-date for 2016

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Annualized Graduate Admissions Results – All locations

3,493 4,024 4,368 4,870 5,009 5,260 5,864 6,961 7,608 7,953 2,100 2,333 2,405 2,498 2,677 2,687 3,096 3,025 3,364 3,214 1,070 1,106 1,170 1,182 1,327 1,223 1,361 1,268 1,316 1,191 1,500 3,000 4,500 6,000 7,500 9,000 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Applications Admits Matriculated

+128% +53% +11% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Admit % 60.1% 58.0% 55.1% 51.3% 53.4% 51.1% 52.8% 43.5% 44.2% 40.4% Matriculation % 51.0% 47.4% 48.6% 47.3% 49.6% 45.5% 44.0% 41.9% 39.1% 37.1%

+8% to-date for 2016

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Incremental Budget Request – FY17 and FY18

Admissions/Recruitment CRM* (per Oracle)

• CRM 9.1 sustaining support – 10/17
• Portal sustaining support – 10/18
• Options:
• Continue at high risk without Oracle support or upgrades
• Upgrade to 9.2 (Spring, 2017)
• Install new Admissions CRM

(e.g., Slate) (Summer, 2017) TBD (FY17/FY18)* *Except for one-time start up (running in parallel), we project probable reduction in costs from current configuration, anticipated upgrades, and CRM maintenance. Start-up can range from $140K to $400K depending on solution.

• 6 responses to RFI

– 294 functional/technical requirements – Ranking scale applied – 4 vendors meet over 85% of requirements – SLATE, TargetX/Salesforce, Campus Management/Talisma, Hobsons

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Capital Budget Request

Computer Systems Upgrades & Cascading $35,000 Total Capital Requests $35,000

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For Successful SP Implementation

Growth must occur if RIT is to achieve:

– I.1.6 – Lead private universities in the number of STEM undergrad enrolled and graduated – III.5 – Largest producer of female, minority male, and DHH STEM graduates among private universities – II.4 – Increase graduate enrollment by 30% in 10 years

Additional aid resources will be required

– IV.3 – RIT will address the financial needs of low-income students – III.6 – RIT will eliminate the achievement gap between minority and majority students – IV.1.3 – RIT will guarantee that no student in good standing within 15 credits

• f graduation will dropout because of insufficient funds.

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Early Estimated Required Future Enrollment Growth per SP

12,800 15,200 18,606 21,000 – 22,000

5,000 10,000 15,000 20,000 25,000 1995 2005 2015 2025

Headcount Enrollment

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Implementing the SP

• RIT must generate another increase of 12,000 to 16,000 applications in the

next 10 years (+14,200 in the last 9 years)

• Will RIT be able to respond with needed financial aid resources?

– Net tuition revenue & discount pressures – Campaign – critical need

• Will enhanced brand, visibility, and outreach be sufficient to increase

applications and enrollment from desired markets?

– Achieve market share gains – Leverage existing presence in markets – Penetrate new markets

• Will timing of new programs approvals, decisions about capped programs, fall

within the timeframe of the plan?

• Should any adjustments be considered as we proceed with implementation?

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Necessary Conditions for Successful SP Implementation

• Must add programs strategically aligned
• Must address capped, high demand, high ROI programs
• Must integrate alternative delivery models for graduate programs
• Must continue to emerge nationally and internationally (including expanded

linkages with global campuses)

• Financial aid beyond standard discount of tuition is critical

– Progress on III.5 and IV.3 are dependent on significant incremental aid funding

• 2015 recruitment and admissions results provide head start on I.1.6 and III.5;

2016 does not continue ascent

• Thank you!

The stronger our response to the above necessary conditions, the greater the likelihood of successful SP implementation.