I.

Goal

The University will establish a student body of a size, distribution, financial profile, ethnic diversity and quality that is optimal to its mission and resources. See Financial Responsibility Goal VI, Objective B.

Objectives

1. General
   1. Reach a target for the total student body of between 5,000 and 5,500 students that includes 4,400 to 4,500 full-time equivalent students and a freshman class of 950. See Financial Responsibility Goal II, Objective B.
   2. Develop, implement and maintain marketing and recruitment strategies to attract students whose character and ideals are consistent with the University’s vision and mission. See Public Image Goal I, Objective B.
   3. Meet the profile for the overall student body that targets the mix of commuter and resident, local and regional, national and international, and traditional and non–traditional students. See Diversity & Globalization Goal III, Objective B and The University and the Community Goal I, Objective E.
   4. Maintain the University’s commitment to serve the educational needs of northeastern Pennsylvania. See The University and the Community Goal I, Objective E.
   5. Increase the racial diversity of the student body to at least 10%, from the current 5%. See Diversity & Globalization Goal II, Objective A.
   6. As part of the overall goals set in objective A1, The Kania School of Management, Panuska College of Professional Studies, College of Arts and Sciences, Dexter Hanley College and The Graduate School should reach enrollment goals specific to each college or school that include a quantitative breakdown of the enrollment target among its constituent programs.
       
2. Full–time Undergraduate
   1. Increase the average SAT score of the freshman class (for example, from the current 1112 to 1175) and establish goals to increase the high school class ranking and GPA of incoming freshman, with separate goals for regularly admitted and provisionally admitted (ADP) students.
   2. Recruit and enroll qualified transfer students to achieve an annual goal of 150 from the current number of 75.
       
3. Dexter Hanley College
   1. Develop and implement strategies to increase Dexter Hanley College’s share of the region’s adult market while maintaining student quality.
   2. Develop and implement strategies to increase the proportion of DHC students who are employer-supported.
   3. Reach an enrollment target of 650 students.
       
4. The Graduate School
   1. Develop and implement a targeted regional and national recruitment program supported by on-going assessment of current and potential program offerings.
   2. Develop and implement strategies to increase the proportion of graduate students who are employer-supported.
   3. Reach an enrollment goal of 850 students.
       
4. Continuing Education
   1. Create a coordinated marketing and recruitment plan for Continuing Education, Dexter Hanley College and the Graduate School. See The University and the Community Goal I, Objective D and Public Image Goal I, Objective B.
   2. Reach target enrollment and revenue goals for Continuing Education.

II.

Goal

The University will develop pricing and financial aid strategies to attract and support a student body of the desired size and characteristics, to recognize its desired position in the marketplace, and to maximize net revenue. See Financial Responsibility Goal I, Objective D, and Goal VI, Objective A..

Objectives

1. The Enrollment Management division will develop and maintain a student profile that assists in meeting the specific enrollment goals for the overall student body as outlined in Goal I. The profile will address issues of financial need, financing options and the resources used by students and families to support education.
2. Focus the University’s financial aid resources where they can best support identified enrollment goals, while lowering the University’s freshman discount rate to 35% or less.
3. Develop and implement a tuition-pricing strategy that best supports identified enrollment goals at all levels of the institution – undergraduate and graduate, traditional and non-traditional.
4. Increase the percentage of financial aid resources that are generated from the University’s endowment from its current value of 7% to between 10 and 13%, which would require a 50% increase in endowment funds. See Financial Responsibility Goal IV, Objective B and Goal VI, Objective D.

III.

Goal

The University will analyze and evaluate changes in the marketplace and develop programs that respond to those changes in a manner that will remain faithful to the University’s mission.

Objectives

1. Implement and maintain a coordinated marketing plan across all colleges and divisions of the University that responds to segmented targets but is built on a consistent and clear public image. See Public Image Goal I, Objectives B-E and Technology Goal I, Objective F.
2. Develop and implement a longitudinal program of market research for all constituencies, with particular attention to segmented targets identified in the enrollment management strategic plan and the strategic plan of the colleges and the Center for Public Initiatives (CPI). See Public Image Goal II, Objectives A and B.
3. Create more effective linkages with the local business, government and public service community to determine and respond to educational and training needs and to engage in collaborative research. See The University and the Community Goal I, Objectives A , B & D.
4. Coordinate decisions concerning program development and program retirement with the results of marketing research, and the goals of the strategic plan and marketing plan. See Faculty Goal II, Objective F; Public Image Goal II, Objective D, and Technology Goal III, Objective C.

IV.

Goal

The University will stabilize its already strong retention rate.

Objectives

1. Develop, implement and assess a retention plan that incorporates key indicators of student success, at-risk student profiling and intervention strategies. See The Environment for Learning Goal II, Objective A and B, and Diversity & Globalization Goal II, Objective B.
2. Design, open and assess the use of a student service center to consolidate and enhance services provided through existing divisions. See Technology Goal I, Objective D.
3. Design a University-wide advising system that is sensitive to individual distinctions within colleges and schools but that provides a cohesive approach to student advising. See The Environment for Learning Goal V, Objectives A, B and C.; and Faculty Goal II, Objective E and Goal III, Objective B.

V.

Goal

The University will support the integration of the enrollment management philosophy across all University divisions.

Objectives

1. Develop, implement and assess coordinated programs that focus on functional procedures and professional development to support the delivery of services to students, including student recruitment and retention. See Technology Goal I, Objective E and Financial Responsibility Goal V, Objective A.
2. Create and implement an enrollment reporting system that is consistent among all programs with calendarized benchmarks. (full–time undergraduate colleges, The Graduate School and Dexter Hanley College)
3. Develop a cost analysis model for the recruitment activities of all programs. See Financial Responsibility Goal I, Objective A and Goal V, Objective A.
4. Implement staffing levels to support required functions within the enrollment management division, including the student service center. See Financial Responsibility Goal I, Objective A., and Goal V, Objective C.
5. Plan for and establish a suitable space design for the delivery of coordinated enrollment services. See Financial Responsibility Goal III, Objective B.