Strategic Enrollment Management Plan


OVERVIEW A well-constructed strategic enrollment management (SEM) plan is critical to student success. The SEM plan must align with the mission, vision and purpose of the university as well as the goals and objectives of the university’s strategic plan. The plan establishes clear and measurable objectives related to recruitment and retention. Best practices in SEM planning suggest that the plan focus on integration between: ❚ Enrollment processes ❚ Academic support services ❚ Student centered initiatives ❚ Market position ❚ Curriculum development/changes The Kutztown University SEM Plan is aligned with the mission, vision and purpose of the university as well as the goals and objectives of the university’s strategic plan. Additionally, the goals of this SEM plan are consistent with the Comprehensive Planning Process documents submitted to the Pennsylvania State System of Higher Education (PASSHE). Recognizing that Kutztown University will need to be nimble and adjust to internal and external factors, the SEM plan goals, strategies and tactics will need to be reviewed on a regular basis to determine if adjustments are necessary. SEM PLANNING PROCESS Strategic Enrollment Management (SEM) planning is a transparent, collaborative process involving faculty, staff and students; and informed by other key stakeholders. As Kutztown University experiences the challenges and opportunities associated with today’s enrollment demographics, it must recognize important regional and national social, economic and educational shifts and be prepared to respond with data-informed enrollment goals, strategies and tactics. SEM planning is a transparent process that is flexible and subject to outcomes analysis. The SEM Planning Process was developed based on best practices as noted by the American Association of Collegiate Registrars and Admissions Officers (AACRAO). Additionally, AACRAO Consulting provided expert guidance throughout the process. The SEM planning process has been summarized continually during the process on the following webpage: www.kutztown. edu/about-ku/administrative-offices/enrollment-management-and-student-affairs/strategic-enrollment-management-planning.html. Through observations, data review, and conversations with students, faculty and staff, the 2021-2024 Strategic Enrollment Management Plan was created. The SEM planning process was announced at the 2019 university’s convocation with the intention to conclude before the 2020-2021 academic year. The structure for the process is highlighted below.

The Strategic Planning and Resources Committee serves as the SEM Steering Committee; the Student Success Team serves as the Retention Council; the Enrollment Management Committee serves as the Recruitment Council; and the Data Team is comprised of representatives from Institutional Research, Enrollment Management and Student Affairs, Administration and Finance, and Academic Affairs. The members of each team are listed below. EXECUTIVE TEAM & DATA TEAM SEM STEERING COMMITTEE & RECRUITMENT COUNCIL

With the onset of the COVID-19 global pandemic in March 2020, the SEM planning process was modified so that the effect of the pandemic on enrollment could be analyzed and goals/strategies updated if needed. It was determined that after fall 2020 enrollment was reported, the transfer recruitment goal needed to be revised in response to the pandemic’s effect on community college enrollment. Building on development of the six SEM strategies, corresponding teams were created to develop tactics associated with each strategy. Those teams are highlighted below. RETENTION COUNCIL (Co-chair)


The tactics were assigned to a lead(s) who further refined, if needed, the tactics; and who developed timelines for completion. These tactics are listed in an internal operational plan that is updated and reviewed as part of the university’s strategic plan review process.. FACTS ❚ Between 2017-2020 enrollment has declined from 8,329 to 7,892 ❚ The four-year graduation rate for May 2020 was 42%; an all-time high ❚ First year retention rate has increased from 2017 (74%) to 2020 (77%) ❚ The persistence rate has increased from 2017 (65%) to 2020 (67%) ❚ Graduate enrollment has increased from 840 in 2017 to 904 in 2020 ❚ Out-of-state enrollment has declined from 913 in 2017 to 886 in 2020 ❚ International enrollment has declined from 77 in 2017 to 61 in 2020 ❚ The GPA of the incoming freshmen class increased from 3.20 in 2017 to 3.26 in 2020 TRENDS NEW STUDENT ENROLLMENT FRESHMEN ETHNICITY (FULL-TIME) FTFT FRESHMAN PROFILE 1519 -85 -5.29%

ENVIRONMENTAL SCAN The SEM Plan Environmental Scan was developed by the Institutional Research Office in collaboration with several other offices on-campus. The SEM Plan Environmental Scan highlights key internal and external factors affecting enrollment; and is including in the Appendix B. GOALS The goals of the SEM plan are listed below. Each goal has several strategies set forth to assist in goal accomplishment. These goals and strategies were developed by the aforementioned teams. The teams utilized data (see Appendix A for data portfolio table of contents) as they developed goals and strategies. All goals and strategies were reviewed and approved as highlighted in the SEM Planning Process noted above.

SEM DATA PORTFOLIO TABLE OF CONTENTS 1 - NEW STUDENT ENROLLMENT ❚ Four-year history for undergraduate, transfer, International and graduate students (overall and disaggregated by gender and ethnicity) 1.1 Applications 1.4 Enrolled (at freeze) 1.2 Admitted 1.5 Yield Rates 1.3 Deposited (Graduate Students 1.6 Out of State do not pay a deposit) ❚ Four Year history for undergraduate, transfer, International and graduate Inquiries 1.7 Name Buy statistics 1.8 Bus Trip numbers 1.9 Open House Registrations and Attendance 1.10 High School, College Fair and Community College visits 1.11 Campus Tour attendance 2 - OVERALL ENROLLMENT ❚ Undergraduate and Graduate 2.1 By Major 2.3 By Gender 2.4 By SES 2.2 By Ethnicity 2.5 In State vs. Out of State 2.6 International 3 - RETENTION (FOUR YEAR HISTORY) ❚ Overall, Ethnicity, SES and Gender Breakdown for Retention 3.1. First Year 3.2. First year Fall to Spring 3.3. Second Year 3.4. Second Year Fall to Spring 3.5. Third Year 3.6. Third Year Fall to Spring 3.7. Overall, Ethnicity, SES, and Gender Breakdown for Course Completion Rate 3.8. NSSE Data KU administers the NSSE (National Survey of Student Engagement) in odd numbered years. KU administered NSSE in 2019, but we will not receive those results until November. The overview snapshot for the three administrations prior have been included. 3.9. Student Withdrawal Data including the reasons why students leave 4 - GRADUATION ❚ Comparison to competitors 4.1. Four Year 4.2. Six Year ❚ Graduation rate including students who leave KU and graduate elsewhere 4.3. Four Year 4.4. Six Year APPENDIX A 1.12 Percentage of Pell eligible students 1.13 Percentage of STEM students 1.14 Percentage of students receiving financial aid 1.15 Average financial aid award 1.16 Average institutional aid award 1.17 GPA and SAT

5 - KEY PERFORMANCE INDICATORS 5.1. Applications, Admits, Deposits and Mel 5.2. Wait/hold times for financial aid calls Overall average wait time is 2 minutes with 8 of the 12 months less than one minute; however, during August when bills are due the average wait time is 6.5 minutes due to the volume of calls. 5.3. Length of financial aid calls Average length of a call is 3.5 minutes. 5.4. Response time for emails to admissions S.S. Response time for emails to financial aid 5.6. Turnaround time for transfer credit evaluation 5.7. Click thru rate from digital marketing campaigns 5.8. Other marketing related data 6 - FINANCE/BUDGET INFORMATION ❚ Four Year history 6.1. Revenues 6.2. Expenses E&G and Auxiliary revenues and expenses only includes the Education and General (E&G) funds and Auxiliary funds (Health Center, Ho using, Residence Life, ResNet, Dining, Student Union, Recreation Center and Transportation Services). Total University includes all revenues and expenses for the entire university, including funds for E&G, Auxiliary, Restri cted, Plant, etc. 6.3. Tuition 6.4. Fees Tuition and mandatory fees have been provided. Undergraduate tuition and fees provided are per semester. Graduate and Doctorate tuition and fees provided are per credit. 6.5. Institutional aid by scholarship 6.6. Foundation aid by unit (academic department, financial aid, athletics, admissions) 6.7. Housing Occupancy Rates by Hall Percent of housing beds occupied is provided for the prior 4 years. 83-84% occu- pancy overall occurred most frequently. Data chart shows breakdown by hall. 7 - OTHER KEY ENROLLMENT INDICATORS 7.1. Number of students who register and don’t attend orientation 7.2. Percentage of transfer students who choose to live on-campus 7.3. Percentage of Honors students at KU 8 - ENVIRONMENTAL SCAN DATA ❚ Comparison to key competitors: 8.1. Discount rate/Average financial aid award 8.2. Percentage of Pell eligible students 8.3. Percentage of Underrepresented minorities ❚ Percentage of the student body in majors: 8.4. Health professions 8.5. Engineering 8.6. Computer Science/IT

8.7. Admitted not Enrolled Survey results 8.8. PASSHE Admissions Report - Fall 2015, 2016, 2017, and 2018 8.9. Census Data for Pennsylvania and NJ 8.10. Projected High School Enrollments by county in PA and NJ 8.11. WICHE Report 8.12. Number of residents with some college education but no degree by county in eastern PA 8.13. Four year employment rate in PA and NJ 8.14. Jobs/industries with projected employment growth 8.15. Top Employers in Southeastern PA 8.16. KU Graduate Survey 8.17. Oologie Brand Report 8.18. Market Share 9 - STUDENT SUCCESS 9.1. PASSHE enrollment for last 4 years by student type and major 9.2. List of new academic programs offered over the last 5 years at KU with the date the program started and the number of students currently enrolled in the program

ENVIRONMENTAL SCAN Submitted by Natalie Cartwright INSTITUTIONAL OVERVIEW Our award-winning campus provides the perfect backdrop for success. Complete with modern labs, studios, living-learning communities, dining options and athletic/recreational facilities, KU provides students with an outstanding experience. Kutztown University sits on 289 acres and is a clean, green landscape strewn with the contrasting beauty of both vibrant blossoming nature and impressive bold architecture and facilities. Our campus has received the GreenStar award for being one of the most beautifully-maintained college campuses in the nation. KU’s Arboretum is a collection of various trees and shrubs planted across campus for the campus community and surrounding communities to enjoy. Kutztown’s diverse facilities offer significant opportunities for learning, collaborating and exploring. The Academic Forum, for example, houses classrooms and lecture halls as well as a bustling food court and student lounge. Beginning in 2016, our newly renovated eateries include all-youcare-to-eat and 24/7 dining as well as recreational activities, computers and interactive cooking stations. Other facilities, like the visually stunning Boehm Science Center, Sharadin Art Building and Schaeffer Auditorium, offer innovative lab spaces, student art galleries, new music practice, performance facilities, great study spots and more. MISSION STATEMENT Kutztown University’s mission is to provide a high-quality education at the undergraduate and graduate levels in order to prepare students to meet lifelong intellectual, ethical, social, and career challenges. STRATEGIC GOALS Goal 1: Academic Excellence Kutztown University will promote, enhance and sustain academic excellence, through creativity, scholarship, and innovative teaching and learning environments as we prepare students for a successful future and lifelong learning. Goal 2: Student Success Kutztown University will foster a culture that supports student success and well-being. Goal 3: Community and Civic Engagement Kutztown University will partner with the community to serve the needs of the people of the commonwealth, the region, and the global community. Goal 4: Caring Campus Community Kutztown University will value and respect all campus constituents, celebrate diversity, and embrace shared governance. Goal 5: Sustainability of Resources and Stewardship of Place Kutztown University will maintain and enhance human, physical, and financial resources necessary to fulfill its mission. APPENDIX B

INITIAL STRATEGIC ENROLLMENT FINDINGS INSTITUTIONAL STRENGTHS ❚ Distinctive high-quality academic programs ❚ Close proximity to home for students that attend ❚ Highly prepared and engaged faculty ❚ Location (proximity to New York City and Philadelphia) ❚ Commitment to inclusion and diversity ❚ High quality academic programs ❚ Attractive facilities and grounds ❚ Availability of hands-on learning experiences (i.e. undergraduate ❚ Engaged community partner research and internships) ❚ Great teacher education programs ❚ Faculty and staff who are generally concerned about enrollment and the well-being of students INSTITUTIONAL IMPROVEMENTS/GOALS

ENVIRONMENTAL SCAN PURPOSE Environmental scanning is a process that systematically surveys and interprets relevant data to identify external opportunities and threats that could influence future decisions. It is closely related to a S.W.O.T. analysis and should be used as part of the strategic planning process. This report will examine trends in the following areas: ❚ Demographics ❚ Cost and Affordability ❚ Competition ❚ Social Trends ❚ Workforce Kutztown University is located in the southeast region of Pennsylvania. The majority of the population of Pennsylvania resides in the southeast region. Kutztown University draws the majority of its students from an eight-county region. That region includes Berks, Bucks, Chester, Lehigh, Montgomery, Northampton, Philadelphia and Schuylkill Counties. DEMOGRAPHICS

Between 2020 and 2024, the greatest population growth is expected in Lehigh County and the largest projected decline is in Schuylkill County. When we focus on the 15- to 19-year-old population of the region, three counties project a decline. These are Bucks, Chester, and Schuylkill Counties. Given the dependence on this region for University enrollment, the decline in college- age and college-going population is of particular concern. This landscape is not unique to Kutztown University. According to the most recent publication “Knocking at the College Door,” the projected number of high school graduates for the entire Northeast United States is expected to continue to decline through 203132.

Pennsylvania, in particular, generates about 23% of all high school graduates in the northeast and is expected to decline to 137K graduates in 2031-32, from a high of 150K in 2011-12. Although, there are areas of projected growth/stabilization when these data are broken down by race. High school graduates that identify as Hispanic and Asian are projected to increase and Black high school graduates are projected to remain stable through 2031-32.

In order to maintain our enrollment, Kutztown University will need to recognize these opportunities and focus recruitment efforts on growing our Hispanic, Asian, and Black populations. When we focus on our 8-county region, we can see that the largest increase in these three populations of 15- to 19-year olds, through 2024, are projected to occur in Montgomery, Lehigh, and Berks Counties. Kutztown will need to focus on increasing enrollment with higher yield, specifically in Black, Hispanic and Asian populations. Yield for these populations has been declining over the past 5 years, not only at Kutztown, but across the PA State system.

Kutztown University faces unprecedented challenges that will need to be met with all the capital of the university, both human and monetary, in order to continue to meet our goals and to foster our mission as a vibrant, affordable, comprehensive/multifaceted educational institution. 535 535 535

Educational Attainment When examining educational attainment, we see there is a significant gap in attainment and, in turn, an opportunity to increase education level of KU’s region residents. Attainment coincides with the poverty level. On average, the income of 8% of households in the KU region is at or below poverty level, with the highest percentages in Berks, Lehigh, and Philadelphia Counties. Less then 1% of these householders attain a bachelor’s degree. Impactful to note, on average, 55% of households in poverty are female only householders. Ongoing shifts in the demographics of global populations, including migration trends and patterns, are leading to a new outlook on how higher education must serve students in the future. Increasing numbers of nontraditional students and changes in the concept of the “typical” student will continue to force institutions to consider alternative approaches to higher education (e.g., campus housing programs and models, online education). Questions for consideration: ❚ Given our demographics, how can KU better reach and better serve the Hispanic, Black and Asian communities? ❚ How do we improve our recruitment and marketing efforts to reach the population without a bachelor’s degree? ❚ How will KU address barriers to higher education for those households facing poverty? Berks Bucks Chester Lehigh Montgo mery Northam pton Phil adel phi a Schuyl kil l High school graduate or higher 86.7 93.9 93.6 89 94.4 90.9 84.7 89.3 Some college, no degree 16.5 16.4 13.4 17 14.4 16.7 16.7 15.7 Associate's degree 8.6 8.1 6.4 9.2 7.2 9.4 5.7 10.4 Bachelor's degree 16.1 24.4 31.5 18 27.9 19 17.3 11.2 Graduate or professional degree 8.8 16.9 21.5 11.9 21.4 11.3 12.4 5.4 0 10 20 30 40 50 60 70 80 90 100 Percent Educational Attainment by KU Region, 25 years and over

How undergraduates seek information is changing as a result of the COVID pandemic. Students traditionally met with admissions counselors at their high schools or college fairs for individual visits. This was not an option for Spring 2020, Fall 2020, or Spring 2021. The campus visit experience has also changed. Students highly value seeing campus in person, and the limitations on capacity for events have been impacted due to the pandemic. Virtual visitation opportunities have not had a high attendance rate for the Fall 2020 semester. Students are also able to seek out information about colleges on their own via college search sites and college and university websites. Students previously met with admissions counselors at high school visits and college fairs and filled out inquiry cards. Fewer students fill out virtual inquiry cards. Additionally, fewer students have had the opportunity to take the SAT or ACT, which affects the name buys that admissions offices utilize in order to grow their inquiry pools. Students who have participated in the limited campus visitations have expressed relief and gratitude that they were able to experience campus in person. Many colleges and universities have not opened in-person visitations as a result of the pandemic. Nearly 250 institutions offer degrees in Pennsylvania. Each institution is, in some form, experiencing the effects of increased competition for declining high school graduates. Kutztown has 53 post-secondary institutions within a 50-mile radius of campus; 11 of those are within a 25-mile radius. Questions for consideration: ❚ Is KU in a position to meet targeted enrollment? ❚ Is KU an attractive option for the region’s high school graduates? Institutions of higher education are both products of and contributors to the economies, environments, and industries that compose the global landscape. In an increasingly connected, transparent, and scrutinizing world, institutions are expected to be wise and judicious stewards of the resources that enable them to exist and operate. They are also expected to contribute something of value to the larger world and to effectively confer the knowledge and skills that people need to work and live—all at a reasonable cost. Absent this perceived value, institutions of higher education in many countries will likely continue to see declines in funding from supporting governments and industries. COMPETITION COST AND AFFORDABILITY

The rising cost of tuition, combined with decreased funding from public and other sources, will expand the US student debt crisis and lead to multiple long-term economic effects. Students’ independence in adulthood (e.g., purchasing a home, having children, contributing to the economy) will be impacted. Institutions need to demonstrate their value and/or adjust to economic realities with new business/funding models. pdf?#page=7&la=en&hash=0C5E0415C9202F58BC1E5577A709A5D673AB27D8 Between 2008 and 2019, Pennsylvania cut state spending per student by more than 33%, representing the 6th highest appropriation cut across the United States. Due to the lack of state spending, Pennsylvania ranks third highest in the country for in-state tuition and fees. KU has budgeted its increase to in-state tuition and fees at 1% per year, through fiscal year 2023, as prescribed in the PASSHE comprehensive planning process. Unfortunately, the outlook for state funding is unchanged. Kutztown state appropriations are being budgeted flat through fiscal year 2023, as instructed through the PASSHE comprehensive planning process. When it comes to paying for college, parents foot the lion’s share of the bill. In PA, the net price of attendance (4-year public) is 34% of the median family income (third highest in the nation). For Black students, this is 54% (second highest in the nations). For Hispanic students, this is 50% (the HIGHEST in the nation). Specifically for KU students, the narrative doesn’t change. Students took almost $57M in self-help need and non-need-based aid, and parents took over $15M in additional loans, outside of their income and savings source. CDS2019-2020.pdf KU is attempting to combat this with additional focus on institutional scholarships. A new scholarship model has allowed us to award merit-based scholarships at the time of acceptance. We can also tell students their projected scholarship amount based upon GPA and test scores (if applicable). Transfer students are also eligible for merit awards through the new model. Generally, there are very few opportunities for transfer students to be considered for scholarships. That said, competing institutions have instituted similar awarding strategies, lessening the impact on yield for Kutztown. Questions for consideration: ❚ Are pricing strategies flexible and student-centered, based on its standing within its region, its program offerings, and the characteristics of its students—especially its students’ ability to pay? ❚ Is KU’s net price competitive for undergraduate in-state and out-of-state tuition and fees, as well as graduate student tuition and fees?

KU REGION ECONOMY OVERVIEW As of 2020 the region's population increased by 1.9% since 2015, growing by 60,169. Population is expected to increase by 2.2% between 2020 and 2025, adding 70,552. From 2015 to 2020, jobs declined by 0.6% in Kutztown University Region from 1,663,351 to 1,652,655. This change fell short of the national growth rate of 1.3% by 1.9%. As the number of jobs declined, the labor force participation rate decreased from 63.8% to 62.2% between 2015 and 2020. Concerning educational attainment, 23.8% of the selected regions' residents possess a Bachelor's Degree (3.8% above the national average), and 8.1% hold an Associate's Degree (0.5% below the national average). The top three industries in 2020 are Restaurants and Other Eating Places, Education and Hospitals (Local Government), and General Medical and Surgical Hospitals. 2020 Labor Force Breakdown Population Characteristics Business Characteristics Online profiles for KU region workers mention 118,195 companies as employers, with the top 10 appearing below. In the last 12 months, 24,936 companies in the region area posted job postings, with the top 10 appearing below.

Educational Pipeline In 2019, there were 32,935 graduates in KU region. This pipeline has shrunk by 9% over the last 5 years. The highest share of these graduates come from Financial Planning and Services, “Business Administration and Management, General”, and Registered Nursing/Registered Nurse. overview

Questions for consideration: ❚ Does KU have the right academic program array to serve the industry and workforce needs of the region? ❚ How can KU capitalize on the continuing education market through re-skilling/up- skilling/re-training? Justice, Equity, Diversity, and Inclusion Equity and diversity goals and agendas are increasingly prevalent in higher education. In some instances, institutional performance goals related to equity of completion outcomes are tied to funding. Professional development among faculty, staff, and administrators can influence the ways in which curriculum is structured, pedagogy is delivered (e.g., culturally responsive), and service and support are rendered to students and the community. Faculty Gender and Ethnicity Profile The University strives to maintain an equal percentage of male and female faculty members and has steadily maintained a range between 46 and 51 percent of female faculty since 2014. The chart above reflects a slight decrease in female faculty between 2018 and 2019. While the percentage of minority faculty members has increased rather steadily since 2014, it should be noted that the number of Hispanic faculty members has actually decreased and the number of Black faculty members is the same in 2019 as it was in 2014. A majority of the increase in the percentage of minority faculty members can be attributed to the increase in Asian faculty and faculty who identify as two or more races. Well Being and Mental Health Experts and researchers use terms like “epidemic” and “crisis” to characterize the mental health challenges currently facing American college students. Statistics back up these claims. According to 2018 and 2019 student surveys from the American College Health Association (ACHA), about 60% of respondents felt “overwhelming” anxiety, while 40% experienced depression so severe they had difficulty functioning. A 2019 Pennsylvania State University study noted that demand for campus mental health services spiked by 30-40% during a period that saw only a 5% increase in enrollment. SOCIAL TRENDS

Well-being and mental health initiatives at colleges and universities, including emerging technology and application solutions, need to support the increasing numbers of students who report experiencing anxiety, depression, and related concerns. Faculty and administrators will need to navigate more frequent encounters with students seeking well-being and mental health help, since students who do not have effective intervention services or treatment available to them will likely be less successful in academic and social activities. pdf?#page=7&la=en&hash=0C5E0415C9202F58BC1E5577A709A5D673AB27D8 Wellness According to Batra et al., (2021) college students bear a disproportionate burden of mental health problems worldwide, with females having higher anxiety and depression levels than males. The COVID-19 pandemic seems to have exacerbated this situation. The need to develop solid, holistic interventions that take into consideration our students’ social, emotional and psychological needs is vital to the health and wellness of our college campus. This can transpire by following the current societal trends that include mindfulness as a preventative measure to mental health crisis. Mindfulness skills are specific behaviors that can be taught and encouraged for healthy life practices aiding a person’s mental and physical well-being. Even on the best of days, a college student may can experience judgement of self or anxiety about the future due to academic or social stress or perhaps apprehension about transitioning to new environments. Teaching college students the tools to practice living in this way, focusing on what they can control and not the past or the future, could offer benefits far outreaching those of a more traditional medical path. Students can learn to thrive using holistic methods to facilitate a healthier frame of mind, even in a pandemic. Our university has implemented Wellness Days to ensure that our students understand holistic preventative care concerning their wellness needs. Wellness days are intended to give a break to our students, staff and faculty and allow them to focus on self-care. KU executes special programming and activities during these wellness days, including free food, giveaways and events such as yoga, meditation workshops, and stress relieving activities. Questions for consideration: ❚ Is KU prepared to adequately assist students who are experiencing wellbeing and mental health challenges? ❚ What, academic and operational, changes prompted by the COVID-19 pandemic should be carried forward?

A member of Pennsylvania’s State System of Higher Education