Part 1: Strategic Goal Narrative Complete one page for each of the university's top three strategic goals and the strategies used to achieve them in a financially sustainable way, including expected outcomes for specific student populations. Please note whether the goal item is new or continuing from prior CPP submissions. Continuing goals should describe status against outcomes in the narrative below. • Enrollment stabilization and/or growth - include anticipated sources of new enrollments as well as improvements in student success (e.g., measured in pt to 2nd year retention and 4- and/or 6-year graduation rates). Goal should address demographic cliff considerations (refer to demographic and market share supplemental information). • Diversity, Equity, and Inclusion - include anticipated sources of new enrollments as well as reductions in underrepresented minority (URM) attainment gaps (measured in 1st to 2nd year retention and 4- and/or 6-year graduation rates). • Sustainability - Address alignment of academic program arrays and resources with enrollment. As applicable, also describe how capacity will be created for investments, deferred maintenance requirements, or other long-term sustainability considerations. Identifying Strategic Goals Within Major Strateav Categories Strategy Categories (Check all that apply): X Student Success X Financial Sustainability X Affordabilitv Academic Proaram Array New X Diversitv/Eauitv/lnclusion Workforce Continuing X Maintain freshmen enrollment of 1,600 and increase transfer enrollment to 500 by Strategic Goal: fall 2026, increase graduate enrollment by 1.25% annually, with additional focus on continuing education. Strategic Goal(s) description and populations impacted: Student recruitment is essential to boosting excellence and enhancing diversity in an institution's student body, as well as a foundation for financial sustainability. The university enrolled 1,595 freshmen in fall 2022 and 1,594 in fall 2023. With the further implementation and refining of our new financial aid awarding processes, we feel confident that we will continue to recruit a freshmen class of 1,600. Anticipated/Achieved student success, DEi, or financial sustainability outcomes: Since the inception of the CPP, our freshmen enrollment has increased from 1,392 in fall 2019 to 1,594 in the most recent fall 2023 including an all-time high 31% minority students. This sustained improvement is primarily due to our work with RNL in developing a financial aid optimization model that was started in fall 2020. New transfer undergraduate student enrollment had been down the past few years, but we were able to realize a 2% increase for fall 2023. We will need to further refine our recruiting and aid strategies to achieve this goal. Graduate enrollment has been relatively consistent over the past few years after a significant increase in FY 2019-20. Strategy funding and resources: This is our fifth consecutive year working with a Strategic Enrollment Management (SEM) Consultant specializing in Financial Aid Optimization. The annual cost for this agreement is $72,500. Current strategy includes an annual investment of $3.5 million in student financial aid to secure the incoming freshmen/transfer class. Multi-campus and Systemwide implications, if applicable: This initiative will put KU (as usual) in direct competition with other PASSHE Schools. A coordinated effort between PASSHE schools who would accept students who are denied from another PASSHE school would assist in 'keeping' some students in the System instead of them going to other postsecondary schools. 4
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