TABLE OF CONTENTS - University of the PacificTRENDS SHAPING ENROLLMENT MANAGEMENT Enrollment in...

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TABLEOFCONTENTS

EXECUTIVESUMMARY 2THEROLEOFSTRATEGICENROLLMENTMANAGEMENT 4 TRENDSSHAPINGENROLLMENTMANAGEMENT 6GUIDINGPRINCIPLES 8STRATEGICENROLLMENTSTRATEGIES 11 ENROLLMENTTARGETS 19APPENDIXA 20

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EXECUTIVESUMMARYThisStrategicEnrollmentPlanextendstheUniversity’sstrategicplan–Pacific2020:ExcellinginaChangingHigherEducationEnvironment–andtheAcademicPlan:CrossingBoundariesforAcademicExcellencebyaligningtheUniversity’scapacitywithstudentintereststoprojectfutureenrollments,planforfutureprograms,andguiderecruitmentstrategiesforthenextfiveyears.Thisvisionofthefuturerestsonfourguidingprinciplesthatshapedtheplan:theneedtosecurethePacificresidentiallearningexperiencethatincludesbothstrongliberalartsandprofessionalofferings;theneedtobuildontheUniversity’sproudhistoryofinclusionbydefiningstudentexcellenceandstudentdiversityasintegrally-linkedefforts;theneedtorecruitstudentswiththequalitiestonotonlysucceedacademicallybuttocontributetothevitalityofthecommunity;andtheneedtoensuretheongoingfinancialsustainabilityoftheUniversity.Torealizetheseprinciples,PresidentPamelaEibeckchargedtheStrategicEnrollmentPlanningCommitteewithdevelopingaplantoguideenrollmentforthenextfiveyears.ThisStrategicEnrollmentPlanisbuiltupononeightcorestrategies:Broadendiversitybycontinuingandincreasingoutreachto,programmingforandenrollmentsfromunderrepresentedpopulations.Thiswillnecessitatebothdeepeningandbroadeningrecruitingeffortsinandaroundthethree-citylocationsthrough1)expandingpipelineprogramsandcollaborationswithschoolstobolsterpre-enrollmentpreparation;2)wideningoutreachtounderrepresentedpopulationsthrougharobustrangeofinitiatives;and3)bolsteringadvisingandretention-relatedservicestoensurestudentsuccess.Invigorateundergraduateenrollmentbystrengtheninghigh-yieldundergraduateprograms,developingacounselornetworkandexpandingtransferopportunities.Toaccomplishthis,Pacificwilldevelopnewinterdisciplinaryundergraduateprograms,expandpipelineopportunitiestothenewgraduateprogramsinpublicpolicy,law,dataanalytics,ourarrayofeducation,healthprofessionandhealthrelatedprograms,andtootherprogramsPacificmaydevelop;deepenpartnershipswithhighschoolandcommunitycollegecounselors;andinvigoratetheUniversity’sapproachtotransferstudentrecruitment.Increaseretentionandstudentsuccessthroughoutreach,counseling,academicfoundationprogramsandindividualizedsupport.Pacificwillincreasetheundergraduatesix-yeargraduationrateby1%peryear.Ameaningfulportionoftheincreaseinundergraduatestudentsacrossthetermofthisplanisachievedthroughincreasedretention.Buildinguponthesignificantsuccessofexistingretentionprograms,Pacificwilldevelopadditionalacademicfoundationcoursesandenhanceindividualizedsupporttoaccomplishthisgoal.Enhanceinternationalstudentrecruitmentofwell-preparedapplicantswhilediversifyingtherangeofnationaloriginandimprovingretention.Recruitingandretaininginternationalstudentsrequiressubstantialandcontinuingfinancialinvestmentstocreatelastingeffect,andatthistimePacificisfinanciallyincapableofmakingtheselargeinvestmentstoincrease

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internationalenrollments.Tothisend,Pacifichasidentifiedacost-effectiveopportunitytorecruitandnurtureapipelineofinternationalundergraduate,graduateandprofessionalstudentsthroughpartnershipwithShorelightEducation.ThispartnershipwillprovidetheuniversitywithInternationalstudentsthroughtwoseparatepathways.Recruitmentin111countrieswilldeliverhighlyqualifiedstudentsforPacific’sconsiderationfordirectadmittancetoadegreeprogram.Inaddition,theseeffortsbytheShorelightinternationalrecruiterswillalsobringstudentswithstrongsubjectmatterpreparationwhoneedEnglishlanguagetrainingintotheShorelightpartnershipbridgeprogramtoassuretheiracademicpersistenceandsuccess.ThispotentialpartnershipvirtuallyeliminatesinvestmentbytheUniversityandsubstantiallymitigatesfuturefinancialriskswhilealsokeepingcompleteacademiccontrolofEnglishpreparationandacademicsocializationprogramsforpre-Pacificstudents.Pacific’srelationshipwithShorelightEducationdoesnotaffectcurrentorfutureinternationalrecruitmentorstudentsupportactivities.Recruitmentofinternationalstudentsthroughdirectfacultyefforts,throughfacultyengagementwiththeDepartmentsofStateorCommerce,andPacific’srecruitmentofinternationalstudentathleteswillcontinue.InstitutionalEnglishasaSecondLanguage(ESL)serviceswillcontinuetobeavailabletointernationalstudentsandathletes.TherewillalwaysbeapathwayforinternationalstudentstojoinPacificoutsideoftheShorelightpartnership.Buildinstitutionalcapacityinadmission,financialaid,andmarketingbyexpandingandretainingthegroupofdedicatedprofessionalswhowillincreaseadmissionrecruitmentandcommunication,financialaidoutreachto,andservicesfor,prospectiveandcurrentstudentsandtheirparents;reviewfinancialaidpackagingandreengineerfinancialaidprocessesacrossthethree-citylocationstoenhancerecruitmentandretention;andstrengthenmarketingandbrandingtoinstillaconsistentbrandidentityacrosstheUniversity’sthree-citylocations.Ensurecontinuedstrengthinprofessionalfields.ProfessionaleducationisaproudlegacyandongoingstrengthofPacificthatmustcontinuetoflourishinthefuture.Maintainingqualityandreputationisofparamountimportance.Enrollmentsmaydecreaseinsomeprofessionalprogramsduetoadropindemand,makingitparamountthatnewprogramsorrevisionsofexistingprofessionalprogramsoccurtocontinuePacific’sstrengthinprofessionaleducation.EachofPacific’sprofessionalschoolshavebeguntobuildoutrobustgraduateprograms;MastersofScienceinLaw,MastersofPublicPolicyandMastersofPublicAdministrationdegreesthroughMcGeorgeSchoolofLawandtheMastersofScienceinPhysicianAssistantStudiesthroughtheArthurA.DugoniSchoolofDentistry.TheThomasJ.LongSchoolofPharmacyandHealthSciencesalsoseekstodevelopanewDoctorofOccupationalTherapyprogramtocomplementitscurrentofferings.TheMcGeorgeSchoolofLawwillcontinuetoimplementtheActionPlanapprovedbytheBoardofRegentsinOctober2014.Otherprofessionalprogramsmayemergeduringnextplanningstages.

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Promotegrowthatthegraduatelevelforfull-timeandpart-timestudentsthroughoutreachtailoredtostudentsseekingfull-timegraduateprogramsandstudentsseekingpart-timeprogramsforworkingprofessionals.Severalgraduateprogramswithopportunityforgrowthhavethepotentialtoattractstudentsfromourregion,out-of-state,andaroundtheworld.Full-timestudentsaremorelikelytoseekprogramsthathaveablendofteachingandscholarshipandcommunityengagement,whereaspart-timestudentsseekmoreflexibilityincourse/programscheduling,andmodesandlocationofinstruction.OutreacheffortswillfocusonutilizingtheUniversity’swebsites,socialmediapresenceandkeypartnershipstoenhancerecruitment.Regionally,Pacificwillenhancerecruitmentofworkingprofessionalsthroughacombinationofprogram-specificmarketing,brand-awarenessmarketing,sponsorships,program-specificcorporatepartnershipsandrecruitmentevents.Engageadiverserangeoflearnersthroughworkforcedevelopmentandprofessionaleducation.Forinternationalstudents,theUniversityofthePacificEnglishLanguageInstitutewillprovidelanguageandacademicsupportpriortoenrollinginPacificdegreeprograms.Forworkingadultsseekingconvenienteducationofferingsrangingfromasinglecourseorworkshoptolifelonglearningthatsupportscareeradvancement,Pacificwillbuildonitscurrentofferingsanddevelopnewofferingstoprovideabroaderrangeofaccessible,engaging,career-supportingeducationandtrainingalignedwithgrowthareasinthelabormarket.SUMMARYTheStrategicEnrollmentPlanidentifiesthevisiontorealizetheeightcorestrategies,aswellasprovidesspecificenrollmenttargetsforthenextfiveyears.TacticsandfinancialprojectionswillderivefromtheStrategicEnrollmentPlanduringimplementation.ThisSEPisgroundedintherealityof2015,butprovidesanaspirationalroadmapforfutureenrollmentgrowthanddiversityattheUniversityofthePacific.WorkingwithindividualsacrossinstitutionalboundariesofPacific,theSEPwillrealizethevisionofPacific’scomprehensive,three-city,one-Universityfuture.ByaligningandnestingtheSEPwithinPacific2020andtheAcademicplan,CrossingBoundaries,theSEPwilldrivefinancialplanningfortheUniversity.WhileenrollmentmodelsaresomewhatconservativethevisionisaspirationalandpositionsPacifictonotonlyrespondtodynamicchangesintheexternalenvironment,buttorealizeitspotentialasapremiereducationalleaderinstudentcenteredhighereducation.

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THEROLEOFSTRATEGICENROLLMENTMANAGEMENTStrategicenrollmentmanagementisaninstitution-wideprocess,aligningtheacademicexcellenceatUniversityofthePacificwiththeneedsofindividualstudents,theUniversityitselfandsocietyasawhole.ThisplanningeffortfitswithinPacific’sstrategicframeworkillustratedbelow.

Pacific’sStrategicFramework

UniversityofthePacificchartedaboldcourseintothefutureinPacific2020:ExcellinginaChangingHigherEducationEnvironment.ThestrategicvisioninPacific2020focusesonsecuringthe‘PacificExperience’forfuturegenerationsdespitethemyriadchangesunderwayinAmericanhighereducation.Savvy,contemporarystudentsandtheirfamiliesseekthegreatestpossiblevaluepropositionintheirchoiceofauniversity.Inreturnfortheirinvestment,theyexpecttheUniversitytodemonstrateaninstitutionalcommitmenttoindividualizedlearningforlifethatincludesstudentsuccess,bothintheclassroomandbeyond,preparationforeverchanginglabormarketsandjobreadiness.Giventhesedemands,Pacific2020focusedon“capitalizingontheUniversity’shighlyregardedstudent-teacherrelationships,committedfacultyandstaff,andmultiplelocationsacrossNorthernCalifornia”throughfourstrategies:

• Buildthestrength,relevance,andreputationofPacific’sacademicprograms;• PursuenewstudentmarketsthatcapitalizeonthestrengthsofPacific’sacademic

programsandmultiplelocations;• Preparestudentsfortomorrow’scareersandforlifelongsuccess;and• DeveloporganizationalcapacitiesthatsupportPacific’svision.

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ThenextstepinrealizingthevisioninPacific2020camethroughtheAcademicPlan:CrossingBoundariesforAcademicExcellence.ByfocusingontheheartoftheUniversity,itsacademicprograms,theAcademicPlanarticulatedprinciplestoguidethefutureofPacific’sacademicprograms,includingleveragingthethree-citylocationsoftheUniversitytofurtherenhancestudentsuccesswhileexpandingprogramsandenrollmentsstrategically.AmajorcomponentoftheAcademicPlanfocusesonenhancingPacific’sportfolioofacademicprogramstomeetnewandemergingsocietalneeds.ThisStrategicEnrollmentPlancomplementsandextendsPacific2020andtheAcademicPlanbyaligningtheUniversity’scapacitywithstudentintereststoprojectfutureenrollments,planforfutureprograms,andguiderecruitmentstrategiesforthenextfiveyears.TheheartofthePacificexperienceremainsunchanged.TheUniversityisachampionofundergraduateliberalartseducationontheStocktoncampuswhileleadinggraduateandprofessionaleducationacrossthethree-citypresenceofPacific.ThisdiverserangeofstrengthsandstudentsrequirestheUniversitytointentionallyandeffectivelydevelop,market,andrecruitforitsacademicprograms.SuccessfullyimplementingthevisionofthefutureinPacific2020andtheAcademicPlanrequiresaStrategicEnrollmentPlanbasedonanuancedunderstandingofthetrendsshapingenrollmentinhighereducation.ThenextsectionbrieflyreviewssomeofthesetrendsthatPacificmustprepareforwiththisPlan.

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TRENDSSHAPINGENROLLMENTMANAGEMENTEnrollmentinAmericanhighereducationcontinuestorise,withsteadilyincreasingnumbersofstudentsseekingadmissiontocollegesanduniversities.Despitethisgrowth,thecompetitivelandscapeforhighereducationinstitutionsbecomesmorechallengingeachyearascostsofoperationincrease,publicfundingofhighereducationdecreasesacrossthecountryandtuitiondiscountingtorecruitthemostpromisingstudentslowersnetrevenue.Studentenrollmentsacrossthecountryshowanincreasingnumberoffemalestudentsandincreasingdiversityinthecollege-goingpopulation.Studentsofcolorrepresentanincreasingproportionofstudentenrollments.Inaddition,thesocio-economiccircumstancesofstudentsalsoshowsignificantdiversification,withincreasingnumbersofstudentsfromlow-andmiddle-incomefamiliesenrollinginhighereducation.InCalifornia,demographicpredictionsshowsteadygrowthintheoverallnumberofCaliforniansandanincreasinglydiversepopulation,withthegreatestgrowthintheLatinopopulation.Thethree-citylocationswherePacificoffersitsprogramsareallprojectedtoseeparticularlyhighpopulationgrowthwithincreasesinpopulationdensityanddiversity.Thus,societyasawholeandthecollege-readypopulationinparticularwillbecomeincreasinglydiverseacrossCalifornia,especiallyintheurbanareasPacificservesandtheCentralValleyasawhole.GiventherobustrangeofcommunitycollegesacrossCalifornia,andahistoricalexcessofdemandforspacesatpublicandprivatefour-yearuniversities,transferstudentsalsoshowgrowingdemand.AsaresultoftheGreatRecession,studentsincreasinglypursueacommunitycollegepathwayasacost-savingsapproachtoearningabaccalaureatedegree.BudgetconstraintsintheUniversityofCaliforniasystemandtheCaliforniaStateUniversitysystemtendtoconstraintheircapacityforfreshmanandtransferenrollment–althoughinfall2015asurprisingturnaroundoccurredwhentheUniversityofCaliforniasystemcommittedtoadmitting5,000additionalCaliforniaundergraduatestudentsforthefall2016admissioncycle.SubsequenttoanauditoftheiradmissionspracticestheUniversityofCaliforniarecentlyannouncedit’splantoincreaseadditionalundergraduateenrollmentsto10,000moreCaliforniaresidentsacrossthenextthreeyears.Regardless,increasingtuitionandfeesattheUCsandCSUssteadilycompressthegapinpricebetweenpublicandprivateuniversities.Giventhesetrends,demandfromtransferstudentsisprojectedtoincreaseinthecomingyearsatPacificandotherprivateuniversities.Inthecomingyears,accesstothesetransferstudents,aswellascollege-readyhighschoolstudents,willlikelydependonrobustpartnershipsbetweenuniversitiesandcommunitycolleges,schoolsandK-12educators.InternationalstudentsrepresentanothermajorareaofgrowthinAmericanhighereducation,withnearlyonemillioninternationalstudentsenrolledacrosstheUnitedStatesandsteadygrowthinthatnumbereveryyear.Thevastmajorityofinternationalstudentspursuebachelor’sandmaster’sdegrees,andtheytendtoenrollinareaswell-representedatPacificsuchasbusiness,engineering,computerscience,liberalarts,visualandperformingartsandhealth-relatedfields.Pacificenjoysalonghistoryofinternationalengagement;however,in

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recentyearstheUniversityhasexperienceddecreasesininternationalstudentrecruitmentandretention.Asinternationalstudentdemandgrowsinthecomingyears,andgiventheeducationalbenefitsofaculturallydiversecampus,renewedemphasisoninternationalstudentrecruitmentisvital.Highereducationenrollmentisprojectedtogrowacrossallagegroups,butthegreatestincreaseingrowthnowandinprojectionsforthenextfiveyearsisinadultlearners.Whetherseekingdegreecompletionopportunities,job-relatedtraining,orgraduateandprofessionaldegrees,studentsintheirlate20s,30sandoveraregrowinginnumberandreshapinghighereducation.Acrossalldemographicgroups,studentsincreasinglyseekreadily-accessiblewaystoengageinhighereducation,whetherthroughonlinelearning,blendedlearning,orconvenientlylocatedin-personprograms.Whetherinundergraduateprograms,graduateprograms,professionalprograms,orcontinuingadulteducation–thesocietalexpectationforconvenientaccesstolearningcontinuestogrow.

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GUIDINGPRINCIPLESDespitethechanginglandscapeofhighereducation,theprinciplesthatguidetheUniversityofthePacificremainsolidandunchanged.Chiefamongthesearethe‘PacificExperience’,theclearcommitmenttodiversity,studentsuccessandtheimportanceoffinancialsustainability.THEPACIFICEXPERIENCETheessenceoftheexperiencestudentsenjoyatPacificisthecloserelationshipsthatdevelopbetweenfacultyandstudentsthroughouttheiracademiccareers.Thehallmarksoftheserelationshipsareaccessibility,intellectualrigor,respectforstudentsandrespectforthelearningprocess.Thepurposeofthiseducationalendeavorisandshouldalwaysbetheimprovementoftheindividualandimprovementofsociety.APacificeducation,regardlessofmajor,preparestheindividualforlifeandenrichestheindividual,andtheirimpactonsociety,foralifetime.ThefacultybelievesthatthePacificcommunityisnotsomethingtheyprovideforstudents;itissomethingtheycreatewithstudents.TheFacultyrespectstheprocessthroughwhichstudentslearn,andtheyconstantlyadapttoengagestudents.TheFacultyalsofindspassioninseeingtheirdisciplinethroughtheeyesoftheirstudents.ThecultureofPacificattractsfacultymemberswhowanttomakeadifferenceinstudents’lives.Thesefacultymembersseekablendofteachingandscholarshipwhereworkdoneinthelaboratory,office,studioorfieldenrichesthecontentintheclassroom.Thefacultyepitomizestheteacher-scholarmodelwhereresearchinformsteachingandteachinginformsresearch.Thisstudent-teacherrelationshipisinseparablefromthePacificExperience,andmustbepreserved.DeepengagementwiththeFacultyandstaffprovideseachstudentwithapersonalizedexperience.Thesubstanceoftheserelationshipsbuildsovertime,andPacificalumnifrequentlynotetheimportantroletheirrelationshipswithfacultyandstaffmentorsplayintheirlives.Acompleteuniversityeducationincludeslearningfromabroadarrayofenvironmentscomplementarytothefaculty-studentrelationship.Studentsdevelopthemselvesinconcertwithstaffmentors,fellowstudentsandthroughcommunityengagement.DIVERSITYPacificisahighlydiverseinstitution,withaproudhistoryofinclusion.Ourdiversityisapivotalstrength,andmaximizingthediversityofourcommunityinthecomingyearsisastrategicpriority.AstheregionsPacificservesbecomeincreasinglydiverse,sotoomusttheUniversity,andacriticalgoalisforenrollmentatPacifictoreflectthecollege-readypopulation.Increasingstudentexcellenceanddiversitygohand-in-handatPacificandtheseintegrallylinkedeffortsarecentraltothisplan.

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DiversityintheclassroomandthroughoutthePacificcommunityimproveslearningoutcomesforallstudents.Moreover,diversityincludesmanydimensionsatPacific,includingraceandethnicity,culturaldifferenceswithintheUnitedStatesandinternationally,socio-economics,genderidentities,militaryserviceexperiences,andabilities.AvibrantcommunityofdiversestudentsiscentraltoPacific’svisionforthefuture.Tosuccessfullyrecruitandretainstudentsfromdiversebackgrounds,PacificneedsexpandedresourcesandsupportserviceswithinthecommunitythatreflecthowtheUniversityvaluesandsupportsadiversestudentbodyandcommitstotheirsuccess.Forexample,culturallycompetentpracticesinrecruitmentandretentionwillensurethatPacificattractsandretainssuccessfulstudents.Thiswillensurethecampusclimateiswelcomingfromtheinitialpointofcontactthroughouteverystudent’sacademiccareer.STUDENTSUCCESSThePacificcommunitydefinesstudentsuccessasacquiringknowledgeandskills,academicachievement,engagementbeyondtheclassroom,anddevelopingfoundationsforapersonallyandsociallyresponsiblelife.UniversityofthePacificseekstoenrollstudentswiththequalitiesnecessaryforsuccess–andPacificisdedicatedtonurturing,supportingandenhancingeachstudent’ssuccess.PacificstudentsareindividualswhohavethepotentialtonotonlysucceedacademicallybuttobecontributingmembersofthecampuscommunitywhocoalescetheirdiversebackgroundsandexperiencesintothelargerPacificcommunity.Byensuringthateverystudentbringsthesequalitiestothecommunity,supportingthePacificExperienceintheclassroomandprovidingarobustrangeofstudentservicesandco-curricularopportunities,theUniversityfostersthesuccessofeachstudent.Persistencetograduationisthemostcriticalindicatorofstudentsuccess,andtheUniversity’seffortstoimproveretentiondemonstratesuccess.TheUniversityusesadata-basedapproachtoidentifyat-riskstudentsandgapsinstudentsupportservices.Thisinformation,inturn,ledtotheallocationofsubstantialresourcestostrengthenfourfoundationalareasofstudentsupportservices:casemanagement,advising,tutoringanddevelopmentaleducation.Thisproactiveapproachfostersmoreeffectivedeliveryofkeystudentsuccesssupportservicesinatimelyandcoordinatedway.FINANCIALSUSTAINABILITYEnsuringthefinancialsustainabilityoftheUniversityisnotonlyaguidingprincipleofthisplan,itisofcriticalimportanceinpreservingthePacificExperienceforfuturegenerations.Increasedcompetitionandlabormarketchangesalteredlong-standingcontributionstotheUniversity’soverallrevenuepreviouslymadebytheprofessionalschools.Consequently,achievinggreaterdiversityandintegrityofrevenuestreamsisnecessarytoensurePacific’songoingfinancialsustainability.

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Revenuegrowthatmostuniversitiesslowedorceasedduringthelastdecadewhilethecostofeducationincreased.Increasingly,Americanhighereducationstrugglestoaddresslong-termdownwardpressuresonrevenuescombinedwithcontinuedupwardpressuresoncosts,includingfinancialaid–raisingquestionsaboutthesustainabilityofcurrentfinancialmodels.Sustainabilityisapowerfulstrategytoachievetherenewal,reformation,andrelevanceasenvisionedinPacific2020andtheAcademicPlan.TheStrategicEnrollmentPlanproposesinnovativesolutionsforbuildingfinancialsustainabilitybydistinguishingtheUniversityfromitspeers,bolsteringthevaluepropositionandenhancingorganizationaleffectiveness.OneofthekeygoalsoftheStrategicEnrollmentPlanistoassurelong-termfinancialsustainabilitybycreatingamoredifferentiatedandfinanciallysustainableinstitutionwithoutdiminishingtheUniversity’scommitmenttoitsstudentsandthePacificExperience.ByfocusingonthePacific’sdistinctivecharacteristicsandaligningthemwithsocietalneedsandchangesinthelabormarket,thisplaninstitutionalizeslong-termthinkingaroundenrollment,helpsutilizeexcesscapacity,andstrategicinvestmentsoftimeandmoney.Whenfullyimplemented,theplanwillenablePacifictonotjusttosurvive,buttothrivewithafocusedstrategyandasustainablefinancialbase.Pacific’sStrategicEnrollmentPlanisthebridgetofinancialsustainability.DuringimplementationoftheStrategicEnrollmentPlan,Pacificwillconsiderthebudgetimplicationsofenrollmentprojections,includingfive-yearestimatesofenrollmentandtuitionrevenue;incrementalcostsofgrowingexistingprogramsandestablishingnewofferingsintermsofpersonnel,infrastructure,etc.;projectednettuitionrevenuesacrossenrollments;andinvestmentsinretention-relatedactivities.Theseconsiderationswillensuretheviabilityoftheplan,andtheeffectivestewardshipoftheUniversity’sresourcesinthecomingyears.

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STRATEGICENROLLMENTSTRATEGIESTheStrategicEnrollmentPlanisbuiltuponeightcorestrategies:

• Broadendiversity;• Invigorateundergraduateenrollment;• Increaseretentionandstudentsuccess;• Enhanceinternationalstudentrecruitment;• Buildinstitutionalcapacityinadmission,financialaid,andmarketing;• Ensurecontinuedstrengthinprofessionalfields;• Promotegrowthatthegraduatelevelforfull-timeandpart-timestudents;and• Engageadiverserangeoflearnersthroughworkforcedevelopmentandprofessional

education.Eachofthesestrategiesisdiscussedindetailbelow,includingthegeneralapproachbywhichthesestrategieswillbeimplemented.BROADENDIVERSITYPacific2020includesagoalto“advancediversityandinclusivenessofthePacificcommunitytoenhancethelearningenvironment,”andaccomplishingthisisacentralfeatureoftheStrategicEnrollmentPlan.TheOfficeofUndergraduateAdmissionwillcontinueandincreaseitsoutreach,programming,andenrollmenteffortsforunderrepresentedpopulations.Thiswillnecessitatebothdeepeningandbroadeningrecruitingcampaignsinandaroundthethree-citylocationsaswellasnationallyandinternationally.AttractingunderrepresentedstudentstoPacificandfosteringtheirsuccessisofcriticalimportanceinbroadeningdiversity,andtheUniversity’seffortsinthisareawillfocuson:

• Pre-Enrollment:Expandandstrengthentheapplicantpoolthroughincreaseduseofpipelineprograms;collaboratewithkeyhighschoolstobolsterAPofferingsandassiststudentspreparingfortheSATand/orACTtests.

• RecruitmentandAdmission:WideneffortstoreachunderrepresentedstudentswhomightconsiderPacificbyincreasingvisibilityandvisitationstokeycounties;deepeningoutreachtoLBGTQIA,veteran,firstgeneration,Latino,AfricanAmerican,NativeAmerican,andSoutheastAsiancommunities;improvingmultilingual/multiculturalcontentandvirtualtoursonthePacificwebsite;andutilizingmulti-culturalstudentorganizations,alumni,communitycolleges,andcommunitypartnersforoutreachtounderrepresentedgroups.

• Retention:Strengthenacademicadvisingandretentionservicesforallstudents,

withparticularattentiontoincreasingthepersistence,retention,andgraduationratesofunderrepresentedstudentsbydecreasingthestudent/facultyratioinadvisingandincreasingstaffsupportforeducationalequityprograms;developinga

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coordinatedapproachtosupportstudentswithchildren;improvingthesupportservicesforfundamentalskillsdevelopment;improvingtheearlyalertsystemforstudentsinacademicjeopardy;expandinginternshipandexperientiallearningopportunities;andenhancingtheeffectivenessofandsupportformulticulturalorganizations.

INVIGORATEUNDERGRADUATEENROLLMENTTostrengthenhighyieldingundergraduateprograms,developacounselornetwork,andexpandtransferopportunitiesPacificwill:

• Createearlypipelineprogramsfornewgraduateprogramsinpublicpolicy,law,dataanalytics,ourarrayofeducation,healthprofessionandhealthrelatedprograms,andotherprogramsPacificmaydevelop.Toaccomplishthis,theUniversitywillincreaseeffortsintheearlyoutreachrecruitmentofhighabilityrisingseniorswitharobustcommunicationplanandon-campuseventstohighlightPacific’sexcellentandexpandinggraduateofferingsandoverallfacultyexcellenceby:

• IdentifyinghighabilitystudentsinSophomoreandJuniorstudentsearches

• HostinglocalareaorBayAreahighschoolHonor’sprogramconferencesorspeakerseriesforstudentsandteachers

• Developingresidentialandnon-residentialSummerResearch/Scholarship

Programsinareasofstudentgrowthandinterest

• EnsurethatprogramssuchasthePowellScholars,LegalScholars,HumanitiesScholars,andFreshmanHonorsprogramsandouraccelerateddegreeprogramsinPre-Pharmacy,Pre-Dentistry,andAccountingarewellknowntopotentialstudentsandtheeducationalcommunityandseenasmanifestationsofPacific’scommitmenttoeducationalachievement

• Developandincreaseindependentandhighschoolcounselornetworkandprogramsto

attracthighabilitystudentstoPacific.Pacificwillincreasepartnershipswiththehighschoolandcommunitycollegecounselingcommunityby:

• CreatingaCounselorAdvisoryBoardforPacific’sUndergraduateAdmissionOffice

• ContinuingandexpandingCounselorfly-inprogramsforschoolcounselorsand

independentcounselors

• HostingovernightvisitprogramsforpromisingstudentsselectedbyPacific’snetworkofhighschoolcounselors

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• DevelopingarobustcommunicationplanforhighschoolcounselorsandindependentcounselorstobetterunderstandthebroadarrayofeducationalopportunitiesforstudentsattheUniversityofthePacificandthecommunityofsupportthatstudentsreceivefromfaculty,staffandotherstudents

• Hostingschoolandindependentcounseloreventsduringregional(WACAC)

conferencesandnational(NACAC)conferences

• IncreasevisibilityforPacificatselecthighschools.

• IncreasetransferopportunitiesintoPacific.IncreasingeffortsintherecruitmentoftransferstudentswillexpandtheUniversity’sunderrepresentedstudentpopulationandcomplementrecruitmenteffortsfortheFreshmanclass.Pacific’sinvigoratedapproachestotransferrecruitmentwillinclude:

• Re-envisioningTransferthruIntersegmentalPartnershipswithourcommunitycollegepartners

• Fosteringeducator-to-educatorpartnershipsamongfacultyandadministrators

atselectcommunitycollegesthroughmutually-beneficialpartnershipssuchasfacultyandprofessionaldevelopmentforcommunitycollegeleadersaswellascreditandnon-creditbearinglearninganddevelopmentopportunities

• DevelopingtransferpipelineandpathwayprogramsuniquetoPacificandeach

partneringcommunitycollegeorbaccalaureateinstitution

• Exploringthecreationofdeferredadmissionwhichmaybeofferedtoastudentupongraduationfromhighschoolwhichincludesthepathwayoffirstattendingacommunitycollege

• Formalizingreversetransferpathwaysforselectstudentswho(forpersonal,

financial,etc.reasons)needtoreturntoacommunitycollegeforlower-divisioncourseworkandthenreturntoPacificlaterfordegreecompletion

• LeveragingestablishedcurriculumagreementslegislatedbySB1440for

AssociateDegreesforTransfer(ADTs)

• Showcasingandsupportingestablishedpipelineprogramssuchas:Mathematics,Engineering,Science,Achievement(MESA)andtheCommunityInvolvementProgram(CIP)

• Pursuingpartnershipsleadingtotherecruitmentoftalentedstudentsenrolledin

communitycollegecourseswhileinhighschool.

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INCREASERETENTIONANDSTUDENTSUCCESSUniversityofthePacificwillincreaseitsundergraduatesix-yeargraduationrateby1%peryear.Sincethesix-yeargraduationratewasapproaching70%in2015,itthereforemustincreasetoatleast75%overthedurationoftheStrategicEnrollmentPlan.Ameaningfulportionoftheincreaseinundergraduatestudentsacrossthetermofthisplanisachievedthroughincreasedretention.Attheinstitutionallevel,studentsuccessisessentialtofulfillingPacific’spromiseofastudent-centerededucation.Establishedinfall2014astheUniversity’stopprioritytheStudentSuccessInitiativecreatedaformalyetflexibleplanningprocessforcampus-wideengagementanddialogue.AStudentSuccessCommittee(SSC)wascarefullycraftedandismaintainedtoensureagrassrootsapproachtoimplementationandadoption.TheSSCseeksinstitutionalalignmentamongkeystudentsuccesssupportservices—academic,studentlife,financialaid,studentaccounts,registrar,andathletics,amongothersacrosstheinstitution.Pacific’sSSCwillcontinuetoprovideleadershipthroughitsfourworkinggroupsofCommunication,Metrics,Policy,andInterventions.ENHANCEINTERNATIONALSTUDENTRECRUITMENTPacifictakesprideinarichhistoryofeducationalpartnershipsandimpactfullearningamongstudentsfromaroundtheworld.Pacifichasenrolledsubstantialnumbersofinternationalstudentsacrossitlonghistory.Inrecentyears,internationalstudentenrollmentatPacifichasreflectedahighconcentrationfromoneregionoftheworld.InreclaimingPacific’sroleasadynamicglobaleducationalcenterthroughthisStrategicEnrollmentPlan,undergraduateinternationalenrollmentswillgrowfromsevenpercenttobetweenfifteenandseventeenpercent.WhilePacificseekstogrowthenumberofinternationalstudentsitenrolls,itisimportantthatitdiversifytheoriginsofenteringstudentsfromaroundtheworldtomaximizethebreadthofinterculturalrelationshipsandlearningopportunitiesavailabletostudents,furthersupportingPacific’scommitmenttointerculturalandglobalperspectivesasaUniversity-widelearningobjective.Pacificwillincreaseenteringstudents’academicandsocialpreparednessforacademicsuccessatPacific.InadditiontoraisingTOEFLentrancerequirements,Pacificwillensureincominginternationalstudentsreceivesocializationandacademicsupportpriortomatriculatingintodegreeprograms.Recruitingandretaininginternationalstudentsrequiressubstantialandcontinuingfinancialinvestmentstocreatelastingeffect,andatthistimePacificisfinanciallyincapableofmakingtheselargeinvestmentstoincreaseinternationalenrollments.Tothisend,Pacifichasidentifiedacost-effectiveopportunitytorecruitandnurtureapipelineofinternationalstudentsthroughpartnershipwithShorelightEducation.ThispartnershipvirtuallyeliminatesinvestmentbytheUniversity,substantiallymitigatesfuturefinancialriskswhilealsokeepingacademiccontrolofEnglishpreparationandacademicsocializationprogramsforpre-Pacificstudents.ThispartnershipisalsodesignedtogreatlyincreasethediversityofinternationalstudentenrollmentatPacific,furtherbroadeningtheeducationalimpactontheentirePacificcommunity.

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Pacific’seffortsto‘enhanceinternationalstudentrecruitment’ontheundergraduatelevelbypartneringwithShorelight,discussedabove,alsoextendstothegraduateandprofessionalschools.Thereisagreatopportunityforenrollinginternationalgraduatestudentsinextantprograms.Unlikeundergraduateinternationalenrollments,however,graduateinternationalenrollmentsarelesslikelytorequireextendedstudentservices,asthestudentsarebothmorematureaswellasmoreseasonedashighereducationstudents.BUILDINSTITUTIONALCAPACITYINADMISSION,FINANCIALAID,ANDMARKETINGImplementationoftheenrollmentstrategiesinthisPlanwillrequireupdatestotheenrollmentmanagementorganizationincludingrecruitmentofadditionalhigh-energy,dedicatedprofessionalsandconcertedeffortstoretaincurrentexceptionalstaff.EnsuringtherightstaffingisinplacewillenablePacificto:

• Expandfinancialaidoutreachto,andservicesfor,studentsandtheirparentsAsthecomplexityoftheFAFSAaidapplications,federalandstategrantandloanprocessprocedures,andotheraspectsoffinancinghighereducationincrease,Pacific’sassistancetostudentsandfamiliesmustalsoexpandtomeetthegrowingneed.ThisincludesexpandinginternalcommunicationplansthroughtheUniversityConstituentRelationshipManagement(CRM)systemaswellascontractpartnershipswithoutsidevendorswithrobustsoftwareandcontactsystemstoassiststudents.ThefinancialaidofficewillalsofocusonthecreationofapeercounselingprogramutilizingPacificstudentstoassisttheirfellowstudents.Pacific’sabilitytoexpandfinancialaidresourceswillbereinforcedbyPacific’scapitalcampaignscholarshippriorities.

• Reviewfinancialaidpackagingandreengineerfinancialaidprocessesacrossthethree-

citylocationsTheUniversity’sfinancialresourcesmustbeleveragedtoattractqualifiedstudentsandprovidethefinancialsupporttheyneedtoattend.Withthisinmind,theUniversitywillreviewitsinstitutionalpackagingstrategiesanddiscountingpractices.Timeliness,consistencyandefficiencyrequiresomereengineeringofinstitutionalfinancialaidpackaging.Inthepastfiveyears,theUniversitycentralizedfinancialaidprocessingpracticesacrossthethreecampuses,andfurtherintegrationisnecessarytoensureaccesstoinformationandefficientprocessingisequivalentonallcampusesandinalignmentwithforthcomingfederal“Prior-PriorYear”systemicchanges.

• Expanddonor-fundedscholarships

EndowedscholarshipstoenhancestudentaccesstoaPacificdegreeareacentralfocusofourcurrentcampaign,LeadingWithPurpose.Thusfar,over87newlyendowedorexpandedscholarshipshavebeencommittedasaresultofthePowellMatch.Ourgoalistohavea63.2%(or$2.5millionannualdistribution)increaseindonor-providedaidbytheendofthecampaign.

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• Enhancemarketingandbranding

AstheUniversitycontinuestoexpanditsthree-citypresence,aconsistentbrandidentitybecomesincreasinglyessential.ThisisparticularlycriticalinsupportofPacific2020’sstrategyto‘Promotegrowthatthegraduatelevelforfull-timeandpart-timestudents’andisdiscussedthereingreaterdetail;theseeffortswillalsoenhancePacific’sabilitytorecruitundergraduatestudentstotheStocktoncampus.

ENSURECONTINUEDSTRENGTHINPROFESSIONALFIELDSProfessionaleducationisaproudlegacyandongoingstrengthofPacificthatmustcontinuetoflourishinthefuture.Maintainingqualityisofparamountimportance,andwhilethecurrentenrollmentinmanykeyprogramsmayremainunchanged,othersmayadjustduetodemand.Theactivitiesbelowbuildonexistingstrengthswithnewprogramsandexpansionsofexistingprogramsandarebaseduponstudentandmarketdemanddata.ArthurA.DugoniSchoolofDentistry:WeareassumingtheDDSprogramwillmaintainenrollmentsatcurrentlevelsoverthenextfiveyears.ThomasJ.LongSchoolofPharmacyandHealthSciences:GiventhecapacitywithintheSchool,strongcompetitiveforcesintheregion,andtheneedtomaintainthehighstandardsofqualitywithintheSchool,enrollmentinthepharmacyprogrammayreduce.Tobetterstabilizeenrollmentinprofessionalprograms,theUniversityisconsideringaddingsomenewhealthprograms,includinganewDoctorofOccupationalTherapyprogram.McGeorgeSchoolofLaw:Pacific’sBoardofRegentsapprovedtheMcGeorgeActionPlanatitsOctober2014meeting,whichincludedenrollmentprojectionsextendingthrough2026.Toalargedegree,theSchoolhasalreadycompletedthestrategiesidentifiedintheActionPlan.ThemodestenrollmentgrowthprojectedaspartoftheActionPlanisincludedintheStrategicEnrollmentPlantargets.PROMOTEGROWTHATTHEGRADUATELEVELFORFULL-TIMEANDPART-TIMESTUDENTSTherecently-createdOfficeofGraduateAdmissionandRecruitmentsupportsgraduateprogramsinSacramento,SanFranciscoandStocktonandmustgrowtomeettheneedsoftheUniversity’sexpandinggraduateprograms.Eachofthreedistinctivetypesofgraduatepopulations–national,regionalandinternational–requireseffortstailoredtothosestudentspopulations,whicharediscussedbelow:Out-of-StateSeveralgraduateprogramswithopportunityforgrowthhavethepotentialtoattractstudentsfromacrossthewest.Full-timegraduatestudentsaremorelikelytorelocatebasedonaprogram’sresearchopportunitiesandfacultysubjectareaexpertise.Toengagestudentsonaninternationalscale,theOfficeofGraduateAdmissionandRecruitment,incollaborationwithfacultyandadministrators,will:

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• UpdateandmaintaingraduateprogramwebsitesandsocialmediacontentCoordinatewiththeacademicunitstoensurethatschoolwebpagesareuniforminlookandmessaging,withclearcallstoaction,andeasytofindadmissionrequirementsinamannerconsistentwithsearchengineoptimization.Becausesocialmediaisatoolthatcanbeusedtointeractwithcurrentapplicantsandtomarkettopotentialstudents,anactivepresenceinkeysocialmediaplatformsmustoccur,particularlyinFacebookposts,onTwitterandplatformssuchasLinkedIn.

• Identifyandreachprospectivestudentsthroughlistbuysandeventsandenhanced

engagementofthePacificalumninetworkStrategicuseofprogram-specificinquirylistsavailablethroughtestingservices(suchasGREandGMAT)andorganizations(e.g.,AmeriCorpsandCityYearalumnigroups)willboostprogramawarenessamongsttargetedaudiencesacrosstheregion.Inaddition,hostingregularon-campusinformationsessionswillbetterengagecurrentPacificundergraduatesandalumni.PartneringwithAlumniRelationswillbeessentialtoreachalumnipopulationsandleveragetheirnetworkstopromotegraduateprograms.

RegionalTargetingaregional,working-professionalaudienceinNorthernCaliforniarequiresacombinationofprogram-specificmarketing,brand-awarenessmarketing,sponsorships,program-specificcorporatepartnerships,regionaleducationalrecruitmenteventsandon-campusinformationsessions.TopromotetheseactivitiestheUniversitywill:

• RecruitworkingprofessionalswheretheyworkThroughpartnershipswitheducationcoalitions(i.e.SacramentoRegionHigherEducationCoalition,BayAreaAssociationforGraduateAdmissionProfessionals)andengagementwithregionallarge-scalecorporationsandgovernmentagencies(i.e.SMUD,CaliforniaStateFund,CalPERS),theOfficeofGraduateAdmissionandRecruitmentwilltargettheworking-professionalaudienceintheirplaceofwork.

• Securecorporatepartnershipsandscholarships

Tothegreatestextentpossible,eachschoolandeachprogramshouldseek,establishandmaintainpartnershipswithorganizationsthatcanconnectworking-professionalswiththePacificprogramstheyneedfortheirprofessionalgrowth.TheOfficeofGraduateAdmission,inpartnershipwiththeOfficeofExternalRelations,willidentifyandanalyzepotentialregionalpartnershipsforspecificprogramsforfollow-upbytheDeansandProgramDirectors.Oncepartnershipsareestablished,theOfficeofGraduateAdmission&Recruitmentwillpartnerwiththeprogramstoscheduleandpresentatthevariouscompanylocations.

• Engageprospectivestudentsthroughstudent/alumniambassadorsByestablishinganetworkofgraduatestudentandalumniambassadorsapeer-to-peeroutreacheffortcanengageprospectivestudentsduringon-campusinformationsessions,corporatepresentationsandthroughpersonalizedcontacts.Establishinga

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formallyorganizedgraduateambassadorprogramwillrequirecreativeincentivesforstudentandalumniparticipation.

Forregionalandinternationaloutreachalike,itisimperativetocoordinatemarketingandrecruitmentplansacrosstheUniversity.AstheUniversityinvestsinnewacademicdegreeofferings,theseprogramsshouldbeencouragedtoreachouttoandconsultwiththeOfficeofGraduateAdmission&Recruitment,EnrollmentManagementMarketing,andUniversityCommunicationstomaximizetheimpactofmarketingandrecruitmentefforts.InternationalInternationalstudentswilllikelyplayapivotalroleinincreasinggraduateenrollment,andareaddressedindetailunderthestrategy“Enhanceinternationalstudentrecruitment”above.ENGAGEADIVERSERANGEOFLEARNERSTHROUGHWORKFORCEDEVELOPMENTANDPROFESSIONALEDUCATIONSomestudentsneedadditionallanguageandacademicsupportpriortoenrollinginaPacificdegreeprogram,andtheUniversitywillincreaseitscapacitytodeliverthissupport–particularlytointernationalstudents–throughitspartnershipwithShorelight.Inaddition,adultlearnersconstitutethefastestgrowingcontingentofstudentsinAmericanhighereducation,withsignificantgrowthprojectedinthecomingyearsanddecades;howevertheydonotseek,norrequire,aresidentialliberalartseducationsimilartomoretraditional-agedstudents.Theseworkingadultsseekconvenient,accessibleeducationalofferingsrangingfromasinglecourseorworkshoptolifelonglearningthatsupportscareeradvancement.Active-dutymilitaryaswellasveteransconstitutealargesegmentofadultlearnerswithintereststhatalignwithPacific’sstrengths.Employersandindividualsalikeseekeducationandtrainingsupporttomeettheirneeds,andwithitsthree-citylocationsandbroadrangeofstrengthsinundergraduate,graduateandprofessionaleducation,Pacificiswell-positionedtomeetthesecontinuingeducationneeds.Pacificmustbuildonitscurrentofferingsanddevelopnewofferingstoprovideabroaderrangeofaccessible,engaging,career-supportingeducationandtrainingofferingsalignedwithgrowthareasinthelabormarket.ToaccomplishthisstrategyPacificwill:• CreatetheUniversityofthePacificEnglishLanguageInstitute

ApartnershipwithShorelighttorecruitqualifiedinternationalstudentswhohavesubjectmatterknowledgebutneedspecificEnglishlanguagepreparationforbothundergraduateandgraduateprogramswillrequirePacifictoincreaseitslanguageandacademicsupportprogramsandtherebyensurethateverysuchinternationalstudentisfullypreparedtosucceedbeforeenrollinginadegreeprogram.Thiseffortwillentailrefittingacampushousingfacility,establishingstaffandfacultysupportforEnglishlanguagesupportandinstruction,andcreatingpathwaysforstudentstomatriculatefromtheEnglishlanguageprogramintoexistingdegreeprograms.

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• BuildcapacityinkeyareasofneedforlearnersandemployersAcrossthefullspectrumofPacific’sstrengthsandincollaborationwithothereducationalinstitutionsthatdemonstratecomplementarystrengths,theUniversitywillidentifyareasofalignmentwithgrowingsegmentsofthelabormarketsandbuilditscapacitytooffercontinuingeducationthatmeetstheneedsofemployersandindividuals.Employersspendmostoftheirformaltrainingdollarsoncollege-educatedworkers,andemployer-providedtrainingtypicallycomplements,ratherthansubstitutesfor,atraditionalcollegeeducation.PacificcanmeettheneedsofemployersbyprovidingcontracttraininginkeyindustriesalignedwiththeUniversity’sstrengths,suchastechnology,healthcare,government,criminaljustice,analytics,teacherpreparationandhumanservices.Industry-certifiededucationwillcomplementtheseofferingsforindividualsseekingjob-relatedskillsinfieldsincludingcoding,digitalmarketing,healthcare,financialservices,paralegalandtechnologysupport.Skill-basedtrainingofthisnaturemayalsoleadtocertificates,badgingandotherformsofcredentialing.Degreecompletionisalsoacriticalneedformanyadultlearners,whichPacificcanaddressacrossawiderangeofdisciplines.

• Identify,cultivate,anddeliverprogramstostrategicpartners

Employersseekeducationalpartnerscapableofprovidingasuiteofeducationalofferingsanddeliverymethods(inseatatPacific’scampus,atemployerlocation,online,orhybrid)topromotestaffrecruitment,promotion,retention,performanceandengagement.Partnershipswitheducationalorganizationsalsomightincludereentryorreverse-transferrelationships.Pacificwillidentifyandcultivatesuchpartnershipswithorganizationsinthecommunitiesitservestodevelopbroad-based,long-termrelationshipswithgovernmentagencies,utilities,healthcareandinsuranceproviders,technologycompanies,tradeassociationsandotheremployerswhoseneedsalignwiththeUniversity’sstrengths.

• FostercollaborationbetweenCPCEandtheotheracademicunitsPacific’sprofessionalschoolsprovidedegreeprogramsinsomeofthefastestgrowingfieldsinNorthernCalifornia.Thesesamefieldsexhibitsignificantdemandforcontinuingeducationofthenaturedescribedinthestrategiesabove.Tofullyrealizeitspotentialtomeettheseeducationalneeds,PacificmustfostercollaborationbetweentheSchools(withtheircloseconnectionstotheprofessions)andtheCenterforProfessionalandContinuingEducation(withitscapacityfordeveloping,marketingandoperatingprogramsforadultlearners).TheseenhancedinstitutionalcapacitieswillservetheprofessionsingeneralandPacificalumniinparticularastheyseekcontinuingprofessionaleducationanddevelopment.InternalorganizationalandfinancialstructureswillberealignedinwaysthatmeettheneedsoftheSchoolsandtheUniversityasawhole,andtherebybuildandextendPacific’scapacitytoprovidecontinuingeducationintheseareas.

• Explorealternativestructuresforcontinuingeducation

ThestrategiesaboveprovidefortheUniversity’snear-termresponsetotheneedsofadultlearners,butgiventheprojectedgrowthofeducationalneedsinthisareaanditspotentialforthefuture,considerationmustbegiventothefuturedispositionofPacific’scontinuing

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educationofferings.Withthisinmind,theUniversitywillundertakeasystematicassessmentofalternativestructuresthroughwhichPacificmaybestmeettheneedsofadultlearnersinthefutureandallowPacifictofullyrealizethevaluethroughstrategicpositioning.

SUMMARY

ThisSEPisgroundedintherealityof2015,butprovidesanaspirationalroadmapforfutureenrollmentgrowthanddiversityattheUniversityofthePacific.WorkingwithindividualsacrossinstitutionalboundariesofPacific,theSEPwillrealizethevisionofPacific’scomprehensive,three-city,one-Universityfuture.AligningandnestingtheSEPwithinPacific2020andtheAcademicplan,CrossingBoundaries,theSEPwilldrivefinancialplanningfortheUniversity.WhileenrollmentmodelsaresomewhatconservativethevisionisaspirationalandpositionsPacifictonotonlyrespondtodynamicchangesintheexternalenvironment,buttorealizeitspotentialasapremiereducationalleaderinstudentcenteredhighereducation.

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ENROLLMENTTARGETS

FY17 FY18 FY19 FY20 FY21StocktonCampus Undergraduate 3,651 3,641 3,717 3,863 4,042

Graduate 789 780 810 860 880Professional 630 630 630 630 630

StocktonSub-Total 5,070 5,051 5,157 5,353 5,552SanFranciscoCampus

Undergraduate 40 15 15 15 15Graduate 163 224 254 274 274

Professional 472 466 466 466 466SanFranciscoCampusSub-Total 675 705 735 755 755

SacramentoCampus Undergraduate 0 0 0 0 0

Graduate 204 305 463 554 569Professional 487 461 473 481 495

SacramentoSub-Total 691 766 936 1,035 1,064Consolidated

Undergraduate 3,691 3,656 3,732 3,878 4,057Graduate 1,156 1,309 1,527 1,688 1,723

Professional 1,589 1,557 1,569 1,577 1,591TOTAL 6,436 6,522 6,828 7,143 7,371

EnglishLanguageInstitute 60 127 191 337 529

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APPENDIXASTRATEGICENROLLMENTPLANNINGMETHODOLOGYInSeptember2015,PresidentPamelaEibeckchargedtheStrategicEnrollmentPlanningCommitteewithdevelopingaplantodetermineenrollment(levelsandtypes)necessarytoachievestrategicgoalsasoutlinedinPacific2020andtheAcademicplan;specifymechanismsbywhichtoreachdefinedenrollmenttargets,increasedretentionandgraduationrates,andco-curricularactivitiesthatmayimpactenrollment;determineifmodificationtoexistingpractices(infinancialaidandtuitionlevels,marketing,andCPCE)shouldoccurtoreachourenrollmenttargets;includeinitialassessmentsonhowreachingthesegoalswillimpactinfrastructureatPacific,includingfacilitiesandtechnologyacrossourthreecampuses;andpresentfive-yearfinancialprojectionswithaten-yearvisionbasedontheenrollmentplan.TheCommitteerepresentedabroadrangeoftheUniversitycommunityandeachmemberplayedaleadershiproleindevelopingthecontentrelatedtotheirexpertise.AreasoffocuswithintheStrategicEnrollmentPlan CommitteeMembersAcademicInitiatives JayMootzBudgetaryImplications/Tuition RonEllisonCPCE&UniversityCollege VernonSmithDiversity SteveJacobsonEnrollmentModeling MikeRogersFaculty-StudentRelationships:ThePacificExperience SharmilaKing&JohnLiveseyFinancialAid LynnFoxInternationalStudents JaredGaynorStudentLifeImplications RhondaBryantStudentSuccessandRetention LindaBuckleyInthecourseoftheirwork,theStrategicEnrollmentPlanningframeworkwasdiscussedwithawide-rangeofcampusstakeholdersincluding:• AcademicCouncil• AdhocRegentscommittee• AssociatedStudentsofUniversityofthePacific• President’sCabinet• CouncilofAssistant/AssociateDeans• CouncilofDeans• InstitutionalPrioritiesCommittee• President’sAdvisoryCouncil• ResidentialLife&HousingStaff• StaffAdvisoryCouncil• StrategicPlanningCommittee• CommitteeonGraduateStudies,andtheUniversitycommunityasawholethroughopen

campusconversations

2016.05.03 - Rev 2