University of Arkansas at Little Rock Root-Cause Analysis

University of Arkansas at Little Rock Root-Cause Analysis of Enrollment Process Challenges August 2014

Executive Summary

Engagement Introduction REENGINEER ENROLLMENT PROCESSES WITH STUDENT-CENTRIC FOCUS UALR requested a process reengineering for the undergraduate enrollment process (e.g., recruitment, admissions, financial aid, registrar, bursar, advising and student retention support) Desired Outcomes for UALR: Improved customer service for students and University employees Prompt, consistent, and courteous response to inquiries and requests Improved accuracy of information provided Expanded services to meet the needs of students (e.g., online self-service, seamless processes from inquiry through admissions, enrollment, persistence, and completion) Reduced time to provide services or respond to requests Enrollment management and registrar processes and services that support and facilitate increased undergraduate enrollment A system where most problems are addressed effectively on the front lines rather than at the executive level Improved relationship with Academic Affairs, academic units, and other business units 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 3

UALR Current State Challenges OPPORTUNITY TO ENHANCE ALIGNMENT OF RESOURCES Opportunities to meaningfully address current state challenges require a step back from the process level to consider some fundamentals: Opportunity to augment university-wide strategy Significant effort is being exerted to achieve many disparate objectives. Crafting institutional-level strategy supports alignment of budgetary and human resources, and guides prioritization of competing initiatives. Opportunity to create clarity around roles, responsibilities, and accountabilities A number of cultural and budgetary norms exist, driving process gaps and creating fractured authority among faculty and staff leaders. Clarity around roles, responsibilities, and accountabilities would help build trust and enable leaders to align efforts. Decision-making should be data-driven, transparent, and objective. Opportunity to invest in and signal commitment to staff and faculty Professional development and training, including customer service training, have been identified as a gap by faculty and staff managing and measuring complex systems, situations, and services. Opportunity to address drivers of the processes that have evolved as defensive reactions to a lack of authority or alignment Examples include the graduation checkout process, the yellow card process, and laborious degree audit procedures and transfer credit articulation. A lack of front-line authority and a lack of guiding strategy leads to unnecessary duplication and to managing to the exceptions instead of to the masses. 4

Summary of Recommendations EIGHT PRIMARY RECOMMENDATIONS WITH IMPLEMENTATION GUIDANCE Recommendation Benefit to UALR UALR-Wide Enrollment Strategy Institutional-level enrollment strategy aligns resources and guides selection and prioritization of initiatives. Budget/Staff for Digital Strategy Digital Strategy serves as the online student engagement engine between enrollment strategy and IT strategy. Critical to provision of seamless, integrated web services. IT Strategic Alignment: Purchasing, Staffing, Planning Stronger procurement policies enhance coordination and cost efficiencies; aligned IT talent strengthens understanding of business requirements at UALR; and investments in IT strategic planning supports alignment with enrollment strategy and student focus. Campaign for Incoming Student Scholarships (e.g., Need-Based) Closing the gap in need-based aid will enhance the application of EM strategy, create an opportunity for alumni impact and engagement, and offer students greater access. Recruitment Council: Align Incoming Student Support Services A cross-trained, empowered staff across EM functions reduces process workarounds and duplication, increases coordination, and improves the student experience. Blended Academic Advising Model; Jointly-Managed NSO Blended academic advising model (professionals and faculty) and student onboarding leverages deep subject matter expertise with accessibility, consistency, and accountability. UALR Professional Development Initiative A tiered, targeted professional development plan will support improved efficiencies and effectiveness, and strengthen an institutional culture of student-centric customer-service. Strategic Initiatives Committee Data-driven, objective, transparent process for opportunity identification, due diligence, selection, and prioritization 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 5

Interdependency of Recommendations RECOMMENDATIONS WORK TOGETHER FOR STRATEGIC FIT Strategic Initiatives Committee Enrollment Strategy Aid Strategy Incoming Support Services Digital Strategy Retention Strategy (Aligned Advising) IT Strategy IT Policy, Planning, Staffing UALR Professional Development 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 6

Current State Assessment

Engagement Introduction REENGINEER ENROLLMENT PROCESSES WITH STUDENT-CENTRIC FOCUS UALR requested a process reengineering for the undergraduate enrollment process (e.g., recruitment, admissions, financial aid, registrar, bursar, advising and student retention support) Desired Outcomes for UALR: Improved customer service for students and University employees Prompt, consistent, and courteous response to inquiries and requests Improved accuracy of information provided Expanded services to meet the needs of students (e.g., online self-service, seamless processes from inquiry through admissions, enrollment, persistence, and completion) Reduced time to provide services or respond to requests Enrollment management and registrar processes and services that support and facilitate increased undergraduate enrollment A system where most problems are addressed effectively on the front lines rather than at the executive level Improved relationship with Academic Affairs, academic units, and other business units 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 8

Engagement Overview STAKEHOLDER STRATEGIC INSIGHTS AND PROCESS DESCRIPTIONS We conducted 40 interviews with key stakeholders and process owners to gain critical insight given recent restructuring, unit transition, and shifting strategies. Strategic Insights Zulma Toro Bob Adams Dean Kahler Bob Denman Christina Drale Joyce Hail Logan Hampton Tammy Harrison Laura McCarty Priscilla McChristian Brad Patterson Tugrul Polat Daryl Rice Dan Shisler Peter Stuckey Karen Wheeler Judy Williams Katie Young Sandra Robertson Nathan Nolen Malissa Mathis Robin Smith Thea Hoeft Jesse Mason Faculty Senate - Exec Deans Council Chairs Committee 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Process Insights Accelerated and Online Programs International Student Services Bursar and Student Accounts Recruitment and Admissions Transfer Student Services Records and Registration New Student Orientation Undergraduate Advising Student Affairs Financial Aid Scholarships Cashier ITS 9

UALR Current State Challenges POTENTIAL PERCEPTIONS OF VALUE BASED ON QUALITY AND OUTCOMES Despite similar tuition/fees among peers, quality and value may be more negatively perceived based on lower than average ACT scores and a lower than average 8-year graduation rate. ACT Composite 25th Percentile Score 23 22 Boise State University Georgia State University University of Central Oklahoma University of Memphis University of Nebraska at Omaha University of North Carolina at Charlotte Wichita State University 21 20 19 Cleveland State University University of Arkansas at Little Rock University of Colorado Denver University of Missouri-St Louis University of New Orleans University of Southern Maine 18 15 20 25 30 35 40 45 50 55 60 65 8-Year Graduation Rate Note: Size of bubble denotes total price for in-district students living on campus Source: IPEDS 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 10

Symptom: Student Experience is Uneven SAMPLE COMMENTS FROM STUDENT SERVICES SURVEY JAN – MAR 2014 Student survey comments show inconsistency in service, especially during peak times (e.g., January) as systems are stressed. Student suggestions focus on streamlining and more requirements-gathering style communication. “ there are lots of gaps in the system and it is similar to chasing wild geese around campus trying to actually accomplish anything or fix unknown errors that prevent enrolling in classes. Also prerequisites not being recognized in the system prevent enrolling in classes when there should be no problem.” 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. “Making it easier for students to enroll in classes of different departments would open up way more possibilities and class enrollment numbers. Providing a better, more comprehensive link between the technology and staff would greatly improve the services provided.” “ training the staff on the systems and procedures being offered online would make these transactions flow more quickly and efficiently. Also providing an easier link between admissions/student services and the classes and departments would be less frustrating on the student end.” 11

Symptom: Student Experience is Uneven SNAPSHOT OF STUDENT EXPERIENCE FROM SECRET SHOPPING Admissions Information & Requirement s Apply for Admission Apply for Financial Aid Register Office of Admissions homepage Extended Programs offerings requires separate search Special student populations have separate links from homepage, but no defined process or roles Lack of student-type definition in online requests for information Phone call to Admissions No prospective student information taken No knowledge of Extended Program offerings Student directed to website, but no specific references to seek out and a clear lack of knowledge of the content found there Apply via online application Admission requirements not posted in online application materials or on Admission pages No step-by-step instructions/checklist available for unique student populations Review Net Price and apply for financial aid and scholarships Three different Net Price Calculator references across Admissions, Financial Aid, and Extended Programs Duplicative information in side headers No simple checklist makes navigating this site confusing and time consuming Register for classes Orientation registration available for new general student populations, but orientation not required for transfer students at the time of our study Manual and confusing yellow card process for late course changes serve no one well Transfer credit articulation process can be time consuming and often requires very manual Individual Degree Adjustment (IDA) for updates and corrections 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 12

Initial Hypothesis: Process Gaps / Service Issues Barriers to Student-Centric Services ENROLLMENT PROCESSES AND LEVEL OF CUSTOMER SERVICE AS BARRIERS Lack of consistent messaging Lack of defined processes and process ownership Inaccessible online program information Too many online clicks Lack of mobileoptimized online resources Inefficient resource allocation 71% of high school seniors report having looked at college websites on a mobile phone or tablet** Training curriculum needed for front-line staff to enable more “one-stop” services We recommend continued exploration of serving students “where they live” More resources to web service development ; fewer resources to managing documents Confusing, mixed, and inaccurate messages in phone and/or online communicati on Complicated, confusing, and mysterious processes for prospective students Robust and consistent communicati on for online populations needed Primary student resources should be accessible in a limited number of online “clicks” Lack of consistent information across units leads to defensiveness and fraught user experience Need for clarity around roles and responsibiliti es for enrollment processes Trained front-line personnel needed to serve online student segments seamlessly We applaud current efforts to improve web interface and 24 x 7 services ** https://www.noellevitz.com/about-noel-levitz/press-releases/2014-e-recruitment-practices-report 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 13

Initial Review Yields Some Process Findings SELECT FINDINGS ADDRESS LOWER-ORDER GAPS OR SERVICE CHALLENGES SAMPLE: Process Gaps / Known Issues Scholarships Office spends significant time copy-editing hundreds of student thank-you letters to donors. CashNet goes down multiple times a day for variable duration, preventing students from paying bills. Act 1014 is not a requirement for admission but can cause delays in admissions process. “One-Stop Shop” experience is unrealized online where landing pages and a lack of an “enrollment commons” site or portal preserve silos. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Huron-Suggested Remedy Have students submit thank-you letter during application process along with essay. While it may require tweaking postaward, the copy-editing time should be greatly reduced. The CashNet contract should be moved to ITS oversight and re-negotiated to hold vendor to specific performance metrics. Remove from admission checklist to prevent admissions/matriculation delays. Offer instructions on the website and on the application for transition to appropriate advising contact. Consider an “Enrollment Services” landing page to, at a minimum, introduce the Student Services function as an integrated whole. 14

Deeper Process Analysis Findings MANY PROCESS GAPS AND THEIR DRIVERS ARE ALREADY KNOWN ISSUES As a result of these known drivers, many or most process gaps were not only obvious but were being addressed in real time, simultaneous with our process assessment. Recent Turnover andleaders Hires Key have not had enough time to implement plans in light of their recent hire/promotio ns Restructuring Transition and new structures mean disruption to and redefinition of all processes and procedures New Initiatives Sudden new initiative launches equal “just get it done” process formation and replication Backlog of Critical Issues New leaders had to address months’ worth of backlog problems prior to proceeding with plans Identified Process Gaps E.g., Admissions staff focused on addressing 60 “exception reports” daily instead of live customer service As of early June 2014, Admissions had a number of remedies in progress 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 15

Deeper Process Analysis Findings PROCESS GAP REMEDIES ALREADY IN PROGRESS: RECRUITMENT & ADMISSIONS Examples of process gaps we identified that were already being addressed as of June 2014: High School Regular visits to Recruitment local/target high schools are underway as of 2013. Addressing low conversation rate of concurrent enrollment participants: Dedicated manager in place; and poor first impression of UALR regarding billing being addressed with an online FERPA release Inconsistent Lead Capture Difficulties in the implementation of Talisma are beginning to lessen as of June 2014. Coordination with academic departments conducting separate recruitment campaigns and providing separate inquiry support is being addressed. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Challenging IT Infrastructure Rationalization of the 60 daily reports managed by Admissions is in process with a project request submitted to ITS as of June 2014. This will address time spent processing “exception reports” over relationshipbuilding and connection with prospects. Website Silos for Users Inconsistent and institution-centric website experience for users is beginning to be addressed through recent website fixes and launches. No current plans for an enrollment services portal; user behavioral data is being analyzed for continuous web site improvements. 16

Deeper Process Analysis Findings REMAINING PROCESS GAPS MOST OFTEN DUE TO FUNDAMENTALS Remaining Process Gaps Include: The determination of and cross-functional agreement on who provides knowledgeable customer service to each of the major student segments and at which points in the recruitment, admissions, and enrollment processes Enhanced coordination across functional units regarding hand-off points Business requirements communication and planning for ITS and Digital Strategy The use of third-party solutions to focus professional talent on highest value-add services These gaps are addressed in our recommendations. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 17

Root Cause Analysis DRIVERS OF PROCESS GAPS FALL INTO A SET OF OVERARCHING THEMES Stakeholder Interviews Root Cause Themes “UALR is run like a family business” “We are working on so many new initiatives at once with no sense of priority that we feel we can’t do any one thing well enough” “Every day I ask myself who must I go to lunch with today to know what’s going on” “I don’t even use Banner any more because Opaque decision-making processes Inconsistent strategy; Lack of clarity of roles, responsibilities, and accountabilities Insufficient communication and knowledge management it’s just easier to pick up the phone and call the one or two people who can actually help” “My system goes down two or three times a day and I am stuck between ITS and the vendor telling me it isn’t a problem on their side” “If my staff had more time, we could spend it converting paper files to electronic files” 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Insufficient technology infrastructure, support, and/or training Insufficient oversight of IT solutions at selection, procurement, installation, or maintenance Inefficient use of staff resources and/or coordination of third-party solutions 18

Root Cause Example: Inconsistent Strategy UNINTENDED OUTCOME OF RESTRUCTURING: TENSION IN THE SYSTEM In the new structure, recruitment and retention oversight are split. One unintended consequence can be a battle for resources and initiative prioritization, which stems from an inconsistent application of enrollment strategy. (Enrollment, Attrition, Tuition) 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 19

Root Cause Example: Inconsistent Strategy HOW THE PROVOST MIGHT SEE HER CONTRIBUTION TO ENROLLMENT (Enrollment, Attrition, Tuition) Priority Retention of Students in Current UALR Enrollment Profile 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 20

Root Cause Example: Inconsistent Strategy HOW THE VC FOR EM MIGHT SEE HIS CONTRIBUTION TO ENROLLMENT (Enrollment, Attrition, Tuition Priority Recruitment of Students Paying Full Tuition 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 21

UALR Current State Challenges as OPPORTUNITIES TO ENHANCE ALIGNMENT OF STRATEGIES AND RESOURCES Opportunities Opportunities to meaningfully address current state challenges require a step back from the process level to consider some fundamentals: Opportunity to augment university-wide strategy Opportunity to create clarity around roles, responsibilities, and accountabilities Opportunity to invest in and signal commitment to staff and faculty Opportunity to address processes that have evolved as defensive reactions to a lack of authority or alignment 22

Recommendations

Interdependency of RECOMMENDATIONS WORK TOGETHER FOR STRATEGIC FIT Recommendations Strategic Initiatives Committee Enrollment Strategy Aid Strategy Incoming Support Services Digital Strategy Retention Strategy (Aligned Advising) IT Strategy IT Policy, Planning, Staffing UALR Professional Development 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 24

Summary of Recommendations EIGHT PRIMARY RECOMMENDATIONS WITH IMPLEMENTATION GUIDANCE Recommendation Benefit to UALR UALR-Wide Enrollment Strategy Institutional-level enrollment strategy aligns resources and guides selection and prioritization of initiatives. Budget/Staff for Digital Strategy Digital Strategy serves as the online student engagement engine between enrollment strategy and IT strategy. Critical to provision of seamless, integrated web services. IT Strategic Alignment: Purchasing, Staffing, Planning Stronger procurement policies enhance coordination and cost efficiencies; aligned IT talent strengthens understanding of business requirements at UALR; and investments in IT strategic planning supports alignment with enrollment strategy and student focus. Campaign for Incoming Student Scholarships (e.g., Need-Based) Closing the gap in need-based aid will enhance the application of EM strategy, create an opportunity for alumni impact and engagement, and offer students greater access. Recruitment Council: Align Incoming Student Support Services A cross-trained, empowered staff across EM functions reduces process workarounds and duplication, increases coordination, and improves the student experience. Blended Academic Advising Model; Jointly-Managed NSO Blended academic advising model (professionals and faculty) and student onboarding leverages deep subject matter expertise with accessibility, consistency, and accountability. UALR Professional Development Initiative A tiered, targeted professional development plan will support improved efficiencies and effectiveness, and strengthen an institutional culture of student-centric customer-service. Strategic Initiatives Committee 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Data-driven, objective, transparent process for opportunity identification, due diligence, selection, and prioritization 25

UALR Change Management ONE, TWO, THREE SEVEN PROBLEM OF IMPLEMENTATION Historically, attempts to resolve gaps between the UALR current state and future state have met resistance due to missed steps between recommendations and implementation. Assess Diagnose Develop Solution Gain Leader Buy-In Gain Manager Buy-In Gain Communit y Buy-In Action Without the development of internal champions and the engagement of UALR faculty and staff, recommendations can seem to be too theoretical, impossible to get to, or “somebody else’s problem.” 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 26

UALR Change Management ADDRESSING STEPS FOUR, FIVE, AND SIX Our recommendations and our participation in UALR retreats are designed to address the often missing steps on the way to successful implementation. Assess Diagnose Develop Solution Gain Leader Buy-In Gain Manager Buy-In Gain Communit y Buy-In Action Meeting with the Chancellor Vice Chancellor Retreat Professional Development and Town Hall Meetings Chancellor’s Leadership Group 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 27

Enrollment Philosophy, Vision, and Framework Development

Summary of Recommendations EIGHT PRIMARY RECOMMENDATIONS WITH IMPLEMENTATION GUIDANCE Recommendation Benefit to UALR UALR-Wide Enrollment Strategy Institutional-level enrollment strategy aligns resources and guides selection and prioritization of initiatives. Strategic Initiatives Committee Data-driven, objective, transparent process for opportunity identification, due diligence, selection, and prioritization IT Purchasing Policy, Staffing, Planning Budget/Staff for Digital Strategy Professionalize Advising; Strengthen Onboarding Align Incoming Student Support Services Stronger procurement policies enhance coordination and cost efficiencies; aligned IT talent strengthens understanding of business requirements at UALR; and investments in IT strategic planning supports alignment with enrollment strategy and student focus. Digital Strategy serves as the online student engagement engine between enrollment strategy and IT strategy. Investments now can accelerate impact of new enrollment strategy. Blended approach to academic advising (professionals and faculty) leverages deep subject matter expertise with accessibility, consistency, and accountability. A cross-trained, empowered staff across EM functions reduces process workarounds and duplication, increases coordination, and improves the student experience. UALR Professional Development A tiered, targeted professional development plan will support improved efficiencies, allow further effectiveness, and further a culture of customer-service. Campaign for Incoming Student Scholarships (e.g., Need-Based) Closing the gap in need-based aid will enhance the application of EM strategy, create an opportunity for alumni impact and engagement, and offer students greater access. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 29

Enrollment Strategy Formation Process The formation of institutional-level enrollment strategy rests on the articulation of institutional identity, aspiration, and vision; the identification of an enrollment philosophy; and the development of an enrollment framework. Articulate Institutional Mission Describe Enrollment Philosophy Identify Aspirations & Enrollment Vision 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Create Framework and Guiding Principles Measure Gaps in Current State & Vision Prioritize & Sequence Gaps to Address Develop Enrollment Strategy and Roadmap 30

The “Right” UALR Student: Sample Profiles We can segment admissible students based on known success “enablers” in addition to demographic characteristics Known Solid student with financial need Transfer caught in “enrollment swirl” Insufficient 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Greatest chance for completion and success Transfer who is ready to complete High-risk student: Determine with student if UALR is a fit at this time Unknown Intended Career Pathway Opportunity for institutional investment Nontraditional incoming student All students: Life got in the way International first-year student Residential full-time student Opportunity for “intrusive advising,” pre-major faculty mentoring, and early warning detection Nonresidential student with some credits Financial Resources First-year student with “grit” issues Sufficient 31

UALR’s Current Strategic Value Proposition UALR SUCCESS DIFFERENTIATORS ENROLLMENT PHILOSOPHY UALR-Specific Points of Engagement Le ar ty uni mm Co Faculty engagement in building relationships as researchers, practitioners, thought leaders, professors, and mentors Faculty accessibility to learners Experiential learning design and connection to opportunities Knowledgeable support staff engagement (e.g., OTSS) Access (e.g., online classes) ne r UALR-Specific Points of Engagement Active, project-based, and service learning Internships and co-ops Study abroad Research and living labs Employment/careers UALR-Specific Points of Engagement University Metropolitan Context Individuals Networks Understanding community and industry needs Soliciting feedback on quality of graduates and preparedness Continuing, professional, and outreach education Research, B2B services, and new ventures UALR serves to connect individuals and their potential with local, regional, and global communities, needs, and networks . 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 32

Enrollment Vision: Bringing Learning to Life UALR Enrollment Vision To provide access to our community with four-year degrees that enable learners to be professional and successful To serve industry, organizations, and our community with research and with graduates who are well-prepared for the workforce and career path needs of today To expose learners to experiential learning opportunities and help them to engage with networks and possible future employers: – – – – Internships, service learning, cooperative education, study abroad, project-based learning Meaningful interaction with many different types of organizations from local and community-based to multi-national company world headquarters High level of access to and engagement with faculty with applied research backgrounds and industry connections Strong peer-to-peer learning with a student body that offers diverse backgrounds and experiences Based on feedback from the July 10 Enrollment Strategic Alignment Retreat 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 33

UALR Brand Tension: Trying to be All Things CURRENT STATE OF SERVICES SHOWN WITH ARROWS; BLANK AREAS ARE GAPS UALR currently serves both traditional and non-traditional students to some degree, but not sufficiently in either category. This leads to the “identity struggle” identified at the retreat. Traditional Strong campus life and student activities (e.g., sports teams, Greek Life, housing, student organizations and programs) UALR Student support office hours are Provides Mon – Fri 8am to 5pm with many paper-based processes Non-Traditional Commuter campus, low-residency, evening/weekend and distance programming decreases investment in “day-campus” Student support is available after-hours with many robust and end-to-end online processes Developmental academic advising to help students match aptitudes, interests, and majors. Developmental academic advising to help students salvage past college credits toward current interests and career goals Career advising tends to support those seeking first-time, entry-level positions (e.g., internships, co-ops, introduction to resume-writing) Career advising tends to support careerchangers, or those seeking advancement in current careers (while working part- or fulltime); and help in building networks UALR Provides Financial aid favors full-time status 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. UALR Provides UALR Provides Financial aid recognizes part-time status 34

UALR Enrollment Framework INSTITUTIONAL STRATEGY, FACULTY ENGAGEMENT, STAFF EXPERTISE For UALR to compete at scale at the institutional-level, faculty and professional staff coordinate, communicate, and manage data and decision-making as a team. Enrollment Strategy Framework Details Enrollment strategy and tactics are institutional-level, not program, college, or unit level Campaigns align to maximize resources and impact. Program-level campaigns roll up to university-level campaigns. Faculty engagement and coordination are critical throughout student lifecycle for enrollment and student success Recruitment; onboarding; learning outcomes design and management, academic and professional advising; completion; alumni relations Professional staff are required to manage student lifecycle processes for consistency of the student experience and use of competitive enrollment management techniques Enrollment strategy and student success are supported by an aligned cross-functional team of faculty and professional experts. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 35

UALR Enrollment Framework STUDENT AGENCY, AND STUDENT SCAFFOLDING AND SUPPORT UALR treats students as partners in their own success but also provides the scaffolding and “safety net” services for unanticipated challenges along the way. Enrollment Strategy Framework Details Students are partners in their own educational success and are held to that expectation UALR helps students to realize that those who are most successful come into the institution with some idea of desired outcomes, and are prepared to ask for help when needed. Only students can manage their intentions (e.g., intended outcomes) and agency (e.g., self-motivation) “Readiness” surveys, pre-admissions counseling that is captured in database, and post-enrollment advising and tracking can assist students with “personal dashboards.” Intrusive advising, timely feedback, early warning/detection practices are critical Active outreach to students with timely feedback and offers of support help catch problems while they can still be addressed. Safety net for when “life gets in the way” Counseling and emergency resources provision for students suffering unanticipated challenges. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 36

UALR Enrollment Framework LEADER IN STRONG AND MEANINGFUL COMMUNITY CONNECTIONS UALR strengthens and expands its focus on community connection in order to “close the loop” on identifying prospects, enhancing placement rates, and staying embedded Enrollment Strategy Framework Details Community connection keeps UALR relevant, unique, effective, impactful accountable, embedded, and not easily replaceable It enables P-20 pipeline as well as adult learner pipeline through employers It enables successful placement and keeps UALR graduates top-of-mind Colleges’ and academic programs’ use of industry advisory boards keeps curriculum current. Grow internship, experiential learning, and field placement opportunities. Foster “living laboratories” for current students. Facilitate career placement for graduates. Maximize strategic partnership potential. Optimize UALR’s current focus on active and connected learning Active learning (project-based; experiential; real-world) and pedagogical models that engage learners and the community lead to demonstrable learning outcomes and artifacts. Even more than a focus on purely online learning, UALR can optimize this niche. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 37

UALR Enrollment Framework LEADER IN STRONG AND MEANINGFUL COMMUNITY CONNECTIONS (CONTINUED) UALR strengthens and expands its focus on community connection in order to “close the loop” on identifying prospects, enhancing placement rates, and staying embedded Enrollment Strategy Framework UALR coordinates connections with industry, external organizations, and professional associations at the institutional level UALR includes career planning starting in the first year of the student experience Alumni programs can help fill the gaps in providing career mentoring to students Hiring for dedicated career advising proceeds as soon as possible 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. Details Includes Vice Provost for Economic Development, Deans, C3 Director, Corporate Relations, and Procurement. Requires a common CRM/database for coordination of communication and outreach, and cross-program opportunity identification. Investments are made in career advising and placement, and outcomes data collection for institutional accountability, for differentiation and messaging to prospects, for impact analysis for industry and the community, and for continuous improvement. 38

Enrollment Strategy Formation Process: UALR UALR requires enhancements to internal capabilities to proceed past the creation of an enrollment framework Articulate UALR Mission Describe Enrollment Philosophy Identify Aspirations & Enrollment Vision Create Framework and Guiding Principles Measure Gaps in Current State & Vision Prioritize & Sequence Gaps to Address Develop Enrollment Strategy and Roadmap We have made good progress at UALR. There is still work yet to do before a detailed strategy and implementation roadmap can be developed. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 39

UALR Enrollment Targets: Strategic Choices GOOD, USEFUL DATA IS ESSENTIAL FOR ENROLLMENT STRATEGY FORMATION First-Time/Full-Time Freshmen Basic data needs: What is the level of brand awareness, and what is the current perception of UALR? Why do or don’t concurrent enrollment students convert? What programs or services are expected and in which rank order of importance? How can we appeal to influencers such as parents? What are examples of successful student pathways? What is the cost to UALR per graduate vs. per enrollment? Transfer/ Adult Learners International How many international students do we have currently, and can we identify them quickly? What is the conversion rate from the ESL program? Where do international students go who start at UALR and then transfer? Where do we already have faculty connections that we can leverage in institutional partnerships? What are patterns in student pathways to map common points of stop-outs and dropouts? Which companies or organizations represent likely pipeline for working adult learners? How do our curricula match our feeder schools? What are retention and completion rates by college and by program? What are current and projected student demand rates vs. capacity by college and by program? What is the cost to acquire a student? What is the cost to support an incoming student vs. a continuing student? 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 40

UALR Next Steps for Enrollment Strategy As UALR refines its enrollment framework, we recommend the following to carry this momentum to the strategy development phase: Data Quality and Requirements Action Item Owner Timeline Vice Chancellors In progress 2. Initiate strategic planning session with the new IR Vice Chancellors leader that includes college deans, unit-level directors, IR Leader and enrollment process owners Sept. – Oct. 1. Identify clear leader for Institutional Research tasked with creating a culture in IR of being data partners in broad institutional analysis 3. Develop 90-day plan for defining which data elements to capture, how to capture the data, how to maintain data gathering and quality; data dashboards Vice Chancellors IR Leader Oct. 4. Articulate full set of roles and responsibilities in the identification of data needs, data-gathering and data curation processes Vice Chancellors IR Leader Nov. – Dec. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 41

UALR Next Steps for Enrollment Strategy As UALR refines its enrollment framework, we recommend the following to carry this momentum to the strategy development phase: Develop Draft of Enrollment Strategy Action Item Owner Timeline 1. Refine enrollment framework and identify enrollment strategic questions Vice Chancellors Aug. 2. Develop Enrollment Strategy Team to discuss strategic questions and assist with outline of enrollment strategy (e.g., college deans, Chairs Committee, academic advisors, enrollment process staff, OIE, ITS, Communications) Vice Chancellors Sept. – Oct. 3. Review initiatives, recommendations, and opportunities for strategic prioritization and implementation planning Vice Chancellors Nov. – Dec. 4. Articulate full set of roles and responsibilities in the enrollment, and retention processes Vice Chancellors Deans Dec. – Feb. 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 42

Appendix A: Strategic Enrollment Alignment Retreat

Strategic Enrollment Alignment OBJECTIVES AND AGENDA Retreat Our Goals for Today 1. Discuss findings from Huron’s analysis of the UALR enrollment processes 2. Identify and develop UALR’s strategic enrollment philosophy, vision, and operating framework 3. Apply the enrollment framework to develop aligned enrollment strategy and timeline Agenda 9:15am – 9:30am: 9:30am – 10:45am: 10:45am – 11:00am: 11:00am – 12:30pm: 12:30pm – 1:00pm: 1:00pm – 3:00pm: Framework 3:00pm – 3:15pm: 3:15pm – 5:00pm: Chancellor’s Welcome and Charge Huron Presentation of Findings Break Best-Case/Worst-Case Scenarios for UALR Lunch UALR Enrollment Philosophy, Vision, and Operating Break Development of UALR Enrollment Strategy 44

Appendix B: Chancellor’s Leadership Group Retreat

Chancellor’s Leadership Group OBJECTIVES AND AGENDA Retreat Our Objectives for Today 1. Discuss findings from Huron’s analysis of UALR’s enrollment processes 2. Discuss progress towards UALR’s strategic enrollment vision and operating framework 3. Generate dialogue around the UALR enrollment framework to build toward a preliminary enrollment strategy and timeline Agenda 9:45am – 11:00am – 11:15am – 12:15pm – 1:15pm – 2:15pm – 3:00pm – 3:15pm – 4:00pm – 11:00am: 11:15am: 12:15pm: 1:15pm: 2:15pm: 3:00pm: 3:15pm: 4:00pm: 4:40pm: Huron Presentation of Findings and Recommendations Break Breakout Session #1: Top 3 Questions and Huron Q&A Lunch Breakout Session #2: Enrollment Operating Framework Breakout Team Presentations & Q&A Break Breakout Session #3: Capturing Data Requirements Breakout Team Presentations & Q&A 46

Enrollment Framework Development Breakout Session Activities 1. Student Profiles Development and Placement 2. Enrollment Framework Area of Analysis: Discuss & identify critical issues and/or opportunities in your area of analysis Are there additions and/or edits to and other suggestions for this area of analysis? What are the resources, relationships, and processes necessary to support these priorities (as presented and/or your own ideas)? Who might be your recommended process-improvement owner for each priority? What are some additional next steps, and how might you develop a recommended timeline for the implementation of these priorities? What might be some early wins in this area? 47

Capturing Data Requirements Breakout Session Activities 1. Which opportunities, issues, and/or challenges do each of you most want to address in order to be able to support the UALR enrollment vision, framework, and process at the: Individual student level? Program level? Department or unit level? College or administrative area level? Institutional level? Other? 2. What are the top three solutions you can imagine for each? (Assuming no constraints) 3. What 10 data points do you need (and do not currently have) to begin to design, develop or implement your solutions? 4. Who else (other units, programs, individuals) might have a stake in the opportunities you have selected and might “feel the pain” of the data needs you have identified? 48

The Evolution of Enrollment Management Strategic Enrollment Management Admissions Enrollment Management Admissions “If you build it, they will come.” Strategic Enrollment Alignment Enrollment Management Strategic Enrollment Management Strategic Enrollment Alignment “If you build it and finance it, they will come.” “If you build and finance what they want, they will come and they will stay.” “If you design, build, finance, integrate, and constantly enhance what they need, they will come, they will graduate, and they will build careers.” 2014 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 49

Huron Project Team Tim Fournier, Engagement Oversight and Quality Assurance Twenty-five years of experience including more than 16 years assisting academic institutions. Includes comprehensive work in research administration, enrollment management, and finance and administration both as a consultant and campus leader Melanie Andrich, Engagement Manager More than 17 years of practical and advisory experience in the design of innovative degree and non-degree initiatives, student pathways development , market assessment, and campus-based and online educational delivery and support Julia Wysocki, Engagement Consultant 10 years of diverse experience in strategic leadership, financial analysis and budget management throughout both the corporate sector and within higher education Lauren Renner, Engagement Consultant AllMultiple years of experience in assisting leading universities and research 2014 Huron Consulting Group. Rights Reserved. Proprietary & Confidential. 50