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JOHN CARROLL UNIVERSITY Board of Directors

September 19-20, 2017

BOARD OF DIRECTORS’ MEETING September 19 - 20, 2017

TABLE OF CONTENTS

Two-Day Schedule Page 3 Tuesday Committee Meeting Schedule Page 4 Wednesday Business Meeting Agenda Page 6

May 16 - 17, 2017 Board Retreat Minutes Page 8 University Resources:

Organization Chart 8 Ratifying Resolution Page 36 Strategic Plan: Promise and Prominence (see board portal)

Committee Minutes and Materials:

Executive Page 38 Academic Affairs Page 58 Advancement Page 69

Finance Page 75 Investment Page 85 Mission and Identity Page 91 Properties, Facilities and Technology Page 99

Student Affairs Page 107 Audit (Agenda and Minutes Only) Page 141 Corporate Governance and Nominating (Agenda, Minutes, and Resolution Only) Page 202

List of New Faculty Members (lunch on Wednesday) Page 206 Undergraduate Enrollment Plan – DRAFT Page 207

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Board of Directors’ Meeting September 19 - 20, 2017

Tuesday, September 19 9:00 a.m. – 2:00 p.m. New and Returning O’Connell Reading Room Director Orientation in the Dolan Center for Science and Technology 11:00 a.m. – 5:00 p.m. Committee Meetings 11 a.m. – 1 p.m. Finance President’s Conference Room 12 – 2:30 p.m. Student Affairs Jardine Room 1 – 3 p.m. Investment President’s Conference Room 12:30 – 2:30 p.m. Mission & Identity AD 144 Faculty Lounge 3 – 5 p.m. Academic Affairs Dolan A202 3 – 5 p.m. Advancement Rodman, Alumni Lounge 3 – 5 p.m. Property, Facilities & Technology President’s Conference Room

5:15 – 6:15 p.m. Social New Burton Morgan Creativity and Entrepreneurship Classroom in the lower level of Grasselli Library 6:15 p.m. Dinner Learning Commons in the lower level of Grasselli Library Wednesday, September 20 8:00 a.m. Mass St. Francis Chapel Rev. Martin Connell, S.J. – Presiding 8:30 – 9:00 a.m. Breakfast LSC, Murphy Room 9:00 a.m. – 3 p.m. Full Board Session LSC Conference Room

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Committee Meetings FY2018

3-5 p.m. Academic Affairs Dolan A202 Dr. Michael Anderson

Rev. Gerald Cavanagh, S.J. Rev. Thomas Curran, S.J. Kevin Embach, MD, S.J. Rev Mark Henninger, S.J. Mary Jo Hogan

Robert Hostoffer, D.O. William J. O’Rourke, Jr. Jeffrey Paravano Michael J.L. Sheeran, S.J.(Chair) David W. Short Liaison: Nick Santilli

Located above Donahue Auditorium on the second floor of the Dolan Science Center

3-5 p.m. Advancement Rodman, Alumni Lounge Barbara Brown

William Donnelly (Chair) Robert Heltzel, Jr. Bill Kahl Missy Kisthardt

Rich Kramer James M. Myers David W. Short Steve Todd Liaison: Doreen Knapp Riley

Located on the third floor of Rodman Hall in the Advancement Division

11 a.m.-1 p.m. Finance Murphy Room, Student Center Ara A. Bagdasarian

James Coyne Terrence Fergus Howard W. Hanna IIII Bruce Jarosz Jane Lambesis

L. Thomas Marchlen Richard E. Maroun Daniel F. Sansone Gregory J. Skoda Steve Todd (Chair) Liaison: Dennis F. Hareza

Located on the first floor of the Administration Building, Rm. 136

1-3 p.m. Investment Murphy Room, Student Center Ara A. Bagdasarian

James Coyne Jane Lambesis

Terence Sullivan (Chair) James E. Winchester Liaison: Dennis F. Hareza


12:30-2:30 p.m. Mission & Identity AD 144, Faculty Lounge Rev Mark Henninger, S.J.

Terri Lewandowski (Chair) Jeffrey Paravano

Michael J.L. Sheeran, S.J. Liaison: Edward J. Peck

Located on the first floor of the Administration Building, Rm 144

3-5 p.m. Properties, Facilities & Technology Murphy Room, Student Center Michael Hardy

Harold Hawk, Jr. Terri Lewandowski Michael Petras (Chair) Rev. James Prehn, S.J.

William Priemer Daniel Sansone James E. Winchester Liaison: Dennis F. Hareza


12-2:30 p.m. Student Affairs Jardine Room, Student Center Barbara Brown

William Donnelly Kevin Embach MD, S.J. Annette L. Haile (Chair) Harold Hawk, Jr. Robert Heltzel, Jr.

Mary Jo Hogan Robert Hostoffer, D.O Dr. Evelyn Jenkins Gunn David O’Brien William J. O’Rourke, Jr. Rev. James Prehn, S.J. Liaison: Mark McCarthy

Located in the D. J. Lombardo Student Center

Please Note: Audit, Corporate Governance and Nominating, and Executive Committee do not meet on the Tuesday of the BOD meeting. Meetings will be scheduled by the Chair and Administrative Liaison.

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Committee Meetings FY2018 Continued:

Audit President’s Conference Room Jane Lambesis

L. Thomas Marchlen James M. Myers (Chair)

David O’Brien Steve Todd Liaison: Colleen Treml


Corporate Governance and Nominating President’s Conference Room Michael Hardy

Robert Heltzel Jr. Robert Hostoffer, D.O. Michael Merriman

David O’Brien (Chair) David W. Short Gregory J. Skoda Liaison: Doreen Knapp Riley


Executive Committee (Chair of Each Board Committee)

President’s Conference Room

Jeanne Colleran (Interim President)

William Donnelly (Advancement) Annette L. Haile (Student Affairs) Terry Lewandowski (Mission and

Identity) Michael Merriman (Board Chair) James M. Myers (Audit) David O’Brien (Corporate

Governance and Nominating)

Michael Petras (Properties, Facilities, and Technology)

Rev. Michael J.L. Sheeran, S.J. (Academic Affairs)

David W. Short (Former Board Chair)

Terence Sullivan (Investment) Steve Todd (Finance)

Liaison: Doreen Knapp Riley (Corporate Secretary)


Upcoming Board Meeting Dates:

2017-2018

September 19-20, 2017 December 5-6, 2017 March 13-14, 2018 May 15-16, 2018

2018-2019

September 25-26, 2018 December 4-5, 2018

February 26-27, 2019 (March 12-13, 2019 instead) May 14-15, 2019

2019-2020

September 17-18, 2019 December 10-11, 2019

February 25-26, 2020 (March 2-3, 2020 instead?) May 12-13, 2020

2020-2021

September 22-23, 2020 (September 15-16, 2020 instead?) December 8-9, 2019

March 2-3, 2021 May 18-19, 2021

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Board of Directors’ Meeting Wednesday, September 20, 2017

9:00 am -3:00 pm (8:00 am Mass in Saint Francis Chapel; 9:00 am Board Session)

John Carroll University, Lombardo Student Center LSC Conference Room

I. Call to Order and Invocation ........................................................................................ 9:00 a.m.

Introduction of New Board Members II. Approval of the May 16-17, 2017 Board of Directors Retreat Meeting Minutes

III. Chair’s Update (M. Merriman)…………………………………………………….… 9:10 - 9:30 a.m.

Presidential Search Update will be done during Executive Session at the end of the day) Overview of the World Union of Jesuit Alumni Collaborations With Other Higher Education Institutions

IV. Overview of University Priorities (J. Colleran)...……….………………………... 9:30 - 10:15 a.m. Goals for the Year Personnel and Program Transitions Across Campus Focus on Greater Performance to Generate Revenue Cohort of New Jesuits, Faculty and Staff

V. Financial Restructuring and FY2018 Budget Forecast (D. Hareza)…………..10:15 - 10:45 a.m. VI. Break……………………………………………………………………………..…..10:45 - 11:00 a.m.

VII. Business Session: ...................................................................................11:00 a.m. - 12:00 p.m.

Executive Committee (M. Merriman):

Resolution to Ratify Formal Actions and Resolutions by the Executive Committee on August 23, 2017 Resolution to Revise the Delegation of Authority for the Retirement Investment Plan

Audit (J. Myers): Resolution for Approval of Financial Statements Fiscal 2017 Audit Results Annual Conflict of Interest Forms

Corporate Governance and Nominating (D. O’Brien): Review of Committee Assignments, Charges, and Retirement of the Ad Hoc Committee for Human Resources, May 2018 Board Meeting instead of Retreat

Committee Updates (committee chairs stand at their place for 2 minute highlights) from Academic Affairs; Advancement; Finance; Investment; Mission and Identity; Properties, Facilities and Technology; and Student Affairs

VI. Lunch with New Faculty………………...............................................................12:00 - 1:00 p.m. VII. Marketing and Enrollment Plan (J. Colleran, N. Mazanowski, S. Vitatoe)….....1:00 - 2:00 p.m. VIII. Closing Prayer and Executive Session .............................................................. 2:00 - 3:00 p.m.

Presidential Search Update (M. Merriman) IX. Adjournment ................................................................................................................. 3:01 p.m.

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MINUTES FROM

MAY 16-17, 2017

BOARD RETREAT

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Board of Directors Retreat Minutes

Quail Hollow Resort May 16 - 17, 2017

Attending: M. Anderson, A. Bagdasarian, N. Benacci, B. Brown, J. Buckley, G. Cavanagh, J. Coyne, T. Curran, W. Donnelly, K. Embach, T. Fergus, D. Frate, A. Haile, M. Hardy, H. Hawk, R. Heltzel, M. Henninger, M.J. Hogan, R. Hostoffer, E. Jenkins Gunn, W. Kahl, R. Kramer, T. Lewandowski, T. Lewis, R. Maroun, M. Merriman, J. Myers, R. Niehoff, D. O’Brien, W. O’Rourke, P. Pinder, W. Priemer, K. Reynolds, D. Sansone, M. Sheeran, D. Short, G. Skoda, R. Smiley, T. Sullivan, S. Todd

Excused: N. Buckon, J. Crockett, J. Lambesis, T. Marchlen, M. Petras, J. Prehn,

J. Winchester Others Present: J. Colleran, M. Connell, D. Hareza, R. Hill (Staff Council Chair),

R. Mausser, M. McCarthy, E. Peck, F. Pestello (President, Saint Louis University), D. Riley, B. Rini, N. Santilli, C. Treml

Recording Minutes: K. Michael

I. Welcome, Invocation and Opening Reflection: Michael Merriman called the meeting to order at 10:00 a.m. and welcomed all attending.

Edward Peck provided an opening prayer expressing gratitude for President Niehoff and for the Board Members, and recognized their giftedness and the hope they bring to the University.

M. Merriman set the stage for the Retreat by describing the events of the past 60 days and the resultant work that lies for the Board and the University: Father Niehoff announcing his retirement, listening sessions with Board members and various campus constituents, the forming of a presidential search committee, and the naming of Isaacson, Miller as the presidential search firm.

II. Presidential Transition: At 10:15 a.m. R. Niehoff introduced Fred Pestello, Ph.D. President, Saint Louis University to address the Board on the process of presidential searches. F. Pestello, a 1974 graduate of the University, is the first lay president of Saint Louis University (and was previously also the first lay president of LeMoyne College). F. Pestello talked about his career and experience of being on search committees and of being a candidate. He provided his honest and open advice on the process and identified supportive relationships as the key to being a successful lay president at a Catholic university. His broad advice ranged from the importance of factors such as the “spouse and the house,” building the critical relationships with the local bishop, the provincial, and the Apostolic Nuncio, and to the pros and cons of “open” versus “closed” searches.

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Following his talk, F. Pestello answered many questions from the Board members.

At Noon M. Merriman called for the meeting to break for lunch.

At 1:07 p.m. M. Merriman reconvened the meeting and noted the efforts and contacts made to date on the presidential search.

III. Presidential Search Firm Q & A. M. Merriman introduced the representatives of Isaacson, Miller who each addressed the Board members. The representatives then responded to many questions and comments from the Board.

IV. Minutes and Executive Breakout Sessions on Presidential Transition. At 2:00 p.m. M. Merriman called for an Executive Session and non-Board members were excused from the meeting.

M Merriman made a motion to approve the minutes for the March 15, 2017 Conference Call Meeting and the April 4, 2017 Conference Call Special Meeting. The minutes were presented, seconded, and unanimously approved

Board members were then divided into four groups to discuss factors to consider in the presidential search including financial stability, enrollment management, academic quality, communications and collaboration, and the vision for JCU. The groups later reconvened and shared their responses.

At 3:15 p.m. M. Merriman called for a break.

At 3:35 p.m. M. Merriman reconvened the meeting.

V. Interim President – Preview of the Coming Year. Jeanne Colleran provided her perspective on the top challenges facing the University, and on what she plans to do internally over the next year as the interim to enhance the University’s reputation as well as ensure continuity, confidence and decision-making that will best serve the next president and leadership team. These included:

• Resetting the University through Restructuring Efforts and a Culture of Assessment

• Integrated Enrollment, Marketing and Strategic Relationships • Developing Strategic Alliances • Separating certain units currently in the College of Arts and Sciences into a

College of Professional Studies • Building the Magis Learning Commons • Creating Optimism through Momentum

VI. Collaborative Governance Update – Review of University Governance Documents.

At 4:30 p.m., J. Colleran identified the four initiatives to improve shared governance and the revised University committee structure:

• Restructure University Committees (Completed May 2017) 9

• Expand the UCCG from three to seven members (Finish by September 2018 with elected representatives)

• Review governance documents for compliance and alignment (Begun by Faculty Handbook Committee; ongoing)

• Make substantive changes to governance documents (Work is just beginning)

VII. Reflection and Talk on Mission. At 4:40 p.m. Teresa Lewandowski announced the

Mission & Identity Committee is seeking additional members and would also like to see new Board members spend time with the Mission Office on their Orientation Day and take a “mission tour” of campus. With respect to Board Formation, the Committee is proposing a theme to be selected for the next academic year, with activities to follow at various Board meetings that will be based on that theme. Regarding the presidential search, T. Lewandowski reminded the Board of the importance of mission to the University and accordingly in the selection of a new president. The Board members were again divided into groups to work on articulating what we are seeking in the selection of the next president. For example, what are the characteristics/experiences that you feel a candidate should have with respect to mission, how do we judge the person’s ability to clearly and compellingly articulate and live the mission, is being a Catholic a requirement? The group responses were shared with the entire Board and the information will also be shared with the search committee. At 5:15 p.m. M. Merriman called for the afternoon session to adjourn for the social and dinner.

__________________________________________________________________________

Day Two - May 17, 2017

At 9:00 a.m. M. Merriman reconvened the meeting. M. Merriman thanked Fr. Martin Connell, S.J. for presiding at the morning Celebration of the Mass for Board members and guests. He also acknowledged and thanked Board members, Nancy Benacci, Jim Buckley, Bishop Neal Buckon, Joan Crockett, Dan Frate, Tom Lewis, Kyle Reynolds, and Ray Smiley who are retiring from the board and who were honored during the last evening’s dinner for their years of Board service. He also acknowledged and thanked Fr. Robert Niehoff, S.J., President for his strong support of the University and for being the longest serving president of the University with 12 years.

VIII. Enrollment Update. At 9:05 a.m. J. Colleran provided an enrollment update. Currently, the University has 759 net deposits for the incoming freshman class. Of this number 504 are in-state and 255 out-of-state. J. Colleran emphasized the in-state number rebounded significantly after falling last year post the HLC announcement. However, the out-of-state has decreased particularly from Western New York, due in part to the new “free tuition” program now being offered in that State. The current new freshman discount rate is 64% but consistent with the budget. More analysis on the discount rate make-up still needs to be done, particularly with respect to rate and mix difference between “distinctive” and “non-distinctive” programs. Additionally, the signature programs have each doubled in size, and average scores for each program are high, with Honors having an ACT of 30 and a GPA of 4.2.

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J. Colleran continued by emphasizing that enrollment management is critical to the University’s future success. As such, the enrollment leadership structure is being realigned to be more effective. The four departments originally identified as Registrar, Operations and Undergraduate Recruitment, International and Veterans, and Financial Aid have been reorganized into Undergraduate, Operations, All Other Recruitment, and Financial Aid to allow for more strategic marketing. In addition, enrollment leadership depends on marketing leadership and an integrated approach of the two areas will develop enrollment and strategic relationships. On the marketing side, Natalie Mazanowski has been hired to consolidate enrollment marketing functions with priorities of overhauling the website, conducting brand research and communicating market messaging. A new search for the vice president of enrollment will be conducted after the new president is in place.

At 10:00 a.m. M. Merriman called for a break.

At 10:15 a.m. M. Merriman reconvened the meeting.

IX. Financial Reorganization. Dennis Hareza presented the final fiscal year 2017 operating forecast showing an $800,000 deficit, but indicated there were more opportunities than risks to improve this number before the year is officially closed on May 31st.

The University is on track to meet it fiscal year 2018 revenue budget based on an incoming freshman enrollment of 765 (versus a budget of 740). Current information also indicates there will be an increase in the number of students living on campus. However, for the overall 2018 operating budget (and prior to any restructuring efforts), D. Hareza continues to project a $2.5 million deficit.

D. Hareza then reviewed the University’s multi-pronged restructuring efforts, which have a combined goal of eliminating $5 million in costs over the next three years, and which will reduce the University’s fiscal 2018 operating deficit to $500,000. These restructuring efforts include both a faculty and staff voluntary early retirement program as well a cost reduction program which has generated over 200 cost savings suggestions from faculty and staff. Approximately 56 staff and 17 faculty have opted to participate in the voluntary retirement programs. The University will take a one-time expense of $5.3 million in fiscal year 2017 financial results to reflect the severance costs related to these restructuring efforts.

From a capital investment perspective, the University is also in process of selling non-strategic residential houses as well as its two retreat facilities (because we now have priority access to use the new Jesuit Retreat House). Proceeds from the sale of these properties will be added to the University’s plant fund account to fund other capital investments on campus.

At 11:00 a.m. M. Merriman called for a break.

At 11:15 a.m. M. Merriman reconvened the meeting.

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X. Staff Council Annual Report. At 11:15 a.m., Rory Hill, Chair of the Staff Council thanked the Board for the opportunity to address them. R. Hill reviewed the structure and responsibilities of each of the Staff Council committees. He described a number of the morale building activities and recognitions provided by the Council. He noted the Staff Council has been the voice of the staff in major campus issues and conversations from this year including but not limited to the HLC process, the FLSA mandate, fiscal challenges and the Staff Voluntary Retirement Plan.

At 11:40 a.m. M. Merriman called for an Executive Session and the non-Board members were excused from the meeting.

At Noon M. Merriman called for the meeting to break for lunch.

At 1:15 p.m. M. Merriman reconvened the meeting.

XI. Board Business Meeting. M. Merriman made motions to approve the following resolutions and ratifying resolutions, which were presented, seconded, and unanimously approved (see attached):

- Resolution to Re-Elect/Elect Board Candidates (Note Barbara Duganier may postpone starting her term for one year due to meeting schedule conflicts)

- Resolution to Re-elect/Affirm Officers - Ratifying Resolution Authorizing the Appointment of an Interim President - Resolution on Delegation and Retention of Authority - Resolution Appointing Board of Managers - Ratify Executive Committee Resolution Approving Authorizing the Disposal of

Real Property - Ratify Executive Committee Resolution Authorizing Increase in Tuition,

Room, and Board, and Various Fees for 2017-2018 - Ratify Executive Committee Resolution Confirming Prohibition on Firearms

and Handguns on Property Owned or Leased by the University

Then, Stephen Todd made motions to approve the following resolutions which were presented, seconded, and unanimously approved (see attached):

- Resolution Authorizing Financial Restructuring and Cost Savings - Resolution to Adopt 2017-2018 Budget

Retreat Location for May 2018. Inquiries made to hold the 2018 May Board Retreat at the Hilton Cleveland Downtown Hotel indicated the cost to be excessive and so the Board decided to pursue another venue. The Executive Committee will make a recommendation in September.

XII. Closing Comments from President and Board Chair: At 1:30 p.m. T. Lewandowski offered the Suscipe Prayer of Saint Ignatius for the closing prayer and M. Merriman extended his thanks to all involved in planning and executing the Board Retreat.

XIII. Closing Executive Session: At 1:35 p.m. there being no other business M. Merriman called for a closing Executive Session with the President present.

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Respectfully submitted,

Kathleen Michael

Pending Approval

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Board of Directors Meeting May 17, 2017

Resolution to Re-Elect and Elect Board Candidates

WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations, the Board of Directors is vested with the management and control of the affairs of the University; and, WHEREAS, pursuant to Article IV, Section 4.5 of the Code of Regulations, the President and the Chair has recommended to the Corporate Governance and Nominating Committee the: Re-election of the following Board member to one three-year term beginning June 1, 2017 ending May 31, 2020:

David W. Short Re-election of the following Board members to their third three-year term beginning June 1, 2017 ending May 31, 2020:

William P. Donnelly Terry Fergus

Harold F. Hawk Jr. Robert W. Hostoffer Michael B. Petras Stephen M. Todd

Re-election of the following Board members to their second three-year term beginning June 1, 2017 ending May 31, 2020:

Michael R. Anderson James A. Coyne

Rev. Thomas B. Curran, S.J. Michael J. Merriman

Rev. James Prehn, S.J. William A. Priemer Daniel F. Sansone

Election of the following Board candidates to their initial three-year term beginning June 1, 2017 ending May 31, 2020:

Barbara Duganier Howard Hanna III

Bruce Jarosz The Very Reverend Tim Kesicki, S.J. The Most Rev. George V. Murry, S.J.

Jeffrey Paravano

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The Board of Directors acknowledges the Alumni Association’s election of Michele Kisthardt as its president beginning September 2017, ending May 31, 2019, serving as an ex-officio member of the Board of Directors during her term. NOW, THEREFORE, BE IT RESOLVED, that pursuant to its stated authority, the Corporate Governance and Nominating Committee does hereby approve and recommend the election and re-election of the Board candidates noted above and refers said candidates for approval and recommendation by the Board of Directors at their next scheduled meeting on May 17, 2017.

APPROVED by the

JOHN CARROLL UNIVERSITY BOARD OF DIRECTORS Richard F. Mausser

SECRETARY OF THE CORPORATION

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Board of Directors Meeting

May 17, 2017 Resolution to Elect, Re-Elect and Affirm Officers of the Corporation

for the 2017-2018 Fiscal Year

WHEREAS, pursuant to Article II Section 2.1 of the Code of Regulations the John Carroll University Board of Directors (the "Board") is vested with the management and control of the affairs and activities of the University; and, WHEREAS, such authority is affirmed through the Board’s general policy-making functions; and, WHEREAS, pursuant to Article V Section 5.1 of the Code of Regulations, the President has recommended Michael J. Merriman as Chair of the John Carroll University Board of Directors, effective June 1, 2017; and, WHEREAS, pursuant to Article V Section 5.1 of the Code of Regulations, the President has recommended Dennis F. Hareza, Vice President for Finance, to serve as Treasurer of the Corporation for the 2017-2018 fiscal year, or for such other period of time as the Board may determine; and, WHEREAS, pursuant to Article V Section 5.1 of the Code of Regulations, the President has recommended Doreen Knapp Riley, Vice President for University Advancement, to serve as Corporate Secretary for the 2017-2018 fiscal year, or for such other period of time as the Board of Directors may determine; and, NOW, THEREFORE, BE IT RESOLVED, that pursuant to its stated authority, the Board of Directors does hereby elect, re-elect and affirm, as officers of the Corporation: Jeanne M. Colleran, Interim President of the University; Michael J. Merriman, Chair of the John Carroll University Board of Directors; Dennis F. Hareza as Treasurer; and Doreen Knapp Riley as Corporate Secretary, for the 2017-2018 fiscal year.

APPROVED by the



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Board of Directors Meeting May 17, 2017

Ratifying Resolution Authorizing the Appointment of an Interim President and

Appointment of a President Emeritus

WHEREAS, John Carroll University (“University”) is a non-profit corporation, duly formed and lawfully existing under the laws of the State of Ohio; and, WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations, the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, pursuant to Article V, Section 5.1 of the Code of Regulations, the President shall be elected by the Board upon recommendation of the Executive Committee or a Board-appointed special presidential search committee; and, WHEREAS, John Carroll University’s President, Rev. Robert L. Niehoff, S.J., has announced his decision to retire as President of the University; and, WHEREAS, the Executive Committee of the Board of Directors unanimously recommended that 1) an Interim President be appointed as of June 1, 2017, until such time as a permanent president is appointed by the Board of Directors, 2) recommended that Dr. Jeanne Colleran, current Academic Vice President & Provost, be appointed as Interim President, and 3) also recommended that Fr. Niehoff be named President Emeritus; and, WHEREAS, the Board of Directors conducted a special meeting by telephonic means on April 4, 2017, at which the Board unanimously approved a resolution to appoint an interim president effective June 1, 2017 and to appoint Dr. Jeanne Colleran as Interim President, effective June 1, 2017, until a permanent president is appointed; and, WHEREAS, the Board wishes to ratify its action taken at the April 4, 2017 telephonic meeting of the Board at this in-person Board meeting.

NOW THEREFORE, pursuant to its stated authority, the Board of Directors does hereby ratify the unanimous approval of the Executive Committee’s recommendation 1) to appoint an Interim President effective June 1, 2017, and 2) to appoint Dr. Jeanne Colleran as Interim President, effective June 1, 2017, until such time as a permanent President is appointed by the Board, and 3) to appoint Rev. Robert L Niehoff, S.J., as President Emeritus.

APPROVED by the



Board of D i rectors

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Board of Directors Meeting May 16-17, 2017

Resolution Regarding Delegation and Retention of Board Authority

WHEREAS, this Board has, in its Amended and Restated Code of Regulations and through such policies and resolutions as it may issue from time to time, delegated to the President and other officers of the University certain authority and responsibility for the management of the University and its programs, activities and operations; and, WHEREAS, this Board recognizes the need for prompt and timely management decisions made by qualified University personnel, and thus, through such delegations, authorizes officers of the University to negotiate and enter into contracts and other arrangements to facilitate the objectives of University programs and activities and to conduct related operations; and, WHEREAS, in making such delegation, the Board also assigns to such officers responsibility to make informed and prudent decisions in the best interests of the University, including the examination of proposed transactions so as not to jeopardize the University’s Internal Revenue Code 501(c)(3) status, and to maintain accountability to the Board through prompt and accurate reports on University programs, activities and operations, including their financial status and impact; NOW, THEREFORE, BE IT RESOLVED, that subject to its retained authority and responsibility for the general oversight of the University and subject to action that it will take in accordance with its own fiduciary and legal duties, the Board hereby delegates to the President and the officers of the University authority and responsibility to negotiate and enter into contracts and other arrangements to facilitate the objectives of University programs and activities and to conduct related operations, including the certification and awarding of all academic degrees. The following actions shall require approval by the Board or the Executive Committee in accordance with the Amended and Restated Code of Regulations:

1) statements of University mission, principles and values;

2) the University’s strategic plan and associated goals, and related strategic financial plans and goals, and all material revisions thereto;

3) awards of honorary degrees;

4) appointment of a President, a Secretary, a Treasurer, and other ex-officio officers of the University, such officers shall be appointed in accordance with the Amended and Restated Code of Regulations and who, with the exception of the President, shall serve at the pleasure of the President;

5) amendments or revisions to the Faculty Handbook, or matters that may be appealed to the Board under the Faculty Handbook;

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6) declaration of financial exigency;

7) through its Investment Committee, selection, retention, determination of fee structure and termination of the University’s endowment investment advisors and managers; provided that on an annual basis, the Investment Committee presents the Board with a copy of the current Endowment Investment Policy and reports the changes made during the previous year;

8) through its Human Resources Committee, oversight of the University Retirement Plan Committee -- which shall be appointed by the President to serve as the fiduciary body to oversee the Plan’s administration and compliance -- via submission of periodic updates and/or meeting minutes as requested by the Human Resources Committee;

9) through its Audit Committee and confirmed by full Board resolution, the selection and retention of independent financial audit firms to conduct mandatory financial attestation or compliance audits or both, regardless of contract cost, and the annual review of the University’s IRS Form 990; and contracts of $10,000 or more for non-audit consulting services with any independent financial audit firm conducting a mandatory attestation and/or compliance audit for the University for approval through the Audit Committee alone;

10) the University’s annual budget and the annual audited financial statements;

11) the University’s annual and special capital budgets;

12) any changes in tuition, room and board rates;

13) any changes in the endowment spending rate and any Quasi-Endowment Draws;

14) authorization to make payments in lieu of taxes;

15) issuance of bonds and approval of University debt policy;

16) approval of all contracts with a cost or value equal to or exceeding $5,000,000, except for the campus services dining contract;

17) authorization to settle lawsuits whose value equals or exceeds $1,000,000;

18) adoption of, and material revisions to, a Campus Master Plan;

19) the purchase, sale, exchange, or transfer of complete or partial interests in real property, except for the purchase of real property identified as part of a Campus Master Plan and having a cost value of less than $1,000,000;

20) the lease or sublease of real or other property by the University as lessee, with annual or aggregate rental value that equals or exceeds $1,000,000 and renewals thereof;

21) the pursuit or acceptance of historic preservation designation for University property;

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22) purchase, sale, establishment or dissolution of University-affiliated organizations including corporations, partnerships or other legal entities;

23) any dissolution, merger, sale, pledge, or transfer of all, or substantially all, of the University’s assets;

AND BE IT FURTHER RESOLVED that:

24) all (a) checks, drafts or other orders for the payment of money, (b) actions in respect of the purchase or sale of securities, and (c) actions in respect of the general administration of trust and agency depository accounts of cash or securities, whether or not such accounts are under the formal agency agreements, must be signed by any one among the President, Treasurer, or any Vice President of the corporation;

25) checks, drafts and other orders for the payment of money made payable to the corporation may be endorsed by any one among the President, Treasurer, or any Vice President of the corporation;

26) except as provided in this paragraph 19 of this Resolution, supra, with respect to real property, the procurement of loans, lines of credit, or other financing, and performance as surety, in amounts or at a value that equals or exceeds $1,000,000, must be executed by any two among the President, Treasurer, and any Vice President of the corporation;

AND BE IT FURTHER RESOLVED, that the adoption of this Resolution affirms all actions taken by the corporation’s officers in furtherance of their authority and responsibilities in accordance with and pursuant to the corporation’s Articles of Incorporation and its Amended and Restated Code of Regulations, since the adoption of the preceding delegation resolution; and BE IT FINALLY RESOLVED, that this Resolution shall supersede all preexisting delegations prospectively and take effect immediately.

APPROVED by the



20

Board of Directors Meeting

May 17, 2017

Resolution to Appoint/Reappoint Board of Managers Candidates WHEREAS, pursuant to Article II, § 2.1 of the Code of Regulations the Board of Directors of John Carroll University (the “University”) is vested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and, WHEREAS, the University, through its six wholly owned subsidiaries: The 1886 Company, Ltd; Ignatius, LLC; Loyola, LLC; Manresa, LLC; Inigo, LLC; and Cura Personalis, LLC, (collectively the “Subsidiaries”) has purchased certain retail and apartment buildings located adjacent to the campus, and WHEREAS, pursuant to the Operating Agreement for each of the Subsidiaries, the University is responsible for appointing a Board of Managers for each Subsidiary for the purpose of managing the affairs of each Subsidiary; and WHEREAS, the President has recommended the following appointments to the Board of Managers for each of the Subsidiaries for the 2017-18 fiscal year: - Jeanne M. Colleran, Interim President - Michael J. Merriman, Chairman of the Board of Directors - Stephen M. Todd, Chair of the Finance Committee - Michael B. Petras, Jr., Chair of Properties, Facilities and Technology Committee - Dennis F. Hareza, Vice President for Finance - Richard F. Mausser, Vice President for Administration - James P. Crosby, Director of External Properties NOW, THEREFORE, BE IT RESOLVED that Board of Directors hereby: Approves the Board of Managers appointments for each of the Subsidiaries

as specified above.

APPROVED by the



Board of Di rectors

21

BOARD OF DIRECTORS MEETING

May 17, 2017

Resolution to Adopt 2017-2018 Budget

WHEREAS, pursuant to Article II Section 2.1 of the Code of Regulations the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and, WHEREAS, upon the recommendation of the Vice President for Finance and Chief Financial Officer and the Finance Committee of the Board of Directors, the Budget for the 2017-2018 Fiscal Year is hereby presented for Board review and adoption; NOW, THEREFORE, BE IT RESOLVED, that pursuant to its stated authority, the Board of Directors does hereby adopt the Budget for the 2017-2018 Fiscal Year.

APPROVED by the



Board of Di rectors

22


May 17, 2017

Resolution Authorizing Financial Restructuring and Cost Savings

WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations the Board of Directors is invested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and, WHEREAS, the University, in the context of the competitive higher education macro environment and stagnant revenue growth, has assessed its longer-term financial outlook and has determined that its cost infrastructure base needs to be reset in order to generate the resources needed to invest in strategic plan initiatives that will generate future sustainable revenue growth; and, WHEREAS, the University has identified a cost reduction goal of $5.0 million that will need to be achieved over that next three fiscal years; and, WHEREAS, this cost reduction goal will be achieved through multiple initiatives including faculty and staff voluntary retirement programs, staff position restructuring, faculty teaching efficiencies, operating cost savings, and program reviews; and, WHEREAS, the Vice President for Finance/CFO and the Finance Committee of the Board of Directors recommends that the University commence immediately with these financial restructuring and cost savings initiatives. NOW THEREFORE, BE IT RESOLVED, that pursuant to its stated authority, the Board of Directors does hereby authorize the University to implement the financial restructuring and cost savings initiatives as set forth above.

APPROVED by the



Board of Di rectors

23

BOARD OF DIRECTORS May 17, 2017

Ratifying Resolution Authorizing the Disposal of Real Property

WHEREAS, John Carroll University (“University”) is a non-profit corporation, duly formed and lawfully existing under the laws of the State of Ohio; and,

WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and,

WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and,

WHEREAS, the University has strategically identified properties in its ownership that will not provide long-term value; and,

WHEREAS, the University recently invested in the renovation of the Jesuit Retreat House, which investment is intended to be recovered through the sale of the two University-owned retreat facilities; and,

WHEREAS, the University desires to dispose of two residential properties as well as its two retreat facilities, all of which are expected to be made available for sale in the near term and are described as follows:

Property 1: Address 2365 Warrensville Center Road, University Heights Tax Parcel 721-03-103 Lot Size 0.153 acres Dwelling Size 2-story, 2760 sq. ft. Est. Sale Price $130,000 to $145,000 (broker analysis of market)

Property 2: Address 4174 Carroll Boulevard, University Heights Tax Parcel 721-12-009 Lot Size 0.334 acres Dwelling Size 2-story, 2766 sq. ft. Est. Sale Price $170,000 to $199,000 (broker analysis of market)

Property 3: Address 14845 Stillwell Road, Claridon Township Tax Parcel 12-706264 Lot Size 33 acres Dwelling Size 1-story 1891 sg. ft. total in two structures Est. Sale Price $360,000 to $380,000 (broker analysis of market)

Property 4: Address 14525 Chillicothe Road, Russell Township Tax Parcel 26-702600 and 26-702800 Lot Size 11.34 acres and 11.34 acres for a total of 22.68 acres Dwelling Size 1-story, 2032 sq. ft. Est. Sale Price $260,000 to $280,000 (broker analysis of market)

and,

WHEREAS, the Vice President for Administration and the Properties, Facilities and Technology Committee recommended the sale of the properties as specified above at their March 14, 2017 meeting, and at their April 26, 2017 meeting the Executive Committee of the Board of Directors unanimously voted to accept and authorize the Recommendation of the PFT Committee.

NOW, THEREFORE, pursuant to its stated authority, the Board of Directors does hereby ratify the Executive Committee’s acceptance of the Recommendation of the PFT Committee, which authorizes the President, Treasurer, and any Vice President of the University to move forward with the disposal of real property specified in the Recommendation.

APPROVEDby the

JOHN CARROLL UNIVERSITY BOARD OF DIRECTORSRichard F. Mausser


24


May 17, 2017

Ratifying Resolution Authorizing Increase in Tuition, Room and Board, and Various Fees for 2017-2018 (Revised)

WHEREAS, John Carroll University (“University”) is a private non-profit corporation, duly formed and lawfully existing under the laws of the State of Ohio; and, WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations, the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and, WHEREAS, the University annually sets tuition, room and board and various fees; and, WHEREAS, the Board of Directors authorized the University to increase tuition, room and board and various fees for 2017-2018 at its December 7, 2016 meeting; and, WHEREAS, a subsequent evaluation of the increasing costs associated with the University’s campus-wide wireless network results in the need to increase the technology fee for 2017-2018 as shown in the Revised Attachment A schedule; NOW, THEREFORE, pursuant to its stated authority, the Board of Directors does hereby ratify the Executive Committee’s authorization of the increase which authorized, the President, Treasurer, and any Vice President of the University to move forward with the rates shown in the revised Attachment A schedule.

APPROVED by the




25

2016-17 2015-16 2014-15 2013-14 2012-132017-18 2016-17 $ Increase % Increase % Increase % Increase % Increase % Increase % Increase

Undergraduate - Full-timeTuition - Flat-Rate 38,490$ 37,190$ 1,300$ 3.5% 3.5% 3.8% 3.8% 3.7% 4.8%

FeesStudent Activity 400 400 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%Technology 750 550 200 36.4% 10.0% 0.0% 11.1% 12.5% 0.0%Health Services 350 350 - 0.0% 0.0% 16.7% 0.0% 20.0% 0.0%

Total Fees 1,500 1,300 200 15.4% 4.0% 4.2% 4.3% 9.5% 0.0%

Total Tuition and Fees 39,990 38,490 1,500 3.9% 3.5% 3.9% 3.8% 3.9% 4.6%

Room - Standard Double (See Note A) 6,350 6,170 180 2.9% 3.0% 4.2% 4.6% 5.0% 7.0%Board - 14-Plus (See Note B) 5,230 5,080 150 3.0% 3.0% 3.8% 4.6% 3.8% 2.8%

Total Room & Board 11,580 11,250 330 2.9% 3.0% 4.0% 4.6% 4.5% 5.0%

Tuition, Room & Board, and Fees 51,570$ 49,740$ 1,830$ 3.7% 3.4% 3.9% 4.0% 4.0% 4.7%

Undergraduate - Part-timeTuition per Credit Hour (See Note C) 1,275$ 1,240$ 35$ 2.8% 3.5% 13.6% 3.8% 3.7% 4.8%Summer Tuition per Credit Hour 700 700 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Graduate Arts and Sciences per Credit Hour 705$ 695$ 10$ 1.4% 0.0% 0.0% 0.0% 0.0% 1.5%School of Business per Credit Hour 870 855 15 1.8% 0.0% 0.0% 0.0% 0.0% 1.2%

Note A -

Note B - Final Board packages are still being developed with Aramark.

Note C - Undergraduate per credit hour rate was adjusted in 2015-16 with change to new core requirement of 120 hours to graduate from previous 128 credit hour requireme

Room & Board increase in aggregate planned for 3% although individual room or meal plan rate increases may differ. JCU will continue to differentiate its room pricing based on the amenities provided within each residence hall such as air conditioning and especially in the completely renovated rooms in Murphy. These amenities will be priced at a premium over the Standard Double room rate. A discounted rate for a small number of triple rooms will also be offered.

John Carroll UniversityBoard of Directors - Executive Committee

February 8, 2017

REVISED Attachment A to Resolution Authorizing Increase in Tuition, Room & Board, and Various Fees for 2017-2018

2017-18Historical data

26

May 17, 2017

Resolution Ratifying Prohibition on Firearms, including Handguns, on Property Owned or Leased by the University

WHEREAS, John Carroll University (“University”) is a private non-profit corporation, duly formed and lawfully existing under the laws of the State of Ohio; and, WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations, the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and, WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and, WHEREAS, the University has previously established the policy and practice of prohibiting all firearms, including licensed handguns, from University-owned or University-leased property; and WHEREAS, Ohio Senate Bill 199, amending Ohio’s laws on firearms and concealed handguns as of March 19, 2017, continues to prohibit the carrying of concealed handguns onto property owned or leased by any university, unless a university board or governing body adopts a rule permitting the carrying of concealed handguns on university premises; and, WHEREAS, consistent with existing Ohio law and current University policy and practice, the University’s Executive Committee of the Board of Directors of John Carroll University on February 8, 2017, approved a resolution affirming that all firearms, including concealed handguns, are prohibited on property owned or leased by the University to the fullest extent of the law. NOW, THEREFORE, BE IT RESOLVED, that pursuant to its stated authority, the Board of Directors does hereby ratify and affirm that all firearms, including concealed handguns, are prohibited on property owned or leased by the University to the fullest extent of the law, with only the required limited exceptions applicable to the University under state firearms laws.

APPROVED by the




27

PRESIDENT

JCU BOARD OF DIRECTORS

AFFIRM THE ELECTIONS OF DIRECTORS

MEMBERS OF THE JCU CORPORATION

PROVOST AND ACADEMIC VICE PRESIDENTVICE PRESIDENT FOR UNIVERSITY ADVANCEMENTAND CORPORATE SECRETARY

EXECUTIVE VICE PRESIDENT AND CHIEF FINANCIAL OFFICERVICE PRESIDENT FOR ENROLLMENT

VICE PRESIDENT FOR STUDENT

AFFAIRS

VICE PRESIDENT FOR MISSION AND IDENTITY

STAFF COUNCIL

Accounting

Auxiliary Services

Bookstore

Bursar

Debt Management

External Properties Management

Financial Planning and Analysis

Human Resources

Information Technology

Investment Management

Plant and Facilities Services

Purchasing

Regulatory Compliance and Risk Management

Treasurer

Enrollment Services

Financial Aid

Transfer Admission

Undergraduate Admission

Veterans Affairs

Advancement Services

Alumni Relations

Development

Government and Community Relations

Integrated Marketing and Communications

Athletics & Recreation

Career Services

Counseling Center

Dean of Students

Health Promotion & Wellness

JCU Dining

Liturgical Music & Musical Arts

JCU Police

JCU Parking

Residence Life

Student Engagement

Student Diversity and Inclusion

Student Health & Wellness Center

Violence Prevention and Action Center

Campus Ministry

Ignatian Solidarity Network

Ignatian Spirituality Institute

Institutional Diversity and Inclusion

GENERAL COUNSEL FACULTY COUNCILTITLE IX COORDINATOR

UNIVERSITY COMMITTEES ON COLLABORATIVE GOVERNANCE

UNIVERSITY COMMITTEES ON STUDENT LEARNING EXPERIENCE

UNIVERSITY COMMITTEES ON RESOURCE ALLOCATIONAcademic Dean of The College of Arts

and Sciences

Academic Dean of The Boler School of Business

Academic Departments

Academic Administration

Academic Advising

Accreditation and Assessment

Faculty

Faculty Development

Faculty Research and Grants

Fellowship Advising

Global Education

Library

Planning and Institutional Effectiveness

Registrar

Retention

Service and Social Action

Signature Programs: Arrupe Scholars, Honors Program, and Leadership Scholars

Student Accessibility Services

Student Learning Initiatives

FACULTY HANDBOOKPRESIDENTIAL

ADMINISTRATION ADVISORY GROUP

UNIVERSITY STRATEGIC PLANNING GROUP

UNIVERSITY COMMITTEES ON ADMINISTRATIVE POLICY

AND PROGRAMS

UNIVERSITY COMMITTEES ON EDUCATIONAL POLICY

28

BUSINESS

SECTION

29

1

Board of Directors Meeting September 20, 2017








Board of Di rectors

30

2



8) through its Human ResourcesInvestment Committee, oversight of the University Retirement Plan Committee -- which shall be appointed by the President to serve as the fiduciary body to oversee the Plan’s administration and compliance -- via submission by the Human Resources Committee of periodic updates and/or meeting minutes as requested by the Human Resources Committee;








16) approval of all contracts with a cost or value equal to or exceeding $5,000,000, except for the campus services dining contract;






31

3








32

REVISED VERSION PENDING APPROVAL ON SEPTEMBER 20, 2017









Board of Di rectors

33




8) through its Investment Committee, oversight of the University Retirement Plan Committee -- which shall be appointed by the President to serve as the fiduciary body to oversee the Plan’s administration and compliance -- via submission by the Human Resources Committee of periodic updates and/or meeting minutes as requested;








16) approval of all contracts with a cost or value equal to or exceeding $5,000,000;







34








35

Board of Directors’ Meeting

Ratifying Resolution

September 20, 2017 WHEREAS, pursuant to Article II, Section 4.4 of the Code of Regulations of John Carroll University, the Executive Committee of the Board of Directors has taken actions in the intervals between the meetings of the Board, which actions are authorized and consistent with the Code of Regulations; and WHEREAS, consistent Article II, Section 4.4 related to the Board’s ratification of the Executive Committee’s actions at the next regular meeting of the Board, the Board seeks to ratify the formal actions taken on behalf of the University by the Executive Committee at the prior meeting of the Executive Committee (which minutes of such meeting are accessible to the Board on the Board portal); and WHEREAS, the Officers of the University have regularly made reports to the Board of Directors and/or the Executive Committee of the Board of Directors of material matters and actions involving the University during the period June 1, 2016 through the date of this Board meeting; and WHEREAS, the Board of Directors, having been duly advised, and with knowledge of such material matters and actions, wishes to ratify the actions taken by the University Officers during this period. THEREFORE, BE IT RESOLVED, that the Board of Directors does hereby

1) ratify the formal actions taken on behalf of the University by the Executive Committee at the prior meeting of the Executive Committee; and

2) ratify and confirm on behalf of the corporation all formal acts taken by the Officers of the University within the scope of their duties and on behalf of the University during the period June 1, 2016 through the date of this Board meeting.

Board of Di rectors

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EXECUTIVE COMMITTEE

MEETING

FROM APRIL 26, 2017

37

ACADEMIC

AFFAIRS

COMMITTEE

57

FISCAL 2017-2018 ACADEMIC AFFAIRS COMMITTEE MEETING DRAFT AGENDAS

Tuesday, September 19, 2017, 3 p.m. to 5 p.m. – Dolan A202

1. Welcome and Introductions 2. Review and Approve Draft Minutes of Meeting held on December 6, 2016 3. Review committee charge 4. Reports from Committee Resource Persons

a. Dr. Emily Butler (Chair, Faculty Council, Associate Professor of English) b. Ms. Caragh Rose, (Staff Council, Registrar’s Office) c. Ms. Rebecca Ries-Roncalli ’18 (Student Government)

5. Faculty Status Update (Dr. James Krukones; Associate Academic Vice President)

6. Enrollment Update (Mr. Steve Vitatoe; Interim VP of Enrollment) 7. Discussion: “The Year Ahead” (Dr. Nicholas Santilli; Interim Provost)

Tuesday, December 5, 2017, 3 p.m. to 5 p.m. – Dolan A202

1. Review and Approve Draft Minutes of Meeting held on September 19, 2017 2. Reports from Committee Resource Persons


3. Discussion: “The Core Curriculum at John Carroll University” (Tentative) Tuesday, March 13, 2018, 3 p.m. to 5 p.m. – Dolan A202

1. Review and Approve Draft Minutes of Meeting held on December 5, 2017 2. Reports from Committee Resource Persons


3. Joint meeting with Student Affairs Committee (Tentative)

Note: Executive Session will be held at end of each meeting.

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Academic Affairs Committee Meeting September 19, 2017

3:00 – 5:00 p.m. A202 in the Dolan Center for Science and Technology

AGENDA

1. Welcome and Introductions (5 minutes) ……………………………...... Fr. Sheeran

2. Review / Approve Minutes of Dec. 6, 2016 Meeting (5 minutes)……...Fr. Sheeran

3. Comments from the Chair (10 minutes) …………………………………Fr. Sheeran

4. Reports from Committee Resource Persons (5 minutes each)………....Dr. Butler, Ms. Rose, and

Ms. Ries-Roncalli ’18

5. Faculty Status Update (10 minutes) ………………...……………….…Dr. Krukones

6. Enrollment Update (10 minutes)………………………..………………….Mr. Vitatoe

7. The Year Ahead (25 minutes)…………………………………..…………. Dr. Santilli

8. Executive Session cc: Dr. Emily Butler, Chair, Faculty Council / Associate Professor, English Dr. Margaret Farrar, Dean, College of Arts and Sciences Dr. James Krukones, Associate Academic Vice President Dr. Al Miciak, Dean, Boler School of Business Ms. Michelle Millet, Director, Grasselli Library Dr. Maryclaire Moroney, Assistant Provost for Academic Advising Ms. Rebecca Ries-Roncalli ’18, Student Government Ms. Caragh Rose, Staff Council / Registrar’s Office Mr. Steve Vitatoe, Interim VP, Enrollment

Board of Di rectors

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Academic Affairs Committee 6 December 2016

Voting Members: M. Anderson, N. Buckton, T. Curran, S.J., G. Cavanagh, S.J., M.

Henninger, M.J. Hogan, R. Hostoffer, T. Lewis, W. O’Rourke, M. Sheeran, S.J.

Also Present: L. Brown-Cornelius (Staff Resource), P. Bucyana (Student Resource), J. Colleran, B. D’Ambrosia (Faculty Resource), M. Farrar, A. Miciak, M. Millet, T. Mills

Excused: K. Embach, S.J. Recording Minutes: Dr. Nicholas R. Santilli. 1. Call to Order and Introductions. M. Sheeran called the meeting to order at 3:05 p.m. and

asked all present to introduce themselves. The September 20, 2016 minutes were unanimously accepted.

2. Reports from Committee Resource Persons.

Mr. Patrick Bucyana Student Union Vice President for Judicial Affairs P. Bucyana shared with the committee that students continue to share positive responses to the new core curriculum. Students find the courses interesting and worthwhile. M. Sheeran asked if students feel any confusion around the core regarding requirements, sequencing, old core/new core requirements and the like. P. Bucyana mentioned there remains some confusion but in time, it will work out as students on the old core graduate and the full implementation of the new core in the curriculum. M. Henninger asked B. D’Ambrosia faculty are encouraged to team-teach or see team-teaching as a positive experience by faculty. Faculty are excited by the new core but it is challenging for department chairs to staff the courses. B. D’Ambrosia indicated that M. Farrar is working very closely with department chairs and program directors to facilitate schedule preparation. Ms. Lisa Brown-Cornelius, Staff Council Representative Staff Council performed an assessment of the now two-year-old staff council. Survey results showed that staff indicated a desire for professional development programs and social events. Several initiatives are in place: A topical series titled: “This Week in Higher Education” allowing staff to discuss hot topics in higher education, such as, sexual assault and violence on campus; technology training and other forms of professional development; mission and advocacy work; recognition and community building; and, the Campus Colleague Program, linking new employees with established staff. Lastly, Staff Council has led efforts to help staff understand FLSA M. Sheeran explained FLSA: describing the new legislation, salary mandate, equitable pay for work, appropriate compensation for overtime, and the changes to employee classifications that

Board of Di rectors

60

accurately reflect employee workload. Staff in Human Resources and the Senior Leadership Team worked to establish appropriate guidelines. Presently, our institutional actions are on hold due to a legal injunction. M. Sheeran: Has there been enough discussion so that people know how JCU will respond to be in compliance? L. Brown-Cornelius indicated that HR staff and members of Staff Council work with employees who have questions. Staff Council has been active mediating the process. T. Curran inquired what JCU’s plan is, are we going forward? L. Brown-Cornelius replied not yet, waiting for federal guidance. J. Colleran added that the total number of employees impacted by the regulation is 22. We reviewed what other Jesuit institutions and our Ohio peers are doing. Most are waiting, as are we. Dr. Barbara D’Ambrosia, Chair for Faculty Council B. D’Ambrosia reported the full board with hear a comprehensive report at tomorrow’s board meeting. Highlights of her report include the energy of the faculty now focuses on the work embedded in our HLC response and academic program reviews are now into the five-year review cycle. Programs reviewed last year are now implementing action plans based on their program reviews. Programs not in the review last cycle are now undergoing program reviews. This is also a catalogue revision year, so there is quite a bit of activity surrounding review of academic programs. T. Curran: what are the additional burdens related to the faculty workload? B. D’Ambrosia responded it hard to prioritize the workload and gain balance across all of the activities and individual attention to students is suffering. T. Curran—any pathway out of this burden? B. D’Ambrosia indicated it is difficult and would like some help in determining priorities. M. Farrar supported the overview by B. D’Ambrosia and added there are many new initiatives including implementation of the new core curriculum, program development and assessment of student learning, and fully using Canvas, our learning management system. M. Henninger inquired, coming out of APR; do we have some idea regarding the extent of the changes? B. D’Ambrosia indicated it varies by department. Some programs are contracting like Management, Marketing and Logistics, Mathematics and Computer Science is proposing new programs in data science. Other departments are tightening up existing programs. A. Miciak: Many programs have expanded focus on how to create opportunities for innovation and creating new programs. In Boler, we have revitalized our Human Resources Management program. This is a program integration and serves as a good example of consolidating programs due to overlap. J. Cavanagh indicated assessment is done every year but program review is episodic. Does assessment touch everyone? B. D’Ambrosia, yes course and program assessment touches everyone. Last year we were required to do assessment and execute program reviews for 27 academic programs. This was a huge launch effort. M. Farrar indicated that our next cycles would be a little less onerous because we have been through the process and fewer programs will undergo reviews in a review period. B. Hostoffer indicated the academic program review process is similar to what we are experiencing in healthcare. There is now more attention to efficiencies, less time with patients. Here more time with students suffers due to the obligations outside of the classroom. T. Lewis: How might there be opportunities for Faculty Council to help determine best practices in

61

assessment and program review? B. D’Ambrosia indicated Faculty Council would like to do that but needs help. J. Colleran indicated our strategic plan provides guidance. The second objective of our first goal, Investment in Faculty, recommends investments for support of faculty work, like grant writing, we need a better infrastructure. M. Sheeran asked are we far enough along with assessment process to know that the learning experience is improved? Both B. D’Ambrosia and M. Farrar replied it varies by department and individual faculty. More needs to be done in this area and reported to determine the full impact. 3. Report from Provost on Higher Learning Commission – Dr. Jeanne Colleran

J. Colleran reported that John Carroll received a draft of the HLC Visiting Team (VT) report on election night. We were instructed to check for errors and send any errors to the chair of the visiting team. No errors of fact were noted only a few formatting errors. We received the final VT report last week. After review, we informed Dr. Anthea Sweeney, our liaison that the final report is accurate, represents the visit, and we have accepted the VT report. Dr. Sweeney will draft a report for the HLC Board of Trustees based on our Notice Report and the report of the HLC Visiting Team. Her report is the final piece of evidence for our case before the HLC Board. We sent an announcement to the JCU community informing them community that the VT report does not recommend further monitoring or reporting. The VT concluded John Carroll made sufficient progress across all items listed in the Action Letter. The VT recommended no follow-up visits, no additional monitoring. J. Colleran noted it is not likely the liaison will overturn the VT report. Our community was outstanding: articulate, engaged, focused, a genuine experience. Hundreds of faculty and staff came and participated. Deeply moving that the internal community was so supportive and positive. N. Santilli indicated we are a changed institution. We had a great visit with the team. Our campus was engaged and committed to the work we accomplished in a very short time frame. It was very gratifying to see the widespread engagement and support during the visit. N. Buckley: do we have an enrollment strategy to reach out once the final word is received? J. Colleran replied Doreen Riley is preparing a communication strategy to reach out to alums and to communicate to guidance counselors. 4. Discussion: White paper “Curriculum and Other Changes as a Result of Academic

Program Review” – Margaret Farrar, Dean, CAS & Alan Miciak, Dean BSOB

M. Farrar indicated she does not want to repeat what is in the white paper. We hope to take a step back and reflect to think about the big picture, the broader view regarding students and why we do what we do. Feel our way through governance issues here, that we need to change the curriculum, and hold structured conversations regarding the difficult topics. A. Miciak indicated that the execution of the action plans from program review is critical. Programs need to determine what adds value and what positions JCU for the future. For example, do interdisciplinary programs add the value needed for students? We need to find ways to create these opportunities going forward. The development of innovative programs need to span disciplinary boundaries with quality and higher distinction. J. Colleran added that this sentiment is well integrated into the strategic planning process.

62

M. Farrar noted that strategic thinking has emerged at the program and department levels. For example, STEM faculty convened to discuss how they might move forward together. T. Curran asked the deans to talk about the role of the reviewers in program review. Is it a mini-HLC? M. Farrar replied that it depends on the discipline. Sociology trains reviewers while philosophy is against training reviewers. Some disciplinary associations help find aspirant institutions or help with identifying external reviewers. These external reviewers provide an outside perspective. Our use of internal reviewers help build community within the faculty and expose faculty on the review team to the work of their colleagues . J. Colleran offered that the program review process has an impact on integrated strategic planning, our enrollment processes, and resource allocations. For example, faculty requests are related to the program reviews and tied to the strategic plan. Our Communication program was able to hire two individuals, a product of the APR process to support strategic goals. In BSOB, faculty hires in Tax Accounting will assist in a master’s program in tax accounting. The ten hires we have executed will drive the goals of the strategic plan, help with enrollment and retention, and improve institutional processes. T. Lewis: Being new, what did you bring from your previous institutions that help us move ahead? M. Farrar claimed she is a program review nerd and sees the process as a way to improve use of data in decision-making. A. Miciak indicated that the program review process allows him to focus on external demands and orient the programs in BSOB to the next opportunities in the market place. Program review allows us to balance our present reality, or what is with what could be, our next opportunities. We also need to strive for quality and distinction in our programs. These are the key drivers for what we should do, for example, we have restructured our supply chain and taxation programs based on program reviews. T. Lewis asked if there a growth component associated with the APR’s. A. Miciak indicated that this is where the external reviewers have been valuable. Their insights have helped direct our next steps in program growth. However, the quality of the reviewers and value of their input is critical. It is important to have good reviewers. M. Sheeran asked M. Millett what role the library has in the program review process. M. Millett said this is a great question. The library staff used to hear about program changes and the faculty or administration made program priorities after decisions. It is important that the library have representation on our Faculty Council committee on academic policies. We are now working with the deans on a routine basis. Knowing the direction departments and programs wish to pursue really helps with how the library should respond. J. Colleran replied that M. Millett is not giving yourself enough praise. She has led a restructuring of the work of the librarians and the role of the library in institutional operations. She has reoriented the work of the tenured library faculty, raised expectations and changed their work. T. Curran asked if the Academic Affairs Committee is at a crossroads for what will become the work of the committee. What will be our role regarding the strategic plan? M. Sheeran reported that the committee agreed it would meet with the student life committee in March. He also asked what would be our connection to the mission committee. Is the right moment for questions regarding mission? How is mission infused into curriculum?

63

J. Colleran replied that our major focus is to address our enrollment challenge. Our primary institutional priority is improving enrollment. It is important that we do not compromise quality in our work in improving enrollment. Getting past HLC leaves us the time and opportunity to face our more difficult problem: financial sustainability. M. Sheeran asked about the enrollment prospects for next year. J. Colleran replied we are in a good place regarding retention and we only have about 40 students to chase down as to why they have not registered. We know the financial holds on students and we are working with them to resolve financial concerns. We also know those students we need to ask to step out for a semester. On December 1, we had our first look at enrollment progress. SLT working on it. We are 3% ahead of last year’s applications. In State applications have rebounded as we are +6% in Ohio. We have 103 applications from Walsh Jesuit, 70 from St. Ignatius, we rebounded at NDCL, and our Chicago applications have improved too. What will be our yield? Possibly be 800 but we do not want to compromise quality 740-775 may be more realistic. More likely at the lower number. International and graduate enrollments will not help. Michael Dolence is returning next week. He will help us work on improved messaging, focus on quality and reaching our numbers. We will make a strong push through April 1. If we hit 775 we will still be in a state of indebtedness. Right now, our focus is improving our value proposition. An improved value proposition will allow us to present a more powerful message to the market place. We intend to drive the academic plan live up to the value proposition. Push program development to align with value proposition, strategic plan, and demand. T. Curran remarked that our focus on first time college student yields results. Our retention is high. J. Colleran added that we need more focus regarding enrollment and admits. Once we stabilize undergraduate enrollment we will move to graduate enrollment and then move to transfer articulations. T. Curran identifies our success with retention shows high satisfaction. Right now, our task it to find the sweet spot for NTR. The investment will result in improvement. M.J. Hogan inquired about the strategy the enrollment consultant has suggested to help us going forward. J. Colleran: JCU needs to develop a strong academic master plan that indicates what programs we will push to the front of the line, emphasize these programs, buy the appropriate lists to cultivate students and then integrate the marketing strategy with these programs. We were late to the dance---engaged him in late August. Usually these campaigns start six months prior to our start time. Faculty also want to own their programs. While faculty feel over worked, we do need to engage them in this process too. MJ Hogan remarked the career center is an important component of this work too. M. Farrar suggested that this is a place where some of the work may be shifted from faculty to support services. M. Sheeran concluded this portion of the meeting and moved to executive session. Executive session at 4:36. Respectfully submitted by Nicholas R. Santilli, Ph.D.

64

Summer 2017 Criterion Chairs Orientation: Completed in July, 2017 September 2017 Criterion Teams Orientation

Criterion Teams Federal Compliance

Steering Committee

Deans & Senior Leadership

Community Meetings narratives evidence

Fall 2017 Outline Collection Begun Data Collection Oversight Kickoff + Call for Information

Spring 2018 Substantial Draft Complete List Draft Oversight Criterion Updates

Summer 2018 Thorough Review Thorough Review

Fall 2018 Complete Narrative Collection Completed Final Version Balancing Evidence Accuracy Checks Visit Preparation

note: The Board of Directors will review this work periodically, and certainly the September 2018 meeting will be an important interim deadline. tbd: Deadline for moving drafts into the Assurance System November 30, 2018 – All narratives are completed, and all evidence is gathered. December 3-14, 2018 – Document will be edited for consistency and a single voice; final sign-off from senior leadership January 12, 2019 – HLC Deadline for locking the Assurance Argument in their system February 11-12, 2019 – Comprehensive Evaluation Visit

65

John Carroll University Academic Affairs

Proposed Committee Charge (as of September 8, 2017)

ACADEMIC AFFAIRS COMMITTEE CHARGE The Academic Affairs Committee is responsible for providing oversight of policies and strategies that:

Ensure the overall academic program of the University is consistent with the institution’s mission, strategic plan, priorities, and strategies, and that the specific academic programs are appropriate for its students;

The University recruits, admits, and retains students appropriate to its academic programs;

The academic budget reflects the institutions academic priorities; Faculty personnel policies and procedures complement academic priorities; and The institution periodically assesses the effectiveness of its academic program.

The Committee shall also:

Consider and make recommendations to the Board concerning substantive policies, procedures, and programs related to the academic objectives and mission of the University;

Recognize and promote the usefulness of integrated strategic planning Work with the President and administration to ensure the development and

implementation of a strategic plan. Ensure the proper Board education and compliance around important University matters

including Accreditation by the Higher Learning Commission and Title IX.

66

FY 14 FY 15 FY 16 FY 17 current difference

NEW FIRST-YEAR STUDENT METRICSApplications 3,721 3,876 4,098 3,857 3,842 -0.4%Acceptances 3,101 3,212 3,358 3,164 3,265 3.2%Acceptance Rate 83.3% 82.9% 81.9% 82.0% 85.0% +3.0 Yield Rate: Percent of Accepted Students that Enrolled 25.5% 24.8% 22.7% 22.6% 23.1% +0.5 Total New Freshmen Class Size (Fall) 792 798 761 715 754 5.5%Average HS GPA 3.49 3.54 3.51 3.53 3.55 +0.02 Average ACT Composite 24.5 24.5 24.8 24.9 25.0 +0.1 Average SAT (Critical Reading | Math) 545 | 551 547 | 556 540 | 548 543 | 548 549 | 557 +6 | +9

SPECIAL STUDENT POPULATIONSMale:Female Ratio 54:46 52:48 53:47 50:50 50:50 NA

% from Ohio 68.0% 67.1% 62.8% 60.6% 69.1% +8.5 % Diverse Race/Ethnicity 10.6% 12.4% 14.1% 13.2% 14.2% +1.0 % Public High Schools 49.0% 51.8% 53.6% 52.1% 53.0% +0.9 % Catholic 72.0% 69.0% 67.0% 61.0% 61.0% 0 % JCU Legacy in Family 32.1% 25.5% 29.6% 31.2% 31.0% -0.2 % Commuters 9.3% 14.6% 12.1% 9.1% 13.0% +3.9 % Pell Grant Recipients 26.3% 26.9% 19.0% 17.2% 20.0% +2.8 % Parent income > $200K 20.2% 18.1% 19.6% 18.6% 21.6% +3.0 Total New Transfer Students (Fall) 85 75 94 71 83 16.9%Total Undergraduate Students (Fall) 3,052 3,125 3,137 3,028 3,043 0.5%Total Graduate Students (Fall) 671 575 536 497 464 -6.6%

Boler School of Business (GR) 99 100 98 97 131 35.1%College of Arts & Sciences (GR) 512 408 346 334 287 -14.1%Cross-College Programs (Non-Profit & Comm. Management) 60 67 68 66 46 -30.3%

Total University Student Headcount (Fall) 3,723 3,700 3,673 3,525 3,507 -0.5%

FINANCIAL AID METRICSFirst-Year Student Tuition Discount Rate (Fall Semester) 61.9% 61.2% 60.6% 62.9% 64.4% +1.5 First-Year Student Net Tuition Revenue per Student (Fall Semester) 13,014$ 12,984$ 13,735$ 14,491$ 13,587$ -6.2%Overall UG Unfunded Tuition Discount Rate (End of Year) 51.5% 52.1% 52.4% 53.3% -- NA

STUDENT SUCCESS METRICSRetention Rate Fall to Spring 96.2% 95.6% 94.2% 93.6% -- NA

1 Year Retention (First-Year to Sophomore) 88.1% 85.5% 84.8% 84.4% 86.3% +1.9 2 Year Retention (Remaining Cohort from First-Year to Junior) 82.4% 82.8% 80.6% 77.8% 79.0% +1.2 4 Year Graduation Rate 71.5% 68.7% 67.2% 68.7% -- NA

5 Year Graduation Rate 75.8% 76.3% 74.0% 76.6% -- NA

ACADEMIC METRICSStudent:Faculty Ratio 15:1 14:1 14:1 14:1 14:1 NA

Small Classes (≤ 10 students) 22.9% 21.7% 24.4% 22.8% 28.9% +6.1 Large Classes (≥ 35 students) 1.2% 0.0% 2.2% 3.6% 2.6% -1.0 Advising Load (Advisees per Advisor)

Science, Math, Health 19.8 20.3 22.4 23.8 18 -24.4%Social Sciences 17.9 19.6 18.4 18.2 20 9.9%Humanities 11.1 11.8 11.4 10.9 10.7 -1.8%Business 29.1 31.1 31.5 32.2 23.5 -27.0%

% Courses Taught by Full-Time Faculty100-level courses 44.2% 37.9% 34.0% 34.4% 44.9% +10.5 200-level courses 71.4% 72.6% 64.3% 59.5% 61.7% +2.2 300-level courses 75.0% 73.4% 67.8% 68.6% 72.6% +4.0 400- & 500-level courses 70.0% 62.9% 63.0% 64.2% 74.0% +9.8

FACULTY METRICSTenured 143 142 152 150 150 0.0%Tenure-Track 36 34 29 25 31 24.0%Not Tenure-Track 19 17 12 10 7 -30.0%Total Full-Time Faculty 198 193 193 185 188 1.6%Tenured Faculty as % of Full Time Faculty 72.2% 73.6% 78.8% 81.1% 79.8% -1.3 Full Time Teaching Faculty Rank Distribution

Professor 33.7% 34.2% 37.1% 38.8% 37.0% -1.8 Associate Professor 34.7% 35.9% 37.1% 38.2% 39.2% +1.0 Assistant Professor 31.1% 28.8% 23.1% 21.3% 21.0% -0.3 Instructor 0.5% 1.1% 2.7% 1.7% 2.8% +1.1

ACADEMIC DASHBOARD

Data for Fall 2017 are preliminary (September 11, 2017)67

ADVANCEMENT

COMMITTEE

68

Advancement Committee Proposed year-Long Meeting Agendas for FY2018

Tuesday, September 19, 2017, 3:00 – 5:00 p.m. – Alumni Lounge

1. Opening Prayer 2. Review and Approve Minutes of Meeting held on May 16, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Review Committee Charge 6. Discussion of FY2018 Goals based on FY2017 Results

External Program Review for Alumni Relations Philanthropic Support of Strategic Plan Marketing Plan to Support Enrollment and Brand

7. Executive Session Tuesday, December 5, 2017, 3:00 – 5:00 pm – Alumni Lounge

1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on September 19, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Update on FY2018 Goals

Update on Marketing Plan to Support Enrollment: Web Overhaul and Brand 6. Resolution to Approve Philanthropic Priorities in Support of the Strategic Plan 7. Executive Session

Tuesday, March 13, 2018, 3:00 – 5:00 pm – Alumni Lounge

1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on December 5, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Discussion of FY2018 Goals

Update on Alumni Relations Program Review 6. Executive Session

Tuesday, May 15, 2018, 3:00 – 5:00 pm – Alumni Lounge

1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on March 14, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. FY2018 Year-End Results and Setting FY2019 Goals 6. Executive Session

Board of Di rectors

69

Advancement Committee Meeting

September 19, 2017 3:00 – 5:00 p.m.

Alumni Lounge, Rodman Hall

Agenda

1. Welcome, Introductions and Opening Prayer B. Donnelly 2. Approval of Minutes from May 16, 2017 meeting B. Donnelly 3. Committee Chair Comments B. Donnelly

4. Resource Person Comments: Faculty, Staff, Student

5. Review Committee Charge B. Donnelly

6. Discussion of FY2018 Goals based on FY2017 Results D. Riley

Presidential Search Process Support Strategic University Regions Alumni Relations External Program Review D. Vitatoe Philanthropic Support Strategic Plan R. Day Marketing Plan to Support Enrollment and Brand N. Mazanowski

o New Boler Website – boler.jcu.edu o Web Overhaul – RFP o Digital Advertising Strategy - RFP

7. Executive Session (fiduciaries only) B. Donnelly

Future Meetings

December 5, 2017

March 13, 2018 May 15, 2018

September 25 or 18, 2018

Board of Di rectors

70

Advancement Committee Meeting at Quail Hollow

Minutes from May 16, 2017 Voting Members Present: B. Donnelly (chair), B. Brown, D. Frate, B. Heltzel, B. Kahl,

J. Myers, K. Reynolds, G. Skoda, and S. Todd Voting Members Excused: R. Kramer, Abp. P. Pinder Also Present: D. Riley, R. Day, and N. Mazanowski B. Donnelly called the meeting to order at 8:15 a.m. and met for 45 minutes before the Board Retreat began. B. Donnelly began the meeting by asking D. Riley to introduce the new AVP of Marketing, Natalie Mazanowski and the new AVP of Development, Richard Day who both began their tenure at John Carroll University the same day – on April 24, 2017. The minutes from the December 6, 2016 meeting were reviewed and approved without any changes. B. Donnelly asked for initial assessment of the marketing and development operations and team by the two new AVP hires. There was a lengthy discussion about marketing messaging and brand and the need to more directly support enrollment. Given the recent announcement about the retirement of Fr. Niehoff as JCU’s president the committee discussed how important the Jesuits and the Jesuit mission are to the brand and to engaging donors for major gifts. B. Heltzel expressed concern about future major gifts if the University is not led by a Jesuit or Catholic leader or if we are not able to maintain a strong Jesuit mission and identity. Having just finished a successful campaign, the Forever Carroll Campaign, at $104 million, R. Day discussed how his team was focused on how best to engage donors to support the University’s Strategic Plan: Promise and Prominence now in its second year. He is also assessing basic development operations, is focused on improving the planned giving and corporate giving programs, and assessing the individual performance of major gift officers. The Committee adjourned into Executive Session at 9:00 a.m.

Board of Di rectors

71

John Carroll University Advancement Committee


ADVANCEMENT COMMITTEE CHARGE The Advancement Committee is responsible for providing oversight of policies and strategies to strengthen the University’s relationships, reputation and resources through alumni relations, development, integrated marketing and communications, advancement services, and government and community relations and in support of the strategic plan. The Committee shall also:

Ensure that there is broad awareness of the importance of philanthropic giving within the Board and with alumni, donors, friends, and the campus community;

Assess the progress toward annual and comprehensive fundraising goals; Actively participate in the fundraising process (identification, cultivation,

solicitation, and stewardship) to ensure the financial health of the University; and sets goals for board members’ giving;

Ensure policies concerning the receipt, use, and stewardship of gifts, including outright and deferred gifts of cash, securities, estate and planned gifts, real estate, donor recognition, and naming opportunities are current with Federal and State law and best practice in the higher education philanthropy;

Support alumni engagement and outreach activities and participates in events when possible including Reunion weekend, homecoming, and alumni and student recruitment receptions;

Ensure adequate policy and implementation of integrated marketing and communications to drive enrollment and overall brand awareness through the web and social media, publications, media relations, and external and internal communications;

Use strategic connections with national, state and local elected officials and policy makers to advance the mission of the University;

Examine trends and analyzes implications for the future. Ensure the proper Board education and compliance around important University

matters including Accreditation by the Higher Learning Commission and Title IX.

72

Advancement Committee Dashboard

Current FY Fundraising as of 8/29 most recent FY first

$5,645.6K

Goal = $15,000K

New Commitments

$2,271K

Goal = $10,630K

Cash in the Door

$131.7K

Goal = $1,800K

Carroll Fund

3.0%

Goal = 13.0%

Alumni Donor %

120

Goal = 400

# in 1886 Society

73

Goal = 1,500

# Parent Donors

YTD % Diff20182017201620152014

41.8%-23.4%66.8%100.9%

$1,550.3K$2,198.5K$1,684.7K$2,810.7K$5,645.6K

Gift Commitments

End FY

$19,588.8K$15,438.6K$17,606.8K$16,132.4K

AMT % Differ..

-33.7%-16.8%0.4%47.8%

$160.8K$106.7K$88.8K$89.1K$131.7K

Carroll Fund

End of FY

$1,915.5K$1,820.7K$1,715.5K$1,665.0K

Cash

$2,660,894$2,730,382$3,221,129$5,148,626$227,607

Carroll Fund +Annual Giving(Prior Yrs are full year)AMT% Differ..

36.9%-20.7%75.2%-4.4%

$1,250K$1,711K$1,357K$2,377K$2,271K

All Cash in

End of FY

$7,838.2K$9,871.3K$10,381.1K$12,128.8K

the Door

BolerArts &

SciencesBlue Gold

Club Scholarships FCC FundPresident'sDiscretionary

Athl - NonBlue-Gold

Admin Div'nOperating

2018

2017

2016

2015

2014 $10,660

$8,792

$36,035

$4,345

$7,391

$50

$55,031

$10,210

$28,270

$47,051

$250

$25,000

$25,050

$25,000

$168,000

$26,500

$1,500

$11,500

$5,000

$513,301

$1,136,116

$849,695

$1,256,306

$426,686

$1,000

$11,423

$27,495

$7,393

$10,383

$175,804

$129,251

$29,235

$231,528

$33,224

$139,456

$1,165

$22,350

$398,745

$1,378,464

Gifts Restricted to Units (not all part of Annual Fund)

GIFT PLEDGE

$9.13M

$3.57M

$3.78M

$1.94M

$0.02M

$0.24M

$0.49M

$1.39M

$0.33M

$0.08M

Planned Gifts

Alumni Giving FY 2018= 3.0%1,184 MF 19,738

23,99845%55% Until 1968 JCU was "all male"

FY#

AlumniAble toSolicit %

201820172016

20152014 13.7%

13.3%13.2%12.3%

37,55137,64538,12639,373

39,907

41,32842,43142,43143,202

43,765

Alumni Donors to all

# Donors% Difference in # ..

17.5%

16.4%

4.3%

113.7%

388

456

531

554

1,184

Designations

29.7%

30.5%

31.4%

30.3%

5.8%

10,842

11,491

11,958

11,928

2,309

AlumniEngagement

$4,193,056

$5,026,177

$5,137,063

$6,821,242

$1,686,311

&Giving

115

146

166

111

25

&Events OH

PAILFLNY

Rest of USInt'l 1,480

8,3351,3491,3831,9422,30325,499

Alumni by State

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014 $901,042

$851,942

$951,485

$822,336

$64,760

CF Gifts PersonallySolicited

FY # Donors% Differ..2018

2017

2016

2015

2014

31.35%

0.98%

4.00%

64.22%

622

817

825

858

1,409

All Donors - All

End FY

8,315

8,781

8,534

8,071

Desgs

30-50's1960's1970's1980's1990's2000's2010's 6,229

9,0209,1366,4616,2644,3192,289

# AlumniDecade

6888290111978234

by:Donors

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014 $24,040

$27,211

$32,705

$30,944

$5,408

Young AlumniClasses ̀07-

464

627

554

630

695

Giving1̀7

73

1,191

1,530

1,687

1,410

ParentDonors

Promise & ProminenceCampaign Attainment

FY 2017 FY 2018 Total Attainment

$11,269K$4,088K$7,181K

AttainedAsked + Draft

Asked + Attained $25,738,562$14,469,501$11,269,061

FY 2018

FY 2017

FY 2016

FY 2015

FY 2014 5,669,333

5,522,783

5,376,824

5,226,642

1,167,805

Web Traffic

2,027

1,785

2,546

3,151

1,336

In the News Facebook Twitter

4,589

6,083

7,002

8,151

8,306

8,996

10,809

12,663

14,794

15,068

851

888

779

623

80

Projects

FY 2018

FY 2017

FY 2016

FY 2015 89

184

161

7

Internal Comm

UH/CLE

Vis

UH/CLE

Peop

OH Vis

OHPeop

DCTrips

DC Vis

FY 2018FY 2017FY 2016FY 2015FY 2014 24

2424134

44431

343518312

11136131

161616242

44424

Gov't Visits

73

FINANCE

COMMITTEE

74

FISCAL 2017-18 FINANCE COMMITTEE MEETING DRAFT AGENDAS

Tuesday, September 19, 2017, 11:00 a.m. to 1 p.m. – Murphy Room, D.J. Lombardo Student Ctr

1. Welcome and Introductions2. Review and Approve Draft Minutes of Meeting held on May 16, 20173. Reports from Committee Resource Persons4. Dashboard Review5. 2016-17 Actual Operating Results/Audited Finance Statements6. Update on Restructuring7. 2017-18 Operating Forecast Update8. Executive Session

Tuesday, December 5, 2017, 11:00 a.m. to 1 p.m. - Murphy Room, D.J. Lombardo Student Ctr

1. Review and Approve Draft Minutes of Meeting held on September 29, 20172. Reports from Committee Resource Persons3. 2017-18 Operating and Capital Spending Forecast Update4. Preliminary 2018-19 Operating Budget and Capital Budget Consideration5. Proposed Resolution to Authorize Appropriation and Spending Rate from the

Endowment6. Proposed Resolution to Recommend 2018-19 Tuition, Room & Board Fee Increases7. External Properties Financial Review – Fiscal 20178. Review Top 20 Vendor Contracts9. Executive Session

Tuesday, March 13, 2018 - 11:00 a.m. to 1 p.m. - Murphy Room, D.J. Lombardo Student Ctr

1. Review and Approve Draft Minutes of Meeting Held on December 5, 20172. Reports from Committee Resource Persons3. 2017-18 Operating and Capital Spending Forecast Update4. 2018-19 Final Operating and Capital Budget5. Proposed Resolution Authorizing Adoption of Operating Budget for 2018-196. Proposed Resolution Authorizing Adoption of Capital Budget for 2018-197. Executive Session

Tuesday, May 15, 2018 - Time and Place to be decided in Conjunction with Board Retreat

1. Review and Approve Draft Minutes of Meeting Held on March 13, 20182. 2017-18 Operating and Capital Spending Forecast Update3. Fall 2018 Enrollment Update4. Executive Session

Board of Di rectors

75

Finance Committee Murphy Room in Lombardo Student Center

Tuesday, September 19, 2017 11 a.m. to 1 p.m.

Agenda

1. Welcome and introductions

2. Review and Approve Draft Minutes of Meeting Held on March 14, 2017 and Special

Finance Meeting held on August 2, 2017

3. Reports from Committee Resource Persons

4. Dashboard

5. Review of 2017 financial results and Audited Financial statements

6. Update on restructuring initiative

7. Review 2018 financial forecast

8. Executive session

Call-in Information: Dial 877-890-9502 When prompted, enter the pass code 529712, followed by the # sign. When prompted to record your name, do so and then press #.

Future Meetings:

2017 • December 5, 2017

2018 • March 13, 2018• May 15-16, 2018 (Board Retreat)• September 11, 2018• December 4, 2018

2019 • March 12, 2019• May 14 – 15, 2019 (Board Retreat)

Board of Di rectors

76

Finance Committee Quail Hollow Resort – Bobwhite Room A

Tuesday, May 16, 2017 8 a.m. to 9:30 a.m.

Voting Members: A. Bagdasarian, N. Benacci, J. Buckley, J. Coyne, T. Fergus, R. Maroun, M. Merriman, D. Sansone, G. Skoda, R. Smiley (Phone), S. Todd (Chair)

Also Present: D. Hareza (Liaison)

Excused Members: J. Crockett, J. Lambesis, T. Marchlen

Recording Minutes: P. Chiller

Stephen Todd, Finance Committee Chair, called the meeting to order at 8:06 a.m.

Approval for Prior Meeting Minutes The Finance Committee motioned to approve minutes for March 14, 2017Finance Committee Meeting.

1. Dashboard ReviewThe 12 Months Dashboard Review was readdressed, since the March 14 Finance CommitteeMeeting. S. Todd reminded committee members that the Non-Operating Income (Loss) is primarilydue to declines in the endowment.

2. Financial ReviewD. Hareza expressed his gratitude for the Senior Leadership Team’s significant progress over twomonths’ time to develop a plan to restructure the organization for sustainability. D. Hareza isconfident the plan will work once executed.

2017 Forecast: All the data that affected the 2017 forecast for a projected $800K loss wasincluded for the 2018 budget. Since March, there is more opportunity than risk in the forecast. TheUniversity will sell non-strategic properties, such as, Thornacres and Carrollodge.

2018 Enrollment Update: The average 10-year freshman enrollment is 740. Fall 2017 enrollmentlooks positive with 759 tuition deposits as of May 9, 2017. In State enrollment has risen and theOut-of-State enrollment is trending down. There is concern about the decline in out-of-stateenrollment, but there has been a concerted effort to target 85 key high schools with the targetmajority in Ohio. Another positive factor was the announcement of the HLC Approval in March.Additional efforts have focused on expanding Signature Programs: Honors, Arupe and Leadershipprograms to drive the quality of John Carroll University students.

Challenges include the university discount rate, which continues to increase. Several mentionedthe recent article in the Wall Street Journal about the national average discount rate of 49%. John

77

Carroll University is higher than the national average. The expected increase in the discount rate for 2017 is 0.3 points.

2018-2020 Budget: The 2018 budget uses a bottom up approach. The revised base case projections on page 9 of the financial overview packet summarizes both the projections in revenue and expenses. The budget includes the vacancy rate with no increases for staff and an allowance of $500K for strategic investments.

Of the 101 John Carroll University staff eligible for voluntary retirement, 60 accepted. Most of the voluntary staff retirees will end their employment by June 30, 2017; few will stay for different terms. Voluntary retirees can reconsider their request through July 7, 2017. Seventy-two faculty were eligible for the voluntary retirement and 17 have elected to retire. Most faculty retirees will teach through the next school year.

Several members suggested a sensitivity table to help detail and simplify retention, transfers and students on campus with numbers and dollars (possibly by class), so committee members and employees can clearly understand the impact of every student.

3. Resolution Authorizing Financial Restructuring and Cost SavingsThe Finance Committee motioned to approve the Resolution Authorizing Financial Restructuringand Cost Savings. This resolution passed unanimously for approval.

4. Resolution to Adopt 2017-2018 BudgetThe committee motioned to adopt the 2017-2018 budget. The Finance Committee unanimouslyapproved to adopt the 2017-2018 budget.

At 9:29 a.m., S. Todd adjourned the meeting.

PENDING APPROVAL

78

Finance Committee Special Conference Call

Wednesday, August 2, 2017 11 a.m. to 12:09 p.m.

Voting Members: A. Bagdasarian, J. Coyne, T. Fergus, J. Broeren Lambesis, T. Marchlen, R. Maroun, M. Merriman, G. Skoda, S. Todd (Chair)

Also Present: D. Hareza (Liaison), J. Colleran

Excused Members: D. Sansone

Recording Minutes: P. Chiller

Stephen Todd, Finance Committee Chair, called the meeting to order at 11:02 a.m.

1. 2017 Financial Results Summary and Restructure UpdateD. Hareza reviewed the 2016-2017 year-end financial results. The 2016-2017 financial year endedwith a $600K deficit, $200K better than the March and May Finance Meeting forecasts. Revenuesdeclined for the past 4 years. The cost favorability to forecast was due to lower faculty salaries andimproving benefits trend.

Committee members raised concern about the community and alumni perception of John CarrollUniversity’s financial troubles. J. Colleran recognizes that the public may not be familiar with highereducation industry trends. Every University is telling the same story, but the actions implementedat John Carroll University are allowing our university the freedom to grow. John Carroll Universityhas started a messaging plan and has met or exceeded goals in enrollment.

Involuntary and Voluntary Early Retirements are complete. Only two employees rescinded theirelection to retire and two litigation threats settled for less than $10K. The final restructuring chargeis $300K less than estimates. The current 2018 savings estimate is $2.3M and increase to $4.0Min 2019. As part of the restructure, John Carroll University recently completed negotiations tooutsource grounds maintenance to Turfscape to lower costs by $20,000, while significantlyimproving the quality of the grounds.

2. Resolution for Debt Refinancing for Two PNC NotesD. Hareza reviewed the opportunity to blend and extend both PNC swap rate notes. Starting withthe resolution for refinancing of John Carroll University’s apartment buildings (Manresa, Inigo andCura Personalis, LLC). The current 7 year fixed rate is 5.19%, maturing 6/1/2018. The blend andextend swap rate is currently 3.96% with a new 7 year term and a balloon payment of $1.3M on9/1/2024.

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In addition, D. Hareza reviewed the resolution for refinancing of John Carroll University’s shopping center (1886, LLC). The current 7 year fixed swap rate is 3.55%, maturing 12/19/18. The blend and extend rate is 3.65% with a new 7 year term and a balloon payment of $1.4M on 9/1/2024.

Refinancing both the apartment buildings and shopping center will save on legal fees. The fees for early refinancing are blended; hence, the slightly higher rate for 1886 LLC. A committee member motioned to approve both resolutions. The motion for approval was seconded and unanimous.

3. Resolution for Refinancing of 2001 Series A BondD. Hareza asked to table this resolution until September’s Finance Committee Meeting.

4. Resolution for the Extension of the Aramark Contract for Five YearsD. Hareza negotiated a 4-year extension to the existing 3-year contract, which ends in 2018. Thisproposal will give JCU a $500,000 unrestricted gift amortized over 5 years, hold increases to 0%(2018), 1% (2019), 2% (2020) and food CPI in years 4 and 5.Additionally, JCU receives 5% of all catering revenue.

The committee raised concerns about a five-year contract. The committee asked D. Hareza torenegotiate a similar 3-year contract (2-year extension), while forging collaboration and thepossibility of a shared foodservice model with other Jesuit Universities. D. Hareza will addressconcerns with Aramark immediately following this meeting. A revised resolution for the Extensionof the Aramark Contract will be prepared prior to the August Executive Committee Meeting.

5. Resolution to Adopt the Capital Budget for 2017-2018D. Hareza reviewed Facilities and Information Technology capital spending trends. The SeniorLeadership Team has been very active in prioritizing projects for 2017-2018. There was a motionfrom the committee to approve the Capital Budget for 2017-2018. The approval was seconded andunanimous.

6. Resolution for the Disposal of Real PropertyD. Hareza reviewed the non-strategic house and retreat facilities sales from 2017: Thornacres$390K, 2365 Warrensville Center Road $150K and Carrollodge $290K. The goal is to generate$500K cash flow annually over the next 3 years to invest in John Carroll University’s facilities. Theplan for 2018 is to sell 3-4 non-strategic residential houses. Three addresses were identified in thisresolution. A committee member motioned in favor to authorize the disposal of real property. Themotion to authorize was seconded and unanimous.

At 12:09 p.m., S. Todd adjourned the meeting.

PENDING APPROVAL

80

John Carroll University

Finance Committee Proposed Finance Committee Charge

(as of September 8, 2017) FINANCE COMMITTEE CHARGE: The Finance Committee is responsible for providing oversight of policies and strategies that ensure the fiscal stability and long-term economic health of the University and shall review, advise, and make recommendations to the Board on all matters relating to the financial status of the University, including the following: The University’s annual operating budget, including any changes in tuition, room and

board rates; The institutional debt policy and the extent and methods of any external borrowing

plans for both operating and capital needs; All debt refinancing activity; All contracts with a cost or value equal to or exceeding $5,000,000; Any plans for the dissolution, merger, sale, pledge, or transfer of all, or substantially

all, of the University’s assets, excluding external properties; Any plans to make payments in lieu of taxes; The potential settlement of litigation and other claims in excess of $1.0 million. Quarterly review the status of the University’s annual operating and capital budgets,

including plans with regards to the funding of any deficits; Annually review the largest 20 vendor relationships overall; Annually review the progress of all capital projects on an appropriate interim basis. The Committee make recommendations to the Board of Directors concerning: The adequacy of bonding and insurance coverage for University activities, projects,

properties, and personnel; The acceptance, use, and allocation of gifts and endowments in consultation with the

Advancement Committee; Multi-year fiscal planning and benchmarking outcomes; Ensure the proper Board education and compliance around important University

matters including Accreditation by the Higher Learning Commission and Title IX.

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2014 2015 2016 2017

2018

BUDGET FY 14 FY 15 FY 16 FY 17 FY 18F

STATEMENTS OF ACTIVITIES

Gross Tuition Revenue 109,568$ 114,429$ 115,612$ 118,413$ 121,503$ 8.2% 4.4% 1.0% 2.4% 2.6%

Scholarships & Grants 56,477 59,619 60,560 63,086 65,053 12.8% 5.6% 1.6% 4.2% 3.1%

Net Tuition Revenue 53,091 54,810 55,052 55,327 56,450 3.6% 3.2% 0.4% 0.5% 2.0%

Net Room & Board 12,726 14,546 14,540 14,441 14,855 -3.8% 14.3% 0.0% -0.7% 2.9%

Net Student Fees 65,817 69,356 69,592 69,768 71,305 2.1% 5.4% 0.3% 0.3% 2.2%

Unrestricted Gifts - Carroll Fund 1,982 1,823 2,021 1,765 1,800 10.0% -8.0% 10.9% -12.7% 2.0%

Auxiliary & Investment Income 4,327 4,886 4,850 5,267 4,815 10.8% 12.9% -0.7% 8.6% -8.6%

Board Authorized Additional Endowment Draws 3,000 2,500 2,000 1,500 1,000 0.0% -16.7% -20.0% -25.0% -33.3%

Total Revenue, Gains & Other Support 75,126 78,565 78,463 78,300 78,920 2.7% 4.6% -0.1% -0.2% 0.8%

Salaries and Benefits 50,585 52,820 53,154 53,175 51,905 2.6% 4.4% 0.6% 0.0% -2.4%

Aggregate Divisional Expenses 15,712 16,440 14,743 15,525 16,468 7.3% 4.6% -10.3% 5.3% 6.1%

Planned Improvements 1,279 963 969 1,103 1,100 17.9% -24.7% 0.6% 13.8% -0.3%

Utilities & Insurance 2,741 3,161 2,835 2,871 3,034 0.0% 15.3% -10.3% 1.3% 5.7%

Debt Service - Principal & Interest 5,605 6,277 4,475 4,739 5,413 0.0% 12.0% -28.7% 5.9% 14.2%

Total Expenses Before Reserve for Capital Spending 75,922 79,661 76,176 77,413 77,920 3.4% 4.9% -4.4% 1.6% 0.7%

Operating Fund Income (Loss) Before Reserve for Capital Spending (796) (1,096) 2,287 887 1,000 (558) (300) 3,383 (1,400) 113

Reserve for Capital Spending 0 0 2,000 1,500 1,500 2,000 (500) 0Operating Fund Income (Loss) (796) (1,096) 287 (613) (500) (558) (300) 1,383 (900) 113

FINANCIAL AID DISCOUNT STATISTICS

Unfunded Tuition Discount (%) 51.5% 52.1% 52.4% 53.3% 2.12 0.56 0.28 0.89

Freshman Discount Rate (%) 61.9% 61.2% 60.6% 62.9% 64.4% 1.60 (0.70) (0.60) 2.30 1.50

STUDENT ENROLLMENT STATISTICS

Applications 3,721 3,876 4,098 3,857 3,842 6.6% 4.2% 5.7% -5.9% -0.4%

Accepted 3,101 3,212 3,358 3,164 3,265 9.0% 3.6% 4.5% -5.8% 3.2%

Percent of Applicants Accepted 83.3% 82.9% 81.9% 82.0% 85.0% 1.87 (0.47) (0.93) 0.09 2.95

Percent of Applicants Accepted that Enrolled 25.5% 24.8% 22.7% 22.6% 23.1% 1.60 (0.70) (2.18) (0.06) 0.50

College Entrance Test Scores of Freshmen:

Composite ACT Average 24.5 24.5 24.8 24.9 25.0 0.2 0.0 0.3 0.1 0.1

Average SAT Scores for Critical Reading/Math 545/551 547/556 540/548 543/548 549/557

Total New Freshmen Class Size (Fall) 792 798 761 715 754 16.3% 0.8% -4.6% -6.0% 5.5%

Total New Transfer Students (Fall) 85 75 94 71 83 -12.4% -11.8% 25.3% -24.5% 16.9%

Total Undergraduate Students (Fall) 3,052 3,125 3,137 3,028 3,043 3.5% 2.4% 0.4% -3.5% 0.5%

Total Graduate Students (Fall) 671 575 536 497 464 5.8% -14.3% -6.8% -7.3% -6.6%

Total University Headcount (Fall) 3,723 3,700 3,673 3,525 3,507 3.9% -0.6% -0.7% -4.0% -0.5%

STUDENT RETENTION STATISTICS

Retention Rate Fall to Spring - FR 96.2% 95.6% 94.2% 93.6% 0.30 (0.60) (1.38) (0.62)

Retention Rate Spring Fr to Fall SO 91.9% 88.7% 88.6% 89.4% 92.2% 1.52 (3.17) (0.12) 0.80 2.83

Retention Rate Fall to Spring - SO 97.0% 97.6% 96.4% 98.0% (0.06) 0.63 (1.18) 1.55

Retention Rate Spring SO to Fall JR 97.5% 96.7% 95.2% 94.8% 95.7% 1.09 (0.72) (1.58) (0.37) 0.92

Retention Rate Fall to Spring - JR 95.8% 94.0% 95.9% 94.7% 1.08 (1.79) 1.90 (1.16)

Retention Rate Spring JR to Fall SR 99.3% 99.8% 100.9% 100.0% 102.2% (1.74) 0.56 1.12 (0.95) 2.22

Retention Rate Fall to Spring - SR 99.3% 97.6% 94.2% 97.0% 3.27 (1.66) (3.41) 2.81

1 Year Retention 88.1% 85.5% 84.8% 84.4% 86.3% 1.00 (2.60) (0.70) (0.40) 1.89

2 Year Retention 82.4% 82.8% 80.6% 77.8% 79.0% (0.50) 0.40 (2.20) (2.80) 1.18

4 Year Graduation Rate 71.5% 68.7% 67.2% 68.7% 5.80 (2.80) (1.50) 1.50

5 Year Graduation Rate 75.8% 76.3% 74.0% 76.6% 4.40 0.50 (2.30) 2.60

EMPLOYEE HEADCOUNT (September 1 of each year)

Faculty, Full Time 198 193 193 185 188 -2.0% -2.5% 0.0% -4.1% 1.6%

Faculty, Part Time 210 225 224 229 226 18.0% 7.1% -0.4% 2.2% -1.3%

Graduate Assistants 83 80 81 77 73 6.4% -3.6% 1.3% -4.9% -5.2%

Staff, Full Time 361 373 365 362 320 0.8% 3.3% -2.1% -0.8% -11.6%

Staff, Part Time 53 52 48 45 55 -10.2% -1.9% -7.7% -6.3% 22.2%

Total Employees (Including Grant Funded Positions) 905 923 911 898 862 3.4% 2.0% -1.3% -1.4% -4.0%

FACULTY HEADCOUNT STATISTICS (September 1 of each year)

Tenured 143 142 152 150 150 -4.0% -0.7% 7.0% -1.3% 0.0%

Tenure Track 36 34 29 25 31 5.9% -5.6% -14.7% -13.8% 24.0%

Non Tenure Track 19 17 12 10 7 0.0% -10.5% -29.4% -16.7% -30.0%

Tenured Faculty as a % of Full Time Faculty 72.2% 73.6% 78.8% 81.1% 79.8% (1.54) 1.35 5.18 2.32 (1.29)

Full Time Teaching Faculty Rank Distribution:

Professor 33.7% 34.2% 37.1% 38.8% 37.0% (0.68) 0.56 2.86 1.67 (1.75)

Associate Professor 34.7% 35.9% 37.1% 38.2% 39.2% (1.18) 1.15 1.23 1.11 1.02

Assistant Professor 31.1% 28.8% 23.1% 21.3% 21.0% 3.91 (2.28) (5.69) (1.77) (0.35)

Instructor 0.5% 1.1% 2.7% 1.7% 2.8% (2.05) 0.57 1.60 (1.00) 1.08

Student/Faculty Ratio 15:1 14:1 14:1 14:1 14:1

9/11/2017

FINANCE COMMITTEE DASHBOARD

12 Months ending May 31,

OPERATING FUND PERFORMANCE

Better (+) or Worse (-) Than Prior Year

Increase/ (Decrease) vs. PY

82

2015 2016 20172018 BUDGETFY 15 FY 16 FY 17

STATEMENTS OF ACTIVITIES

Gross Tuition Revenue 114,429$ 115,612$ 118,413$ 4.4% 1.0% 2.4%

Scholarships & Grants 66,211 67,547 70,309 4.8% 2.0% 4.1%

Net Tuition Revenue 48,218 48,065 48,104 3.9% -0.3% 0.1%

Total Revenue, Gains & Other Support 96,073 98,822 97,970 5.0% 2.9% -0.9%

Salaries and Benefits 56,463 56,598 56,397 4.1% 0.2% -0.4%

General Expenses 29,738 28,969 29,667 3.0% -2.6% 2.4%

Depreciation 8,199 9,472 9,508 7.4% 15.5% 0.4%

Total Expenses 94,400 95,039 95,572 4.0% 0.7% 0.6%

Operating Income 1,673 3,783 2,398 132.7% 126.1% -36.6%Non-Operating Income (Loss) 2,016 (23,112) 13,697 -85.6% -1246.4% 159.3%

Change in Net Assets 3,689 (19,329) 16,095 -75.0% -624.0% 183.3%

STATEMENS OF FINANCIAL POSITION

Total Assets 443,051$ 421,547$ 438,700$ 3.2% -4.9% 4.1%

Cash and Investments 229,201 209,918 231,289 5.5% -8.4% 10.2%

Debt 76,966 73,936 71,035 9.9% -3.9% -3.9%

Unrestricted Net Assets 196,572 183,852 183,317 -0.6% -6.5% -0.3%

Net Assets 339,035 319,706 335,801 1.1% -5.7% 5.0%

DEBT RATIOS (%)Expendable Resources to Debt 1.63 1.35 1.59 (0.08) (0.28) 0.24

Debt Service to Operations 5.5% 5.8% 5.6% (1.30) 0.30 (0.20)

Debt Service Coverage (covenant target > 1.0) 1.79 1.69 1.49 0.50 (0.10) (0.20)

Liquidity Ratio (covenant target > 1.0) 1.85 1.59 1.89 (0.05) (0.26) 0.30

ENDOWMENT ($000)Beginning of Year Market Value $198,277 $205,197 187,663$ 9.5% 3.5% -8.5%

Contributions 4,173 4,803 4,158 32.5% 15.1% -13.4%

Investment Income (Dividends & Interest) 4,007 3,112 2,906 -18.2% -22.3% -6.6%

Net Distributions (10,315) (10,785) (11,140) 4.7% 4.6% 3.3%

Net Appreciation (Realized & Unrealized) 9,055 (14,664) 25,686 -52.5% -261.9% 275.2%

Ending Market Value $205,197 $187,663 $209,273 3.5% -8.5% 11.5%

Effective Spending Rate 5.11% 5.49% 5.61% (0.08) 0.38 0.12

Investment Return 6.6% -5.6% 15.2% (6.60) (12.20) 20.80

FUNDRAISING FOR FISCAL YEAR:Cash Gifts ($000) 8,230$ 10,381$ 12,069$ 5.0% 26.1% 16.3%

Number of Donors 8,781 8,594 8,071 5.6% -2.1% -6.1%

Alumni Participation Rate (%) 13.3% 13.2% 12.3% (0.40) (0.10) (0.90)

Average Gift 937$ 1,208$ 1,495$ -0.6% 28.9% 23.8%

9/11/2017

FINANCE COMMITTEE DASHBOARD

12 Months Ending May 31, Better (+) or Worse (-) Than Prior Year

CONSOLIDATED FINANCIAL INFORMATION

83

INVESTMENT

COMMITTEE

84

FISCAL 2017-18 INVESTMENT COMMITTEE MEETING DRAFT AGENDAS

Tuesday, September 19, 2017, 1 p.m. to 3 p.m. – Murphy Room, D.J. Lombardo Student Ctr

1. Welcome and Introductions2. Review and Approve Draft Minutes of Meeting held on March 14, 20173. Reports from Committee Resource Persons4. Issues to Review and Other New Business5. Performance Report and Market Overview (Monticello Associates)6. Investment Manager/Asset Allocation Actions7. Executive Session

Tuesday, December 5, 2017, 1 p.m. to 3 p.m. – Murphy Room, D.J. Lombardo Student Ctr

1. Review and Approve Draft Minutes of Meeting held on September 19, 20172. Reports from Committee Resource Persons3. Review Minutes of Retirement Committee4. Issues to Review and Other New Business5. Performance Report and Market Overview (Monticello Associates)6. Investment Manager/Asset Allocation Actions7. Annual Investment Policy Review8. Executive Session

Tuesday, March 13, 2018, 1 p.m. to 3 p.m. – Murphy Room, D.J. Lombardo Student Ctr

1. Review and Approve Draft Minutes of Meeting held on December 5, 20172. Reports from Committee Resource Persons3. Issues to Review and Other New Business4. Performance Report and Market Overview (Monticello Associates)5. Investment Manager/Asset Allocation Issues6. Socially Responsible Investing Update7. Executive Session

Tuesday, May 15, 2018, Time to be Decided Prior to Start of Board Retreat – Board Retreat Location or President’s Conference Room

1. Review and Approve Draft Minutes of Meeting held on March 13, 2018.2. Reports from Committee Resource Persons3. Review Minutes of Retirement Committee4. Issues to Review and Other New Business5. Performance Report and Market Overview (Monticello Associates)6. Investment Manager/Asset Allocation Issues7. Executive Session

Board of Di rectors

85

Investment Committee

Murphy Room in the Lombardo Student Center Tuesday, September 19, 2017

1 to 3 p.m.

Agenda

1. Welcome and introductions

2. Review and Approve Draft Minutes of Meeting held on March 14, 2017


4. Dashboard review

5. Issues to review and other new business

6. Performance Report and Market Overview (Monticello Associates)

7. Investment Manager/Asset allocation issues

8. Executive Session

Call-in Information: • Dial 877-890-9502 • When prompted, enter the pass code 529712, followed by the # sign. • When prompted to record your name, do so and then press #.

Future Meetings: 2017

• December 5, 2017 2018

• March 13, 2018 • May 15-16, 2018 (Board Retreat) • September 11, 2018 • December 4, 2018

2019 • March 12, 2019 • May 14-15, 2019 (Board Retreat)

Board of Di rectors

86

Investment Committee March 14, 2017

Murphy Room – D.J. Lombardo Student Center 1:00 p.m.

Voting Members: A. Bagdasarian (Phone), N. Benacci (Phone), J. Lambesis (Phone), R. Smiley (Phone), T. Sullivan (Chair) (Phone)

Also Present: L. Cima (Faculty Resource), J. Clifford, M. Hanicak (Staff Resource), D. Hareza (Liaison), B. Harrison (Monticello Associates) (Phone), F. Navratil (Faculty Resource), P. Sullivan (Monticello Associates) (Phone)

Excused: A. DeGulis (Special Director), R. Gries (Special Director), J. Winchester Recording Minutes: P. Chiller

Terence Sullivan, Chair called the meeting to order at 1:18 p.m.

1. Minutes of the Prior MeetingA request to review December 6, 2016 Investment Committee Meeting Minutes for approval. There wasa motion to approve and the motion was second without comment.

2. Report from Committee Resource PersonsIn light of the recent events at John Carroll University, Staff Council recognizes the need for advocacyand communication. Staff Council has been in place for 2 years at John Carroll University.

3. Flash Report ReviewMonticello Associates provided a flash report ending February 28, 2017. Markets ended 2016 on apositive note with gains in both stocks and bonds. Total U.S. Equity is up 6.28% for the first quarter withLarge Cap Edgewood outperforming Longleaf Partners Small Cap Funds. International Equities are up5.90%.

4. Performance Report and Market Overview (Monticello Associates)Patrick Sullivan provided an overview of the current portfolio. The John Carroll University Endowmentreturned +4.21% in 2016. P. Sullivan reviewed the annualized performance of RIDA (RenaissanceInstitutional Diversified Alpha) and GQG Partners, LLC, John Carroll University Private EquityInvestments are at 10.60% net of fees through 12/31/2016.

Asset Allocation Action: The committee motioned to accept the recommendation from Monticello toinvest $5.0 million in Renaissance RIDA for April 2017 and invest $5.0 million in GQG EmergingMarkets by July 2017. In addition, the committee accepted the recommendation from Monticello tocommit $3 .0 million to Lexington Middle Market Investors IV for the final close. The motion wasseconded for acceptance. The motion was unanimous.

PENDING APPROVAL

87

John Carroll University Investment


INVESTMENT COMMITTEE CHARGE: The Investment Committee for providing oversight of policies and strategies of investment policies, practices, and reporting in a manner that will best ensure the University’s investments are managed consistently to meet both current operating needs as well of those of future generations of students. The Committee is responsible for recommending approval of the following to the Board of Directors: The appointment and termination of investment managers, advisors, custodians, and other

providers of investment related services; The annual spending rate from the University’s endowment and any supplemental draws

from the endowment in accordance with the Ohio Uniform Prudent Management of Institutional Funds Act;

The Committee shall periodically perform the following: Oversee the University’s investments in accordance with the Statement of Investment Policy; Quarterly monitor all matters related to the investment of the University endowment and

other University investments; Annually review the appropriateness of the Statement of Investment Policy, and make

recommendations for any modifications, particularly in the areas of risk tolerance and asset allocation, to the Board of Directors;

Annually review the performance of each University Endowment fund manager. Make recommendations to the Board concerning any significant or material changes in the

value or status of University investments not encompassed in the above; Oversee the University Retirement Plan Committee via submission by the Human Resource

Committee of periodic updates and/or meeting minutes as requested; Ensure the proper Board education and compliance around important University matters


88

ENDOWMENT 2014 2015 2016 2017 2015 2016 2017

Market Value ($000) $193,038 $189,341 $188,441 -1.9% -0.5%

Actual Investment Return:

1 Year 4.9% -0.6% 4.2% (5.5) 4.8

3 Years 11.7% 7.1% 2.8% (4.6) (4.3)

5 Years 9.4% 6.6% 7.6% (2.8) 1.0

7 Years 5.2% 9.9% 7.1% 4.7 (2.8)

Median Fund Returns:

1 Year 5.4% -1.8% 6.5% (7.2) 8.3

3 Years 11.0% 5.7% 3.0% (5.3) (2.7)

5 Years 9.1% 5.5% 7.3% (3.6) 1.8

7 Years 4.8% 8.9% 6.8% 4.2 (2.1)

Median Fund Rank:

1 Year 61 25 88 36 (63)

3 Years 34 23 60 11 (37)

5 Years 40 20 42 20 (22)

7 Years 32 20 40 12 (20)

ENDOWMENT 2014 2015 2016 2017 FY 15 FY 16 FY 17

Market Value ($000) 198,277$ 205,196$ 187,663$ 209,273$ 3.5% -8.5% 11.5%

Spending Policy Draws ($000) 6,851 7,816 8,785 9,640 14.1% 12.4% 9.7%

Board Approved Additional Draws ($000) 3,000 2,500 2,000 1,500 -16.7% -20.0% -25.0%

Net Distributions ($000) 9,851 10,316 10,785 11,140 4.7% 4.5% 3.3%

Stated Spending Policy Rate 4.25% 4.50% 4.75% 5.00% 0.25 0.25 0.25

Effective Spending Rate 5.19% 5.11% 5.49% 5.61% (0.08) 0.38 0.12

Fiscal Year Investment Return 13.3% 6.7% -5.6% 15.2% (6.5) (12.3) 20.9

Investment Policy Total Return Goal 7.50% 7.75% 7.75% 7.75% 0.25 - -

LIQUIDITY RATIOS (%)< 30 Days 41% 39% 34% 35% (2.0) (5.0) 1.0

Monthly 11% 11% 10% 9% - (1.0) (1.0)

Quarterly 37% 40% 43% 39% 3.0 3.0 (4.0)

Annual 5% 4% 0% 0% (1.0) (4.0) -

> 1-Year 6% 6% 13% 17% - 7.0 4.0

Unfunded Investment Commitments ($000) 4,465$ 4,915$ 4,825$ 5,896$ 10.1% -1.8% 22.2%

ASSET ALLOCATION RATIOS (%)Large Cap Equity 38.3% 39.6% 33.5% 32.8% 1.2 (6.1) (0.7)

Small Cap Equity 6.9% 7.2% 6.6% 6.2% 0.3 (0.6) (0.5)

International Equity 17.7% 18.2% 20.0% 10.4% 0.5 1.7 (9.5)

Marketable Alternatives 19.4% 18.1% 21.0% 36.3% (1.4) 3.0 15.3

Fixed Income 8.9% 8.5% 11.7% 8.6% (0.4) 3.1 (3.1)

Real Assets 1.6% 1.3% 0.0% 1.9% (0.3) (1.3) 1.9

Private Equity 6.3% 6.5% 6.9% 2.8% 0.2 0.4 (4.1)

Cash 0.8% 0.6% 0.3% 1.1% (0.2) (0.3) 0.8

Total 100.0% 100.0% 100.0% 100.0%

OTHER Endowment per FTE Student 54,547$ 56,249$ 54,379$ 59,690$ 3.1% -3.3% 9.8%

Restricted/Total Market Value 62% 62% 63% 64% 0.5 0.9 0.7

Unrestricted/Total Market Value 38% 38% 37% 36% (0.5) (0.9) (0.7)

Total Gifts Added 3,149,741$ 3,938,768$ 4,802,867$ 4,157,750$ 25.1% 21.9% -13.4%

Total Distribution of Income 9,851,548$ 10,315,153$ 10,784,704$ 11,139,705$ 4.7% 4.6% 3.3%

9/8/2017

John Carroll University Dashboard - Investments

Increase/ (Decrease) vs. PY

Better (+) or Worse (-) Than PY

Better (+) or Worse (-) Than PYCalendar Year Ending December 31,

Fiscal Year Ending May 31,

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MISSION

AND

IDENTITY

COMMITTEE

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FY 2017-18 MISSION AND IDENTITY

PROPOSED MEETING AGENDAS Tuesday, December 5, 2017 from 12:30-2:30 p.m.—President’s Conference Room

1. Welcome and Opening Prayer 2. Overview from Interim President, Jeanne Colleran, Ph.D. 3. Mission as a Key Element in the Presidential Search Process 4. University Mission and Identity Office: Updates and Strategic Priorities 5. Ignatian Formation Programs: Board, Faculty and Staff, and Student 6. Reports from Committee Resource People: Jesuit Community, Faculty, Staff and

Student Liaisons 7. Executive Session 8. Adjourn

Tuesday, December 5, 2017 from 12:30-2:30 p.m. —President’s Conference Room

9. Welcome and Opening Prayer 10. Approve Minutes from September 17, 2017 11. University Mission and Identify Report: Accreditation 12. Mission and Academic Programs: Updates from the Deans 13. Reports from Committee Resource People: Jesuit Community, Faculty, Staff and


Tuesday, March 13, 2018 from 12:30-2:30 p.m. —President’s Conference Room

1. Welcome and Opening Prayer 2. Approve Minutes from December 5, 2017 3. University Mission and Identify Report 4. Higher Learning Commission, Criterion One (Mission) Draft: Report and Discussion 5. Reports from Committee Resource People: Jesuit Community, Faculty, Staff and


Tuesday, May 15, 2018 from 12:30 to 2:30 p.m. —President’s Conference Room

1. Welcome and Opening Prayer 2. Approve Minutes from March 13, 2018 3. University Mission and Identify Report 4. Strategic Planning for Mission: Update and Planning for next three years 5. Reports from Committee Resource People: Jesuit Community, Faculty, Staff and


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Mission and Identity Committee Meeting Agenda

Tuesday, September 19, 2017 12:30 p.m. to 2:30 p.m.

President’s Conference Room

1. Welcome, introductions, and opening prayer

2. Approval of Minutes from December 6, 2016

3. Overview from Interim President Jeanne Colleran, Ph.D.

4. Mission as a key element in the Presidential Search

5. University Mission and Identify Office: Updates and Strategic Priorities

6. Ignatian Formation Programs a. Board formation plan – next steps b. Staff and faculty

7. Reports from Committee Resource People: Jesuit Community, Faculty, Staff and

Student Liaisons

8. Executive Session 9. Adjourn

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Mission and Identity Committee Minutes December 6, 2016

President’s Conference Room AD-134

Voting Members: T. Lewis, M. Sheeran, S.J. Also Present: K. Chaplin, Guest (Criminology & Sociology Post-Doctoral Fellowship)

M. Connell, S.J. (Rector of the Jesuit Community) ”Charles” F. Donou-Adonson, Guest (Economics Post-Doctoral Fellowship), B. Hurd (Staff Council Representative), E. Peck (Liaison), T. Mills, Guest (Diversity & Inclusion) A. Shoplik (Student Representative), P. Tian (Faculty Council Representative)

Excused Members: T. Lewandowski (Chair) Recording Minutes: D. McTier

1. Call to Order, Welcome, Reading and Introductions – Ed Peck called the meeting to order at 12:34 P.M. and provided the December 6th reading “Jesus Is Our Fixed Point” from an Ignatian Book of Days.

2. Approval of Minutes – T. Lewis motioned to approve the September 20, 2016 minutes of the M & I Committee. The minutes were unanimously approved.

3. Update and Reports -

a) Peifang Tian J. Dyck and P. Tian attended the Jesuit Physic Retreat November 6-7,

2016, Loyola University Chicago Retreat and Ecology Campus (LUREC). Peifang will help recruit participants outside the midwest for the 2017

workshop and will also be a presenter. Faculty members are very pleased, although it was not unexpected,

that the HLC Visiting Team report indicated John Carroll University

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made progress in addressing all concerns.

b) Anthony Shoplik Several very relevant speakers have been brought to campus this

semester and have been well attended by students. Winter 2016 immersion trips saw120 applicants for the 70 openings. A second Manresa retreat was added during the fall semester. Both

were well attended and highly received by students. Fr. Niehoff’s attendance was particularly appreciated by participants. The student body is unsure of where the conversation with the African

American Alliance (AAA) and the JCU administration is at this point and would like to be updated.

c) Brian Hurd Distributed copies of staff council’s newly created JCU Staff

Newsletter and highlighted the article on mission leave. Reported staff members seem to be encouraged by the improved

availability of communication, via the JCU Staff Newsletter and staff council’s website, which includes various opportunities to provide feedback, make suggestions and submit questions Staff Council had been working with Human Resources department on

the impact FLSA (Fair Labor Standards Act), which is now on hold

d) Rev. Martin Connell, S.J. Karl Kaiser, S.J. the new pastor of Gesu has arrived and has met with

Ed Peck, which is an important step in building good relations. The S.J. community donated their 2016 surplus of approximately

$90,000.00 to underwrite the JCU Working Group: Slavery – Legacy and Reconciliation. Any unused funds by the working group will be applied to minority scholarships and related social justice programming. Jesuit Community members continue to be involved in the work of

campus ministry e.g. masses, retreats, advent reconciliation service, individual spiritual direction, and hearing confessions Fr. Connell, Fr. Niehoff and Provost J. Colleran continuing efforts to

recruit Jesuits seem to be bearing fruit, as we may have a few candidates who may be with us next year. The Shell House Jesuit Community continued its recent tradition of

hosting TGIF’s this semester, one for the ICP community and another for the facilities department.

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4. Diversity and Inclusion and the Strategic Plan

a) E. Peck distributed a summary document illustrating those part of the University’s strategic plan that are related to diversity and inclusion and then spoke specifically about efforts to advance interreligious and intercultural dialogue. Fr. Sheeran noted the ironic lack of a Jewish chair in TRS (Theology and Religious Studies) given the area we are in and underscored the importance of securing funding for such a chair.

b) T. Mills distributed a handout that highlights tactics and metrics to advance inclusive excellence among the faculty. Existing efforts are being coordinated department wide around Objective 3 (report attached)

c) T. Mills identified how issues pertaining to Inclusive Excellence will be addressed, established and impact the JCU community, e.g. search committee training.

d) K. Chapman and “Charles” F. Donou-Adonson spoke as to what drew them to JCU’s post-doctoral Fellowship Programs. Both have had very positive experiences in their respective programs.

e) Fr. Connell read Fr. Niehoff’s charge to the Working Group – Slavery -Legacy and Reconciliation and provided the composition of the group. The group has met twice and is now working on its action plan. The goal is to provide Fr. Niehoff with recommendation as to how the charge can be integrated into JCU’s strategic plan and our mission

5. Adjourn – At 2:25 P.M. E. Peck adjourned the meeting and allowed the Board members to continue in an Executive session.

Action items: T. Lewis recommended a communication to update JCU students, faculty and alumnus on the progress of the Working Group – Slavery-Legacy and Reconciliation. Fr. Sheeran recommends that we always clarify the use of acronyms by following the standard protocol of using the full title the first time, followed by a parenthetical annotation of the acronym. Fr. Sheeran suggests that members are identified by name and representational area on the agenda.

Board members asked to have a conference call with T. Lewandowski in early January, 2017 to discuss committee membership.

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John Carroll University Mission and Identity Committee


MISSION AND IDENTITY COMMITTEE CHARGE In the Jesuit and Catholic tradition, John Carroll University sees its mission as supporting creative scholarship and the formation of young men and women as a means of thinking with and for the Church in the contemporary world. This Mission and Identity Committee is responsible for providing oversight of policies and strategies to maintain the Jesuit and Catholic Mission and identity of the University, provides resources to support and assess this character. The Committee shall also: Support for academic programs and scholarship as an essential element of the mission of

the University. Ensure the orientation, education, and formation of university students with particular

attention to those programs and activities that relate to the Catholic, Jesuit mission and identity of the University and that express the University’s commitment to forming “women and men for others.”

Ensure the recruitment, orientation and ongoing development of faculty, staff and the Board of Directors to assist them in recognizing and carrying out their role in supporting the Jesuit and Catholic mission and identity of the University.

Maintain and enhance supportive relationships with the Society of Jesus, Jesuit associations, the Bishop of Cleveland and relevant programs of service to the Catholic Church, locally and nationally.

Ensure the proper Board education and compliance around important University matters including Accreditation by the Higher Learning Commission, Title IX, and maintaining the Jesuit Catholic mission of the University.

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Mission Committee

Dashboard for 2016-2017

Mission Dashboard: Student Involvement

11/12 12/13 13/14 14/15 15/16 16/17

Student Immersion Experience 132 147 111 118 152 132

Students on CM Retreat 290 540 581 576 721 781

Carroll Faith Communities (CFC) 213 161 196 207 181 206

Liturgical Ministers 138 124 141 128 117 130

Overall Student Engagement in CM 773 972 1029 1029 1210 1249

Service Learning Class Sections 82 78 75 58 70 N/A

Students in Service Learning Classes 929 895 1012 930 1,334 N/A

Total Service Hours 69, 019 113,297 116,148 136,875 135,586 N/A

Estimated Economic Impact of Service $1.5M $2.5M $2.7M $3.2M $3.2 M N/A

Student Leaders: Campus Ministry* 79 83 82 86 90 87

Student Leaders: CSSA 68 83 98 103 105

Overall Student Engagement in Community Service (unduplicated) 1881

1886

2078

1940 N/A

Post-graduate Volunteers 20 11 19 21 18 12

JCU Undergraduate Enrollment 3001 3039 3052 3125 3137 3100

NA=Not available yet. Still being tabulated.

*CM leaders: CFC, Immersion, Manresa, and Student Board

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PROPERTIES,

FACILITIES,

AND TECHNOLOGY

COMMITTEE

98

FISCAL 2017-18 PROPERTIES, FACILITIES, and TECHNOLOGY COMMITTEE MEETING DRAFT AGENDAS

Tuesday, September 19, 2017, 3:00 p.m. to 5:00 p.m. – Murphy Room, D.J. Lombardo Student Center

1. Welcome and Introductions2. Review and Approve Meeting Minutes held on March 14, 20173. Reports from Resource Persons

4. Facilitiesa. Update on major projects completed in 2017 and planned for 2018b. Restructuring impact and Grounds outsourcing

5. Information Technologya. Restructuring impactb. Banner 9 update and critical timelinec. Cyber security initiative

6. External Propertiesa. Dashboard reviewb. 2017 External Properties financial reviewc. Recent transactions and current listingsd. Resolution Authorizing Residential Property Disposalse. Outsourcing External Properties managementf. Resolution to Open New Bank Accounts


Tuesday, December 5, 2017, 3:00 p.m. to 5:00 p.m. – Murphy Room, D.J. Lombardo Student Center

1. Review and Approve Summary of Meeting held on September 19, 20172. Reports from Resource Persons3. Capital Spending Planning Overview

4. Facilitiesa. Capital Projects Status Reportb. 2018-2019 Capital Project Considerationsc. Space Committee Updated. Long Term Deferred Maintenance Plan

5. Information Technologya. Capital Projects Statusb. 2018-2019 Capital Projects Considerations

6. Propertiesa. Status of Asset Salesb. Annual Board of Managers Update


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Tuesday, March 13, 2018, 3:00 p.m. to 5:00 p.m. – Murphy Room, D.J. Lombardo Student Center

1. Review and Approve Minutes of Meeting held on December 5, 20172. Reports from Resource Persons

3. Facilitiesa. Capital Projects Status Reportb. 2018-2019 Project and Capital Budgets

4. Information Technologya. Capital Projects Statusb. 2018-2019 Project and Capital Budget

5. Propertiesa. Update Long Term External Properties Strategy


Tuesday, May 14, 2018 - Time and Place to be decided in Conjunction with Board Retreat 1. Review and Approve Draft Minutes of Meeting Held on March 13, 2018

100

MM

Property, Facilities & Technology Committee Murphy Room in the Lombardo Student Center

September 19, 2017 3 to 5 p.m.

Agenda

1. Welcome and Introductions

2. Review and Approve Draft Minutes of the Meeting Held on March 14, 2017

3. Reports from Resource Persons

4. Facilitiesa. Update on major projects completed in 2017 and planned for 2018b. Restructuring impact and Grounds outsourcing

5. Information Technologya. Restructuring impactb. Banner 9 update and critical timelinec. Cyber security initiative

6. Propertiesa. Dashboard Reviewb. 2017 External Properties financial reviewc. Recent transactions and current listingsd. Resolution Authorizing Residential Property Disposalse. Outsourcing External Properties managementf. Resolution to Open New Bank Accounts

7. Executive SessionCall-in Information:

• Dial 877-890-9502• When prompted, enter the pass code 529712, followed by the # sign.• When prompted to record your name, do so and then press #.

Future Meetings:

2017-2018 • December 5, 2017• March 13, 2018• May 15-16, 2018

2018-2019 • September 25, 2018 – Note change• December 4, 2018• February 26, 2019 – Note change• May 14-15, 2019

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Properties, Facilities and Technology (PFT) Committee March 14, 2017

Murphy Room in the LSC Building

Voting Members: Michael Hardy (Phone), Harold Hawk (Phone), Michael Petras (Chair, Phone), Daniel Sansone (Phone)

Also Present: Nick Baker (Student Resource), Mike Bestul (IT), Jim Crosby (External Properties), Carol Dietz (Facilities), Dennis Hareza, Rory Hill (Staff Resource), Kate Malone (Government Relations), Richard Mausser (Liaison)

Excused: James Prehn, S.J., William Priemer, Linda Seiter (Faculty Resource), James Winchester

Recording Minutes: Kathleen Michael

1. Welcome and Introductions. Michael Petras called the meeting to order at 3 p.m. andwelcomed everyone to the meeting. Each person attending the meeting then introducedthemselves.

2. Review and Approval of Minutes. Minutes of the regular December 6, 2016 meeting werepresented for approval. A motion to approve the minutes was presented, seconded, andunanimously approved.

3. Committee Charge and Campus Footprint. The members acknowledged the CommitteeCharge as approved at the March 8, 2016 meeting and the Campus Footprint. No furtheraction was proposed.

4. Reports from Resource Persons. Rory Hill reported there are 465 campus users on theSpace Finder System installed last year, and explained it is efficiently providing access to,and scheduling of, space on campus. He noted the new monthly morning coffee socials forfaculty and staff, which are held in various venues throughout campus, have workedpositively toward building morale, but also are creating a wider awareness of the largevariety of meeting space that exists on campus. On the governance front, Rory indicatedthat Staff Council is in process of recruiting for the upcoming elections and recognitionawards. He also noted that Staff Council is actively participating in Listening Sessions forthe University’s financial condition and reorganization efforts. [Note - Rory was scheduledto give the annual Staff Council address at Wednesday’s full board meeting, which wascanceled due to weather. Instead, he will do so at the May Board Retreat.] Nick Baker notedthe students were also working closely with Rory Hill on use of the Space Finder Systemrelative to the scheduling of student organization meetings and events. Linda Seiter wasunable to attend today’s meeting due to illness.

5. Facilities (Carol Dietz, Associate Vice President, Facilities)

a. General Updates. The University is reviewing two proposals for a comprehensivefacilities assessment analysis of the campus buildings, mechanical, electrical, plumbingand life-safety systems - SchoolDude Facilities Conditions Assessment and Sightlines

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Building Portfolio Solutions. These comprehensive assessments will identify the systems and equipment that require repair or replacement and the necessary timelines to do so. C. Dietz provided an update on the status of utility contracts and commodity procurement. Due to the mild winter, the FY17 utility usage is under budget. The University continues to work with Brakey Energy and plans to issue an RFP in March for natural gas. Finally, the NEO Regional Sewer District has approved the University’s storm water fee credit application. C. Dietz noted she expects to see these credits applied in the upcoming sewer bills.

With respect to the Space Committee, a website was created for campus communication purposes. In addition, a Space Policy has been drafted for review and approval by the Senior Leadership Team. Next steps include developing a Space Request Form and summarizing the results of a May 2016 faculty survey regarding teaching spaces to guide future classroom capital renewal investments.

b. Proposed FY18 Capital Project List and Prioritization. C. Dietz reviewed thedefinitions of Capital Renewal and Replacement and Deferred Maintenance in order forthe Committee to better understand the context of the current capital needs that havebeen identified. The budgeted operating fund projects for FY18 total $1.2 million and theranked “major” capital renewal projects total $3.8 million. C. Dietz highlighted specificprojects in the broad improvement areas of masonry, roofing, and air conditioning. TheCommittee members discussed the challenges to funding $5.0 million of necessaryprojects including finding opportunities to save with respect to awarding andconsolidating contracts among single or multiple vendors.

6. Information Technology Services (Mike Bestul, Chief Information Technology Officer)

a. Banner 9 Update. Ellucian announced a December 31, 2018 end-of-life date for Banner8, after which no additional updates will be released, including financial aid and federaltax changes. Given the short time frame, the University decided to upgrade to Banner 9and this will require the University to prepare and to begin implementation by June 2017.External consulting services will be necessary to meet the timeline. There are some newopportunities to collaborate to create efficiencies with other universities since manyschools use the same Banner system.

b. ERP Futures Update. M. Bestul noted the University’s goals regarding ERP in theWhite Paper that was distributed.

c. Proposed FY18 Capital Project List and Prioritization. The IT Capital and NewOperational Budgets – FY18 were presented for review. Funding will come from thecapital set aside in the Plant Fund for these projects. The Committee paid particularattention to the Banner 9 Upgrade Project, the EAB Academic Performance SolutionProject and the OnBase Training and Consulting Fees.

7. Properties (Jim Crosby, Director of External Properties)

a. Dashboard. A dashboard including number of properties owned, tax status, investment,outstanding debt and net operating income for the residential properties, apartments andretail shopping center was presented for review.

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b. General Updates. Regarding apartments, J. Crosby noted efforts to enhance revenuesby adding a monthly water charge for new leases. Also, three bedroom apartments willbe priced at $500 per person, rather than using a lower monthly charge. The CuyahogaCounty Board of Revision adjusted the apartment real estate values downward forLoyola, Inigo, Ignatius and Manresa. Total reduced value is $632,000 producing anannual tax savings of $106,000 going forward. The outcome of the Cura Personalis taxappeal is still pending. With respect to retail and the lack of sufficient parking alongFairmount Boulevard, a request to rework the parallel parking to angled parking hasbeen submitted to Shaker Heights to increase the parking count. The offices at theshopping center continue to be fully leased.

c. Resolution Authorizing the Disposal of Real Property. Thornacres and Carrollodgewill go on the market by the end of March. Proceeds from the sale will be used for theUniversity’s investment in the Jesuit Retreat House. In addition, there are two Universityowned residential properties which will be put on the market by the end of March – 2365Warrensville Center Road (Duplex) and 4174 Carroll Blvd. (Single Family Home). Bothproperties are not contiguous to other JCU ownership.

M. Petras presented the following resolution: “Resolution Authorizing the Disposal of Real Property” - A motion to approve was presented, seconded, and unanimously approved. The resolution is attached.

8. Executive Session. At 4:15 p.m., M. Petras adjourned the meeting and the Boardmembers continued in an Executive Session.

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BOARD OF DIRECTORS March 15, 2017

Resolution Authorizing the Disposal of Real Property

WHEREAS, John Carroll University (“University”) is a non-profit corporation, duly formed and lawfully existing under the laws of the State of Ohio; and,

WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations the Board of Directors is vested with the management and control of the affairs, activities, properties and funds of the University; and,

WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and,

WHEREAS, the University has strategically identified two residential properties in its ownership that will not provide long-term value; and,

WHEREAS, the University recently invested in the renovation of the Jesuit Retreat House, which investment is intended to be recovered through the sale of the two University-owned retreat facilities; and,

WHEREAS, the University desires to dispose of two residential properties as well as its two retreat facilities, all of which are expected to be made available for sale in the near term and are described as follows:

Property 1: Address 2365 Warrensville Center Road, University Heights Tax Parcel 721-03-103 Lot Size 0.153 acres Dwelling Size 2-story, 2760 sq. ft. Est. Sale Price $130,000 to $145,000 (broker analysis of market)

Property 2: Address 4174 Carroll Boulevard, University Heights Tax Parcel 721-12-009 Lot Size 0.334 acres Dwelling Size 2-story, 2766 sq. ft. Est. Sale Price $170,000 to $199,000 (broker analysis of market)

Property 3: Address 14845 Stillwell Road, Claridon Township Tax Parcel 12-706264 Lot Size 33 acres Dwelling Size 1-story 1891 sg. ft. total in two structures Est. Sale Price $360,000 to $380,000 (broker analysis of market)

Property 4: Address 14525 Chillicothe Road, Russell Township Tax Parcel 26-702600 and 26-702800 Lot Size 11.34 acres and 11.34 acres for a total of 22.68 acres Dwelling Size 1-story, 2032 sq. ft. Est. Sale Price $260,000 to $280,000 (broker analysis of market)

and,

WHEREAS, the Vice President for Administration and the Properties, Facilities and Technology Committee recommends the sale of the properties as specified above, and;

NOW, THEREFORE, BE IT RESOLVED that pursuant to its stated authority, the Board of Directors does hereby authorize the sale of the properties as specified above.

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John Carroll University Properties, Facilities, and Technology Committee


PROPERTIES, FACILITIES, and TECHNOLOGY COMMITTEE CHARGE: The Property, Facilities, and Technology Committee in responsible for providing oversight of policies and strategies that ensure the adequacy of the land and physical plant of the University within the broad context of institutional stewardship in support of the University’s mission and purpose including maintaining and improving the physical infrastructure of the University - buildings, grounds, commercial property, and campus information services and systems. This Committee, along with the Finance Committee, is also responsible for the following: Any plans for the purchase, sale, exchange, or transfer of complete or partial interests in real

property; Any plans for the lease or sublease of property with annual or aggregate rental value that

equals or exceeds $250,000; The annual capital budget and information technology requirements of the University. The Committee shall also periodically perform the following: Consult with administration on the development of the University campus master plan and

periodically review and recommend adjustment to such plan; Review the physical plant planning policy and processes; Advise on the adequacy, condition, and use of existing facilities; Review the progress of all capital projects on an appropriate interim basis; Review annual plant renewal and plant replacement decisions to appropriately maintain

University facilities, modernize instructional and research technology, and respond to ongoing environmental and occupational safety issues;

Consider and make recommendations to the Board on all matters relating to the use, construction, and alteration of buildings, and the maintenance, safety, accessibility, and supervision of all on-campus and off-campus buildings and grounds.

Ensure the proper Board education and compliance around important University matters including Accreditation by the Higher Learning Commission and Title IX.

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STUDENT

AFFAIRS

COMMITTEE

107

FISCAL 2017-2018 STUDENT AFFAIRS COMMITTEE MEETING DRAFT YEAR-LONG AGENDAS

Tuesday, September 19, 2017, 12-2:30 p.m. – Jardine Room, LSC

1. Welcome, Introductions, and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on May 16, 2017 3. Reports from Committee Resource Persons 4. Student Affairs Updates 5. University Committee on the Student Learning Experience 6. Next Steps with Career Services 7. Executive Session

Tuesday, December 5, 2017, 12-2:30 p.m. – Jardine Room, LSC

1. Welcome, Introductions, and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on September 19, 2017 3. Reports from Committee Resource Persons 4. Student Affairs Updates 5. Next Steps with Mental and Emotional Health and Accessibility Services 6. Executive Session

Tuesday, March 13, 2018, 12-2:30 p.m. – Jardine Room, LSC

1. Welcome, Introductions, and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on December 5, 2017 3. Reports from Committee Resource Persons 4. Student Affairs Updates 5. Title IX Update 6. Next Steps with Diversity and Inclusion 7. Executive Session

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STUDENT AFFAIRS COMMITTEE MEETING AGENDA Tuesday, September 19, 201, NOON to 2:30 p.m. – Lombardo Student Center - Jardine Room

PLEASE NOTE MEETING LOCATION

1. Welcome and Introductions

2. Review and Approve Draft Minutes of Meeting held on May 16, 2017


4. Student Affairs Updates

5. Federal Legislative Updates Guests: Kendra Svilar, Title IX Coordinator and Colleen Treml, General Counsel a. Title IX

b. DACA – Deferred Action for Childhood Arrivals

6. Next Steps in Career Services – Presentation and Discussion Guest: Pat Mullane, Assistant Vice President/Executive Director of Career Services


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John Carroll University Student Affairs Committee

Draft Meeting Minutes Tuesday, May 16, 2017

Voting Members: B. Brown, A. Haile, H. Hawk, M. Henninger, M. Hogan, E.Gunn, D.

O’Brien, W. O’Rourke Also Present: M. McCarthy (Liaison) Excused Members: N. Buckon, W. Donnelly, K. Embach, R. Heltzel, R. Hostoffer, P. Pinder,

J. Prehn Recording Minutes: M. McCarthy

1. Call to Order: The meeting was called to order by Annette Haile at 8:05 AM

2. Approval of Minutes: A motion to approve the minutes from the December 8, 2016 meeting of the Student Affairs Committee of the Board of Directors was presented by M. Hogan. The motion was seconded by E. Gunn and unanimously approved.

3. Vice President for Student Affairs Update: Mark McCarthy provided an update on

various Division of Student Affairs highlights:

a. Athletics has had a “banner year” with seven OAC championships in Football, Men’s Soccer, Men’s and Women’s Swimming and Diving, Men’s and Women’s Tennis and Men’s Lacrosse. The Blue Streak Men’s teams were awarded their third straight OAC All Sports Trophy.

b. In addition, Mark provided a listing of 2016-17 Departmental Highlights for each of the departments in student affairs (attached).

c. David Sipusic, Title IX Coordinator left the University in late March for a position with United Educators. Kendra Svilar is serving as the Interim Title IX Coordinator and continues as Investigator until a decision is made regarding staffing for this office. The Office of Civil Rights has not contacted JCU regarding their investigation of the complaint filed last summer. There were very few Title IX cases reported this past year, so much of the work of the Title IX office was in the creation of a Unified Policy on Sexual Harassment & Interpersonal Violence, Complaint Resolution Process and Mandatory Reporting Policy.

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4. Resolution Confirming Prohibition on Firearms, Including Handguns, on Property Owned or Leased by the University

a. The resolution was presented to the Student Affairs committee for discussion. Questions were raised about the requirements for the University to allow firearms on campus in locked motor vehicles in locked glove boxes, trunks or locked containers in motor vehicles. Clarification by General Counsel subsequent to the committee meeting indicated that the revised Ohio Law on firearms, concealed carry handguns (CCW), effective March 21, 2017 does permit property owners to ban all firearms, including concealed handguns, are prohibited on property owned or leased by the University to the fullest extent of the law.

b. At the full board meeting Fr. Niehoff clarified the questions raised in the Student Affairs Committee meeting and the full board voted to approve the resolution.

5. Topics for future Student Affairs Committee Meetings a. Prior to the Board Retreat, Mark McCarthy shared a Chronicle of Higher

Education report to the committee members. The report – The Student-Centered University: Pressures and Challenges faced by College Presidents and Student-affairs Leaders –prompted discussion and questions among committee members.

b. Based on the discussion, suggestions for 2017-18 Student Affairs Committee meeting topics included:

i. Career Services ii. Mental Health Issues iii. Diversity and Inclusion

c. It was also suggested that the committee continues to receive an update on Title IX issues/responses at each meeting.

Respectfully Submitted, Mark D. McCarthy, Ph.D. Vice President for Student Affairs

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FALL 2016

Student Affairs

Student Involvement Data Report


Student Involvement Total undergraduate student population (full and PT)

# of students involved in one or more activity*

% of students involved in one or more activity

3,027 1,852 61% *Activities include Club Sports, Varsity Sports, Greek Organizations, Leadership Roles #, or Recognized Student Organizations (80)

Total # of fraternity/sorority students**

% of fraternity/sorority students within undergraduate population

# of fraternity/sorority students who are also student athletes

547 (186 men, 361 women)

18% 54 (10%)

**1 student does not have Y/N for Greek student indication

Student Involvement by Gender

Total # of men Total # of men involved in one or more activity

% of men involved in one or more activity

1,537 842 55%

Total # of women Total # of women involved in one or more activity

% of women involved in one or more activity

1,490 1,007 68%

Student Athlete Involvement Total student athletes** # of student athletes involved in

one or more activity* % of student athletes involved in one or more activity

638 (434 men, 204 women)

188 29%

*Student athletes who participated in an additional student involvement activity besides their sports **1 student does not have Y/N for student athlete indication

112

Student Involvement by Race/Ethnicity*

Total # Total # involved in one or more activity

% involved in one or more activity

American Indian or Alaska Native 24 18 75%

Asian 126 87 69%

Black or African American 190 130 68%

Hawaiian/Pacific Islander 4 3 75%

Hispanic 115 76 66%

Multiracial 64 35 55%

White 2,609 1,554 60%

Other 10 7 70%

None reported 68 53 78% *Description of race or ethnic classification chosen by student *Students can identify as more than one race/ethnicity

Student Involvement by Class

Total #* Total # involved in one or more activity


Freshman 793 416 52%

Sophomore 751 473 63%

Junior 664 447 67%

Senior 815 513 63% Class standing determined by number of credits earned. Includes full and part-time students. Please note that a total of 4 students do not have a class level indicated

First Generation Student Involvement

Total # of first generation students

Total # of first generation students involved in one or more activity


501 264 53%

Arts & Sciences vs Boler School of Business Student Involvement

Total #* Total # involved in one or more activity


Arts & Sciences 2,556 (1,228 men, 1,328 women)

1,529 60%

Boler School of Business

471 (310 men, 161 women)

320 68%

*Total numbers reflect the college in which the student is enrolled for their primary curriculum in Fall, 2016. Boler number only includes declared majors.

113

Student GPA Breakdown

Average term GPA: 3.12 Average cumulative GPA: 3.18

Average cumulative GPA of students involved in one or more activity: 3.22

Average cumulative GPA of students not involved in any activity: 3.11

Average cumulative Greek GPA: 3.28 Average cumulative student athlete GPA: 3.05

Average cumulative GPA by class: Freshman: 3.14 Sophomore: 3.13 Junior: 3.17 Senior: 3.26

Average cumulative GPA by gender: Men: 3.08 Women: 3.28

Arts & Sciences students: 3.18 Boler School of Business students: 3.17

# = Recorded Student Leadership Roles

1. Resident Assistant

2. Senior Resident Assistant

3. Career Assistant

4. Peer Health Educator

5. Panhellenic/Inter-fraternity Council Executive Boards

6. Student Union Executive Board

7. CSSA Liaison Leadership Team

8. Orientation Leader

9. Recreation Supervisor

10. Tour Guide

Note: During the 2016-17 Academic Year 740 students were employed on campus (25% of

undergraduates). More than 300 students held more than one position at some point

during the year. The departments in the Division of Student Affairs employed 368

students (including Resident Assistants and Aramark student employees).

114

Class of 2017

“At Graduation”

Outcomes Report

The Class of 2017 “At Graduation” Outcomes Report is based on the

information collected via survey at the May 2017 Commencement

ceremony. Participants included graduates from January, May, and

August of 2017. The report provides information by employment and

graduate/professional school status.

Survey Response Rates:

Jan ’17

Graduates

May ’17

Graduates

August

’17

Graduates

Total

Graduates

Respondents Response

Rate

Boler

Undergrads

17 176 36 229 177 77.3%

CAS

Undergrads

59 384 46 489 378 77.3%

Graduate

School

63 72 110 245 97 36.9%

115

Status Post-Graduation

Employed Full-Time39%

Employed Part-Time6%

Graduate School28%

Volunteering3%

Still Seeking18%

Undecided6%

ALL UNDERGRADUATES - CLASS OF 2017



Continuing Education

5%

Continuing with Current Employer

33%

Still Seeking15%

Undecided3%

GRADUATE STUDENTS - CLASS OF 2017

116



Graduate School15%

Volunteering1%

Still Seeking13%

Undecided2%

BOLER SCHOOL OF BUSINESS UNDERGRADUATES - CLASS OF 2017



Graduate School34%

Volunteering4%

Still Seeking20%

Undecided8%

COLLEGE OF ARTS AND SCIENCES UNDERGRADUATES - CLASS OF 2017

117

List of Graduate Schools (in alphabetical order)

Adler University Princeton University

Baldwin Wallace University Regents University

Boston College Saint Mary Seminary and Graduate School of Theology

Bowling Green State University Seattle University

Canisius College Southern Illinois University

Case Western Reserve University St. Bonaventure University

Central Michigan University St. Mary's Seminary

Chatham University Temple University

Cleveland State University Tennessee State University

Cleveland State University - Marshall College of Law The Ohio State University

Clinton School of Public Service The Ohio State University - College of Dentistry

Creighton University The Ohio State University - College of Medicine

Cuyahoga Community College The Ohio State University - College of Pharmacy

D'Youville College The Ohio State University - Moritz College of Law

Duquesne University Touro College of Osteopathic Medicine

Durham University University of Akron

Erikson Institute University of Buffalo

Fashion Institute of Technology University of Buffalo - School of Dental Medicine

John Carroll University University of Buffalo - School of Medicine

Kent State University University of Notre Dame

Lake Erie College University of Pennsylvania

London School of Economics University of Pittsburgh

Loyola University University of Rochester

Marymount University University of San Diego

Miami University University of Texas at Arlington

Michigan State University University of Toledo

Mount St. Joseph University Ursuline College

Nova Southeastern University Wright State University

Ohio University Xavier University

Palmer College of Chiropractic

Business 37%

Law6%

Education8%

Medical/Health18%

Psychology12%

Arts and Sciences19%

WHAT IS YOUR GRADUATE FIELD OF STUDY?

118

List of Employers (in alphabetical order) Agros International Brandmuscle

ALDI Breakthrough Schools - Citizens Academy East

Alexander Mann Solutions Breakthrough Schools - Village Prep Willard

Alliance City Schools BrightEdge

American Greetings Corporation Brokaw

AmeriCorps NCCC Buffalo Public Schools

Anchor Counseling Services Burke, Rosen, & Associates

Antares Capital C.H. Robinson

Apostle of Jesus Missionaries Campus International School - CMSD

Applied Industrial Technologies Canvas Magazine

Archbishop Williams High School Catholic Diocese of Moshi, Tanzania

ASAP Asphalt Sealing & Paving Co. Cedar Point

Avery Dennison Century Support Services

AXA Advisors Change Healthcare

B & M Industries Chardon High School

Ballrick Orthodontics Chill Pop Shop

Be Good Marketing CIEP

Beacon Health Options Cincinnati Children's Hospital Medical Center

Beaumont School Citibank

Bel Brands USA City of Cleveland

Bellefaire JCB City of Stow

Bellwether Enterprise Real Estate Capital, LLC Clearsulting

Benedictine High School Cleveland Clinic

BHGP&S Co. Cleveland Indians

Boenning & Scottergood, Inc. Cleveland Rape Crisis Center

Boy Scouts of America Cleveland State University

Boyd Watterson Asset Management ClubCom

0 20 40 60 80 100 120 140 160 180 200

Ohio

Pennsylvania

New York

Illinois

Florida

International

Massachusetts

Maryland

Tennessee

Washington D.C.

Arizona

Colorado

Michigan

New Jersey

Texas

Number of Undergraduates

Stat

es

Where is your job located?

119

Cohen & Company HBCU Prepatory School

College Now Greater Cleveland Hewlett Packard Enterprise

Component Repair Technologies Highland Local Schools

Cox Communications Hub Group Inc.

Crowe Horwath LLP Hyland Software, Inc.

CSL Plasma IHM

Cuyahoga Community College Indian Creek RV Resort

CVS Pharmacy INUKA Kenya Trust

Dairy Queen Invacare

DANCECleveland James Ford Rhodes High School

DDR Corp. Jesuit High School

Dealer Tire JGB Enterprises

Deloitte John Carroll University

Design Surfaces JRayl Transport

Domestic Violence Court of Chicago K&D Management

Dominion Christian School Kaleel Brothers

Dominion Energy, Inc. Keller Williams Realty

Domtar Kennedy Krieger Institute

Dr. Susan Ferritto, DDS KeyBank

Dynamix Group Kirkbrides Wedding Planning & Design

Eagle Foods Knights of Columbus

Eaton Corporation KPMG

Eddy's Kitchen, LLC Laurel School

Eden, INC Lifetime Financial Growth LLC

Elco Corporation Lincoln Electric

Elizabeth Richmond LPCC-S Liquid Lifestyles

Empowered and Poised LLC Lokal

ERB Physical Therapy Loreto Development

Etactics Inc. Mandel Jewish Community Center

Expeditors International Mandel Jewish Day School

EY Martinet Recchia

Fidelity Investments Materion Corporation

Fifth Third Bank May Dugan Center

Foamtek Group McCaulley&Company

Forging Industry Association Medical Mutual of Ohio

FOX Sports Meet the Press/NBC

Franklin County Clerk of Courts Metro Catholic School

Franklin Templeton Investments MetroHealth System

Fullbright Metropolitan Animal Specialty Hospital

Fund That Flip Monarch Lifeworks

Gabriel Brothers MRI Software

GAP Inc. National Park Service

Garick NCS

Gatesman Agency NCSI

Global Prairie New York Life Insurance

Goodyear Tire & Rubber Co. Noble Academy Cleveland

Grant Thornton North American Breweries

Great Lakes Science Center NorthShore Eye Care

H.S. Trading LLC Ohio EPA

Hawken Lower School OhioGuidestone

120

OMNOVA Solutions Skoda Minotti

Orchard STEM School Skylight

Osborn Engineering Southern Illinois Univeristy

Padua Franciscan High School Spectrum Reach

Park Place Technologies SpyGlass

Parker Hannifin St. Edward High School

Performed Line Products St. Francis de Sales

PhysAssist Scribes St. Ursula's Catholic Church

PNC Bank STERIS Corporation

Point to Point, Inc. Target

PolyOne Corporation Techtronic Industries

PricewaterhouseCoopers Temple Emanu El

ProEd Communications The Capital Grille

Progressive The Lubrizol Corporation

Quicken Loans The Nord Center

Ralph Lauren The Owens Group

Recess Creative The Sherwin-Williams Company

Recon Logistics The Walt Disney Company

Redwood Living Timeless By Design

Regency Construction Services Tremco

RG Barber Consultants, CPA's TTI Inc.

RIA in a Box UBS Financial Services

Robert Half Finance & Accounting United States Army

Ronald McDonald House University of Tennessee at Chattanooga

RosmanSearch, Inc. UPMC

RSA Security Vail Resorts

RSM LLP Warrensville Heights City Schools

Ruffing Montessori School Western Reserve Partners

Safeguard Properties Wholesale Supplies Plus

Sephora WO10 Channel 19

Shelter Care Inc. WomenSafe, Inc.

SIRVA Yelp

Sisters of Charity Foundation

Employers and Graduate Programs by Major Accountancy

Major Employer Job Title Accounting BHGP&S Co. Staff Accountant

Accounting, Economics ClubCom Account Manager

Accounting Cohen & Company Staff Accountant

Accounting Deloitte Audit Staff

Accounting Deloitte Tax Associate

Accounting Deloitte Auditor

Accounting Deloitte Advisory Consultant

Accounting Deloitte International Tax Consultant

Accounting EY External Audit

Accounting EY Assurance Staff

Accounting EY Tax Staff

Accounting Grant Thornton Audit Associate

Accounting Grant Thornton Audit Associate

Accounting Grant Thornton Assurance Associate

121

Accounting KPMG Audit

Accounting Martinet Recchia Staff Accountant

Accounting MetroHealth System Staff Accountant

Accounting PricewaterhouseCoopers Assurance Associate

Accounting PricewaterhouseCoopers Accounting PricewaterhouseCoopers Risk Assurance Associate

Accounting PricewaterhouseCoopers Assurance Associate, Private Company Services


Accounting PricewaterhouseCoopers Tax Associate


Accounting PricewaterhouseCoopers Audit Associate

Accounting PricewaterhouseCoopers Tax Associate


Accounting PricewaterhouseCoopers Accounting PricewaterhouseCoopers Assurance Associate



Accounting Redwood Living Property Accountant

Accounting RG Barber Consultants, CPA's Field Auditor

Accounting RSM LLP Tax Associate

Accounting Skoda Minotti Staff Accountant

Accounting UBS Financial Services Internal Review

Accounting

Management Trainee

Major Graduate School Graduate Program Accounting Cleveland State University MBA

Accounting John Carroll University Accountancy

Accounting John Carroll University MBA





Accounting John Carroll University MSA



Accounting John Carroll University Accountancy


Accounting John Carroll University Accounting John Carroll University Accountancy

Accounting John Carroll University MSA

Accounting University of Notre Dame Accountancy

Art History Major Employer Job Title

Art History GAP Inc. Key Holder

Major Graduate School Graduate Program Art History Case Western Reserve University Art History & Museum Studies

East Asian Studies, Art History, Italian Studies University of Pennsylvania East Asian Studies

Biology Major Employer Job Title

Biology/Neuroscience Concentration Cleveland Clinic Research Coordinator

Biology Ballrick Orthodontics Assistant

Biology Cedar Point Bartender

Chemistry, Biology Cleveland Clinic Research Technician

Biology CVS Pharmacy Pharmacy Technician

Biology Dr. Susan Ferritto, DDS Dental Assistant

Biology Great Lakes Science Center Guest Engagement Specialist

Biology H.S. Trading LLC Executive Manager

122

Biology John Carroll University Lab Instructor

Biology JVC Teaching Assistant

Biology Metropolitan Animal Specialty Hospital Emergency Veterinary Intern

Biology NorthShore Eye Care Optometrist Technician

Biology Ohio EPA Division of Surface Water Intern

Biology, Leadership Development (Minor) PhysAssist Scribes Medical Scribe

Biology RosmanSearch, Inc. Associate Recruiter

Major Graduate School Graduate Program Biology Baldwin Wallace University Physician Assistant

Biology Case Western Reserve University Law (Public Interest)

Biology Case Western Reserve University School of Dental Medicine

Biology Chatham University Biology

Biology Chatham University Physician Assistant

Biology Cleveland State University Exercise Science

Biology Cleveland State University Occupational Therapy

Biology Cleveland State University Biology Duquesne University Healthcare Ethics PhD

Biology Fashion Institute of Technology Fashion Design

Biology John Carroll University Biology

Biology John Carroll University Education

Biology John Carroll University MBA

Biology John Carroll University MBA

Biology Kent State University Pediatric Medicine

Biology Lake Erie College Osteopathic Medicine

Biology Mount St. Joseph MSN

Biology Nova Southeastern University Pharmacy

Biology The Ohio State University College of Medicine Medicine

Biology The Ohio State University College of Veterinary Medicine

Biology The Ohio State University College of Dentistry Dentistry

Biology The Ohio State University College of Pharmacy Pharmacy

Biology Touro College of Osteopathic Medicine Biological and Physical Sciences

Biology University of Akron Biology Post- Bacc

Biology University of Buffalo - School of Dental Medicine Dentistry

Biology University of Toledo MSN, CNL

Biology Ursuline College Nursing

Biology Ursuline College Nursing (Accelerated)

Biology Ursuline College Nursing (Accelerated)

Biology

Dentistry

Biology

Dentistry

Biology

Medical School

Biology

Nursing

Cell and Molecular Biology Major Employer Job Title

Cell and Molecular Biology Cleveland Clinic Research Technician

Major Graduate School Graduate Program Cell and Molecular Biology John Carroll University MBA

Cell and Molecular Biology, Biochemistry Princeton University Molecular Biology PhD

Biochemistry, Cell and Molecular Biology The Ohio State University Molecular Cellular and Developmental Biology PhD

Cell and Molecular Biology The Ohio State University College of Medicine Medicine

Cell and Molecular Biology University of Buffalo School of Medicine Medicine

Cell and Molecular Biology Wright State University Medical School

123

Chemistry Major Employer Job Title

Chemistry, Biology Cleveland Clinic Research Technician

Biochemistry Cleveland Clinic Lab Technician

Biochemistry Component Repair Technologies Lab Technician

Biochemistry Elco Corporation Quality Assurance Chemist

Chemistry (Biochemistry) Pharmacy University of Buffalo

Chemistry The Lubrizol Corporation Hazard Communication Specialist

Finance, Chemistry Western Reserve Partners Investment Banking Analyst

Biochemistry

Personal Caregiver

Major Graduate School Graduate Program Biochemistry Case Western Reserve University Chemistry

Biochemistry Palmer School of Chiropractic Cell and Molecular Biology, Biochemistry Princeton University Molecular Biology PhD

Chemistry, Philosophy The Ohio State University Inorganic Chemistry

Biochemistry The Ohio State University Pharmacy

Biochemistry, Cell and Molecular Biology The Ohio State University Molecular Cellular and Developmental Biology

PhD

Chemistry The Ohio State University (Moritz College of

Law) Law

Comprehensive Chemistry, Interdisciplinary Physics University of Notre Dame Physical Chemistry

Biochemistry University of Notre Dame ESTEEM

Classical and Modern Languages and Cultures Major Employer Job Title

Political Science, Spanish Alexander Mann Solutions Sourcing Specialist

Communications, Spanish Brandmuscle Marketing Coordinator

International Business, Italian Invacare Co-Op (Summer)

Classical Languages Jesuit High School Teacher

Classical Languages Liquid Lifestyles Customer Service Manager, Facilities Manager,

Coach

Major Graduate School Graduate Program International Business, Italian John Carroll University MBA

Forensic Psychology, Italian John Carroll University School Psychology

Classical Studies St. Mary's Seminary Theology

East Asian Studies, Art History, Italian Studies University of Pennsylvania East Asian Studies

Clinical Mental Health Counseling Major Employer Job Title

Clinical Mental Health Counseling Anchor Counseling Services LPC

Clinical Mental Health Counseling Apostles of Jesus Missionaries Priest

Clinical Mental Health Counseling Beacon Health Options Crisis Clinician

Clinical Mental Health Counseling Bellefaire JCB Partial Hospitalization Therapist

Clinical Mental Health Counseling Cleveland Clinic Clinical Research Coordinator

Clinical Mental Health Counseling Cleveland Clinic Intake and Assessment Counselor

Clinical Mental Health Counseling Cleveland State University Instructor

Clinical Mental Health Counseling Eden, INC Community Housing Agent

Clinical Mental Health Counseling Elizabeth Richmond LPCC-S PC

Clinical Mental Health Counseling The Nord Center Counselor/Therapist

Clinical Mental Health Counseling The Nord Center Case Manager/Counselor

No Graduate School Data Reported

124

Communication and Theatre Arts Major Employer Job Title

Integrated Marketing Communication American Greetings Corporation Marketing Analyst

Communication B&M Industries Website Administrator

Communication Brandmuscle Client Service

Communications, Spanish Brandmuscle Marketing Coordinator

Communications Bright Edge Sales Development Rep

Communication Brokaw Copywriting Intern

Communication Chill Pop Shop Pop Production Assistant

Communication Cleveland Indians Communication Cox Communications Account Executive

Communication Discover Sligo Volunteer

Integrated Marketing Communication Fifth Third Bank Personal Banker

Integrated Marketing Communication Gatesman Agency Assistant Account Executive - PR & Social Media

Team

Communication Ground Crew Staff Member

Integrated Marketing Communication JGB Enterprises Sales Representative

Integrated Marketing Communication Kirkbrides Wedding Planning & Design Assistant Coordinator

Communication Mandel Jewish Community Center Pre-School Teacher

Communication, Political Science Meet the Press/NBC Fellow

Communication OhioGuidestone Community Liaison

Communication Park Place Technologies Business Development Associate

Communication Park Place Technologies Account Manager

Communication Passionist Volunteer Volunteer

Integrated Marketing Communication Point to Point, Inc. Account Coordinator

Communications Ralph Lauren Human Resources Coordinator

Communication Ronald McDonald House Independent Contractor

Theology and Religious Studies, Communication Rostro de Cristo Volunteer

Communications SpyGlass Sales

Integrated Marketing Communication SpyGlass Inside Sales

Integrated Marketing Communication St. Edward High School Marketing Communications Coordinator

Integrated Marketing Communication The Owens Group PR Specialist

Communication Vail Resorts Summer Activities Assistant

Visual Media Yelp Account Executive

Major Graduate School Graduate Program Communication Creighton University Law

Integrated Marketing Communication Loyola University Communication in Digital Media and Storytelling

Integrated Marketing Communication University of Rochester Nursing (Accelerated)

Communication Management Major Employer Job Title

Communication Management FOX Sports Segment Producer

Communication Management INUKA Kenya Trust Communications & Research Assistant

Communication Management John Carroll University HR Associate

Communication Management ProEd Communications No Graduate School Data Reported

Computer Information Systems Major Employer Job Title

Computer Science Hyland Software, Inc. Developer I

Computer Science MRI Software Software Engineer

Computer Science Parker Hannifin Developer

Computer Science Progressive App Programmer

Computer Science, Political Science Recess Creative Web Developer

Computer Science United States Army Military Intelligence Officer

Computer Science UPMC Systems Analyst

Major Graduate School Graduate Program Computer Science John Carroll University MBA

125

East Asian Studies Major Employer Job Title

Sociology, East Asian Studies Fullbright Fellowship

Marketing, East Asian Studies (Minor) TTI Inc. Sales and Marketing Rep

Major Graduate School Graduate Program East Asian Studies, Art History, Italian Studies University of Pennsylvania East Asian Studies

Economics Major Employer Job Title

Finance, Economics Antares Capital Analyst

Economics, Finance Citibank Product Control Analyst

Economics EY People Advisory Services Staff

Finance, Economics Franklin Templeton Investments Investment Analyst

Economics, Finance Progressive Analyst

Finance, Economics The Lubrizol Corporation Financial Analyst

Major Graduate School Graduate Program Economics, Finance John Carroll University MBA

Economics University of Pittsburgh International Development

Education Major Employer Job Title

Middle Childhood Education Archbishop Williams High School Teacher - 7th Grade

Early Childhood Education Breakthrough Schools - Citizens Academy

East Teacher

Early Childhood Education Breakthrough Schools - Village Prep

Willard Teacher - Kindergarten

Early Childhood Education Breakthrough Schools - Village Prep

Willard Teacher - 2nd grade

Early Childhood Education Campus International School - CMSD Teacher - Kindergarten

Education City of Cleveland Police Officer

Education Hawken Lower School Middle Childhood Education Hawken Middle School Teacher - 6th Grade Math

Early Childhood Education HBCU Preparatory School Teacher - 2nd grade

Education AYA James Ford Rhodes High School Math Teacher

Education Metro Catholic School Teacher - 2nd grade

Education Noble Academy Cleveland Teacher - 3rd Grade

Early Childhood Education Orchard STEM School Teacher - 1st Grade

Early Childhood Education Ruffing Montessori School Assistant Teacher

Early Childhood Education Ruffing Montessori School Teacher-Aid

Early Childhood Education St. Francis De Sales Teacher - 2nd grade

Education Warrensville Heights City Schools Teacher

Major Graduate School Graduate Program Middle Childhood Education Boston College M.Ed.

Early Childhood Education Ohio University Reading Endorsement

Engineering Physics Major Employer Job Title

Engineering Physics Component Repair Technologies Technical Program Manager

Engineering Physics Domtar Process Engineer

Engineering Physics Lincoln Electric Engineering and Operation Development

Engineering Physics Osborn Engineering Fire Protection Engineer


English Major Employer Job Title

English (Professional Writing) Canvas Magazine Content Writer

English Literature, French City Year Corps Member

English CSL Plasma Machine Technician

English Design Surfaces Sales Associate

126

English Literature Dominion Christian School Teacher - 4th Grade

English Padua Franciscan High School Teacher

English (Professional Writing) Shelter Care Inc. Director of Development

English Literature WO10 Channel 19 Account Executive

English WomenSafe, Inc. Grant Writer

Major Graduate School Graduate Program English Literature Case Western Reserve University English Literature

Sociology, English Case Western Reserve University Social Work

English Cleveland State University Teaching

English Literature Kent State University Library Science

Environmental Science No Employment Data Reported

Major Graduate School Graduate Program Environmental Science Central Michigan University Biology

Environmental Science University of Texas at Arlington Biology PhD

Exercise Science Major Employer Job Title

Exercise Science Benedictine High School Football Coach

Exercise Science Brandmuscle Program Specialist

Exercise Science, Spanish (Minor) Buffalo Public Schools ESL Teacher

Exercise Science City Year Corps Member

Exercise Science Cleveland Clinic PCNA

Exercise Science Empowered and Poised LLC CEO, Founder

Exercise Science ERB Physical Therapy PT Technician

Exercise Science Indian Creek RV Resort Store Clerk / Reservation Specialist

Major Graduate School Graduate Program Exercise Science, Spanish (Minor) Canisius College Urban Education with TESOL concentration

Exercise Science Chatham University Physical Therapy PhD

Exercise Science Cleveland State University Doctor of Physical Therapy

Exercise Science D'Youville Chiropractics

Exercise Science Palmer Chiropractic College D.C.

Exercise Science Temple University Athletic Training

Exercise Science University of Pittsburgh MPH

Exercise Science University of Pittsburgh Nutrition & Dietetics

Finance Major Employer Job Title Finance Agros International Loan Portfolio + Investment Analyst

Finance, Economics Antares Capital Analyst

Finance Bel Brands USA Financial Analyst

Finance Bellwether Enterprise Real Estate Capital,

LLC Portfolio Manager

Finance Boyd Watterson Asset Management Intern

Economics, Finance Citibank Product Control Analyst

Finance Cleveland Clinic Finance Fellow



Finance DDR Corp. Management Trainee

Finance Eaton Corporation Financial Analyst

Finance Fidelity Investments Financial Representative

Finance Fund that Flip Underwriter

Finance Fund that Flip Underwriter

Finance Gabriel Brothers Compliance Analyst

Finance Goodyear Tire & Rubber Co. FADP

Finance KeyBank Financial Analyst - Rotational Program

Finance Lokal Acquisitions

Finance Materion Corporation Treasury Specialist

127

Finance New York Life Insurance Insurance Agent

Economics, Finance Progressive Analyst

Finance Safeguard Properties Manager in Training

Finance STERIS Corporation Internal Auditor

Finance, Economics Templeton Investment Investment Analyst

Finance, Economics The Lubrizol Corporation Financial Analyst

Finance The Sherwin-Williams Company Field Auditor

Finance Tremco Finance/IT Intern

Finance University of Tennessee at Chattanooga Defensive Quality Control Coach

Finance, Chemistry Western Reserve Partners Investment Banking Analyst

Major Graduate School Graduate Program Finance John Carroll University

Economics, Finance John Carroll University MBA

Finance John Carroll University MBA



Finance John Carroll University French

Major Employer Job Title French CIEP Teaching Assistant

English Literature, French City Year Corps Member

History, French Knights of Columbus Field Agent


History Major Employer Job Title History City of Stow

History, French Knights of Columbus Field Agent

History RSA Security Inside Sales Rep

History U.S. Army 2nd Lt.

Major Graduate School Graduate Program History John Carroll University Education

Human Resources Management Major Employer Job Title

Human Resource Management, Management ALDI District Manager

Management, Human Resource Management Dynamix Group Research Associate

Human Resource Management, Management NCS Notice Lien Specialist

Human Resource Management OMNOVA Solutions HR Generalist

Human Resource Management, Management Saint Martin de Porres High School Saint Martin Volunteer

Human Resource Management, Business Management The Walt Disney Company HR Intern

Major Graduate School Graduate Program Human Resource Management, Management Boston College Higher Education

Management, Human Resource Management John Carroll University MBA

Humanities Major Employer Job Title

Humanities Forging Industry Association Executive Assistant

Irish Studies, Humanities Hewlett Packard Enterprise No Graduate School Data Reported

Interdisciplinary Physics No Employment Data Reported

Major Graduate School Graduate Program Comprehensive Chemistry, Interdisciplinary Physics University of Notre Dame Physical Chemistry

128

International Business with Language & Culture Major Employer Job Title

International Business with Language and Culture PolyOne Corporation Industry Marketing Associate

International Business and Foreign Culture SIRVA Entry Level Business Associate

Major Graduate School Graduate Program International Business with Language Culture, Italian John Carroll University MBA

Logistics Major Employer Job Title

Marketing, Logistics C.H. Robinson Carrier Rep

Management, Marketing, Logistics Dairy Queen Regional Marketing Manager

Marketing, Logistics Etactics Inc. Product Manager

Logistics, Marketing Expeditors International Logistics Analyst

Logistics Garick Supply Chain Coordinator

Logistics Hub Group Inc. Highway Transportation

Marketing, Logistics NCSI Client Services Rep

Logistics, Management PNC Bank Operations Development Associate

Marketing, Logistics Recon Logistics Payment Analyst

Logistics RIA in a Box Operations Associate

Logistics, Marketing Tremco Business Systems Analyst

Major Graduate School Graduate Program Management, Logistics John Carroll University MBA

Marketing, Logistics John Carroll University Management

Major Employer Job Title Management ALDI District Manager

Management Applied Industrial Technologies Master Data Analyst

Management ASAP Asphalt Sealing & Paving Co. Senior Estimator

Management Clearsulting Analyst


Management, Human Resource Management Dynamix Group Research Associate

Management Eddy's Kitchen, LLC Owner

Management Global Prairie Account Executive

Management JRayl Transport Accounting Intern

Management Kaleel Brothers Sales

Management Lifetime Financial Growth LLC Financial Representative

Management Medical Mutual of Ohio Human Resources Representative

Management NCS Business Development Rep

Logistics, Management PNC Bank Operations Development Associate

Management Quicken Loans Mortgage Banker

Human Resource Management, Management Saint Martin de Porres High School Saint Martin Volunteer

Management Sephora Color Consultant

Management Techtronic Industries Field Sales and Marketing Rep

Management The Sherwin-Williams Company Management Trainee Program

Human Resource Management, Management The Walt Disney Company HR Intern

Major Graduate School Graduate Program Human Resource Management, Management Boston College Higher Education

Management John Carroll University MBA, Management

Management John Carroll University MBA

Management, Human Resource Management John Carroll University MBA

Management, Logistics John Carroll University MBA

Management, Marketing John Carroll University MBA

Management John Carroll University MBA

Management Michigan State Law

129

Marketing Major Employer Job Title

Marketing American Greetings Corporation Marketing Analyst

Marketing American Greetings Corporation Product Management Analyst

Marketing AXA Advisors Financial Advisor

Marketing Be Good Marketing Marketing Beaumont School Marketing BrightEdge Enterprise Business Representative

Marketing, Logistics CH Robinson Carrier Rep


Marketing, Logistics Etactics Inc. Product Manager

Logistics, Marketing Expeditors International Logistics Analyst

Marketing Foamtek Group Digital Marketing Specialist

Marketing Keller Williams Realty Business Development Specialist

Marketing Laurel School Teacher - Pre-Primary

Marketing, Logistics NCSI Client Services Rep

Marketing North American Breweries Brand Specialist

Marketing Performed Line Products Marketing Analyst

Marketing, Logistics Recon Logistics Payment Analyst

Marketing Robert Half Finance & Accounting Staffing Manager

Marketing Timeless By Design Marketing Sales Specialist

Logistics, Marketing Tremco Business Systems Analyst

Marketing, East Asian Studies (Minor) TTI Inc. Sales and Marketing Rep

Marketing Wholesale Supplies Plus Marketing Associate

Major Graduate School Graduate Program Management, Marketing John Carroll University MBA

Marketing John Carroll University MBA

Marketing John Carroll University M.Ed.

Marketing John Carroll University MBA

Marketing, Logistics John Carroll University Master of Business Administration (MBA)

Major Employer Job Title MBA Boenning & Scottergood, Inc. Investment Banking Analyst

MBA Burke, Rosen & Associates Economic Analyst

MBA Change Healthcare Director

MBA Cleveland Indians Human Resources

MBA Crowe Horwath LLP Staff Accountant

MBA Dealer Tire Manager, Supply Clerk

MBA (Part-Time) Dominion Energy, Inc. SR Business Performance Analyst

MBA Eagle Foods HR Generalist

MBA Eaton Corporation MBA KeyBank HR Analyst

MBA Loreto Development Accountant

MBA OMNOVA Solutions Talent Acquisition Specialist

MBA Performed Line Product Product Manager

MBA PricewaterhouseCoopers Assurance Associate

MBA PricewaterhouseCoopers Tax Associate

MBA Progressive Risk Modeler

MBA (Part-Time) Regency Construction Services Project Manager

MBA The Sherwin-Williams Company Financial Analyst

MBA Toyota Material Handling USA Marketing Systems & Ecommerce Specialist


130

Master of Education (M.Ed.) Major Employer Job Title

School Psychology Alliance City Schools School Psychologist

Reading and Autism Bellefaire JCB Teacher - Preschool

Reading and Autism M.Ed. Bellefaire JCB Teacher - Preschool

School Psychology CMSD School Psychologist

School Counseling College Now Greater Cleveland College Advisor

M.Ed. Hawken Lower School Teacher - 1st Grade Team

School Counseling Highland Local Schools Teacher - English

Educational Psychology John Carroll University M.Ed. Mandel Jewish Day School Teacher

School Psychology

School Psychologist


Master of Science in Administration (MSA) Major Employer Job Title

MSA EY Assurance

MSA PricewaterhouseCoopers Staff Tax Accountant


Mathematics Major Employer Job Title

Mathematics Century Support Services Account Manager

Mathematics Teaching Chardon High School Math Teacher

Mathematics JVC Northwest Reading and Math Specialist

Mathematics KeyBank Quantitative Analyst Rotational Program

Mathematics Skylight Financial Planner

Major Graduate School Graduate Program Mathematics Business Analytics Seattle University

Mathematics

Bowling Green State University

Master of Arts in Non-Profit Administration Major Employer Job Title

Non-Profit Administration Boy Scouts of America District Executive

Non-Profit Administration Catholic Charities Corporation Director III

Non-Profit Administration Catholic Diocese of Moshi, Tanzania Priest

Non-Profit Administration Cuyahoga Community College Financial Aid Advisor

Non-Profit Administration DANCECleveland Marketing Manager

Non-Profit Administration John Carroll University Assistant Women's Lacrosse Coach

Non-Profit Administration May Dugan Center Development Manager

Non-Profit Administration National Park Service Education Technician

Non-Profit Administration Sisters of Charity Foundation No Graduate School Data Reported

Philosophy No Employment Data Reported

Major Graduate School Graduate Program Philosophy St. Mary Seminary Divinity

Philosophy St. Mary Seminary Divinity, Theology

Philosophy St. Mary Seminary and Graduate School of Theology Divinity

Philosophy St. Mary's Seminary Divinity/Priesthood

Philosophy St. Mary's Seminary Theology

Chemistry, Philosophy The Ohio State University Inorganic Chemistry

131

Physics No Employment Data Reported

Major Graduate School Graduate Program Physics Case Western Reserve University Physics PhD

Physics Miami University Biology

Political Science Major Employer Job Title

Political Science, Spanish Language Alexander Mann Solutions Sourcing Specialist

Political Science AmeriCorps NCCC City Mentor

Political Science, Criminology Cleveland Rape Crisis Center Client Services Specialist

Political Science Franklin County Clerk of Courts Intern

Political Science McCaulley&Company Communication, Political Science Meet the Press/NBC Fellow

Political Science

Fellowship

Major Graduate School Graduate Program Political Science Cleveland Marshall Law Law

Political Science John Carroll University MBA

Political Science London School of Economics Human Rights

Political Science Regents University International Business

Political Science London School of Economics MSC Development Management

Political Science University of San Diego International Business

Political Science, Pre-Law Cleveland Marshall Law Law

Psychology/Psychological Science Major Employer Job Title

Psychology 101st Airborne Division, U.S. Army 2nd Lt., Field Artillery

Psychology 101st Airborne Division, U.S. Army 2nd Lt., Field Artillery

Psychology 945 EN CO Platoon Leader

Industrial/Organizational Psychology Avery Dennison Talent Acquisition

Psychology Bellefaire JCB Autism Youth Counselor

Psychology Bellefaire JCB Autism Youth Counselor

Psychology Bellefaire JCB Child Care Worker

Psychology Cincinnati Children's Hospital Medical

Center Mental Health Specialist

Psychology City Year Corps Member

Psychology City Year Corps Member

Industrial/Organizational Psychology K&D Management HR Assistant

Psychology Kennedy Krieger Institute Data Behavior Specialist

Psychology Monarch Lifeworks Psychology OhioGuidestone Residential Treatment Specialist

Psychology Southern Illinois University Graduate Assistant

Sociology, Psychology Target Assistant Team Leader

Child and Family Psychology Temple Emanu El Teacher

Industrial/Organizational Psychology The Walt Disney Company Merchandise Intern

Psychology The Walt Disney Company College Program: Operations

Psychology United States Army 2nd Lt., Platoon Leader

Major Graduate School Graduate Program Psychology Adler University Clinical PsyD

Psychology Bowling Green State University Clinical Psychology PhD

Psychology Case Western Reserve University Social Work

Psychology Case Western Reserve University Social Work

Psychology Case Western Reserve University Psychology Cleveland State University Clinical Mental Health Counseling

Psychology Cleveland State University Counseling

Psychology Cuyahoga Community College Dental Hygiene

Psychology Erikson Institute Social Work

Psychology John Carroll University Clinical Mental Health Counseling

132



Psychology John Carroll University Counseling

Psychology John Carroll University MBA

Psychology John Carroll University School Counseling

Psychology John Carroll University School Counseling and Mental Health Counseling



Industrial/Organizational Psychology John Carroll University MBA

Industrial/Organizational Psychology John Carroll University MBA

Psychology Kent State University Clinical Mental Health Counseling

Psychology Kent State University Public Health

Sociology, Psychology Kent State University Public Health

Psychology Marymount University Forensic and Legal Psychology

Psychology Southern Illinois University Clinical Psychology PhD

Child and Family Psychology St. Bonaventure University School Counseling

Child and Family Psychology University of Pittsburgh Clinical Health Rehabilitation and Mental Health

Counseling

Forensic Psychology Wright State Clinical Psychology PsyD

Sociology & Criminology Major Employer Job Title

Political Science, Criminology Cleveland Rape Crisis Center Client Services Specialist

Sociology, Criminology Domestic Violence Court of Chicago Intern

Sociology, East Asian Studies Fullbright Fellowship

Sociology, Criminology Local Family Nanny

Sociology, Psychology Target Assistant Team Leader

Criminology The Capital Grille Host

Major Graduate School Graduate Program Sociology, English Case Western Reserve University Social Work

Sociology, Criminology Clinton School of Public Service Public Service

Theology, Sociology John Carroll University Theology

Sociology, Psychology Kent State University Public Health

Sociology Xavier Clinical Mental Health Counseling

Spanish No Employment Data Reported

Major Graduate School Graduate Program Spanish Cleveland State University Foreign Language- Edu

Sports Studies Major Employer Job Title

Sports Studies Spectrum Reach Digital Sales Coordinator


Theology and Religious Studies Major Employer Job Title

Theology and Religious Studies IHM Theology and Religious Studies John Carroll University Instructor

Theology and Religious Studies, Communication Rostro de Cristo Volunteer

Theology and Religious Studies St. Ursula's Catholic Church Youth Minister

Major Graduate School Graduate Program Theology, Sociology John Carroll University Theology

Women's and Gender Studies Employers

Women's and Gender Studies AmeriCorps NCCC Volunteer


133

A special thanks to Sarah Aronson ’18G for her efforts with data entry and the writing of this report. She made it possible. Patrick D. Mullane AVP/Executive Director Center for Career Services

134

RESIDENCE LIFE BY THE NUMBERS: Fall 2017

1611 (Number of students in housing as of September 11, 2017)

125

First year students are living in living-learning

communities (LLCs) in Campion Hall. The LLCs

are collaborative efforts with STEM Faculty and the Honors, Arrupe, and

Leadership programs.

74

Students are living in buy-outs. Buy-

outs are double rooms with only one

assigned resident. These rooms cost

an extra $900/semester. Buy-outs are

popular in the fraternity and sorority

communities. They were also offered

to sophomore students as an

alternative for those who may want a

single room. They allow for additional

revenue generation when there are

vacancies in the halls.

42 students have medical accommodations

29 of these students are housed in medical doubles.

They are assigned a double without a roommate.

13 of these students are assigned a medical single.

9 students have assistive animals (3 students have

Service Animals and 6 students have Emotional Support

Animals).

72 Students are living in single rooms (168

total if the singles in Murphy quad and

triple suites are included). Of this number

40 first year students requested and were

assigned to single rooms. These singles do

not include those assigned for medical

accommodations.

OCCUPANCY______ (AS OF 9/11/17)

Bernet Hall 100 Campion Hall 300 Dolan Hall 185 Hamlin Hall 217 Millor Hall 224 Murphy Hall 280 Pacelli Hall 160 Sutowski Hall 99 Duplexes/Houses 46

135

Division of Student Affairs Dashboard

2016-17 Academic Year

TOTAL UNDERGRADUATE STUDENTS 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

3001 2949 3052 3125 3068 3027

RESIDENCE LIFE OCCUPANCY 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Residence Hall Occupancy (Fall Semester) 1786 1774 1657 * 1776 1724 1663

Total Bed Capacity 1855 1931 1712 1876 1892 1940 **

Occupancy Percentage (Occupants/Bed Capacity) 96.3 91.1 96.8 94.7 91.1 86

Percentage of Undergraduates in University Housing 59.8 60.2 54.3 56.8 56.2 54.9

Notes: * = Murphy Hall Closed for Renovation

**= capacity includes both residence halls and JCU houses/duplexes; previously only used residence halls

STUDENT CONDUCT CASES 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Major Sanctions

Revocation of Admission 1 0 0

Expulsion 1 4 0 1 0 1

Suspension 3 1 4 3 2 0

Termination of Housing Contract 2 0 2 3 1 1

Deferred Suspension 2 8 5 9 1 7

University Probation 21 21 24 22 22 23

Residence Hall/Community Probation 97 89 83 66 59 61

Total 126 123 118 105 85 93

Violations

Drugs (other than alcohol) 88 44 70 27/43 * 33/65* 55 / 92 *

Alcohol 337 361 222 198/275 * 140/187* 164 / 169 *

Sex Offense Policy/Interpersonal Violence Policy 3 7 9 11/14 * 4/7* 3 / 2 *

Vandalism/Property Damage 14 5 10 13/13 * 11/11* 9 / 9*

* Note: number of unique individuals/number of violations

Total 442 417 311 249/345 * 188/270 * 231/272*

NOTES: Red shading = decrease; Green shading = increase

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HEALTH AND WELLNESS CENTER PARTICIPATION 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Physician Visits 476 309 536 767 527 560

Student Referrals to Area Health Centers 55 94 103 112 78 94

Van Transports to Health Care Appointments 191 283 270 242 270 315

Unique Individuals Using Health Center Services * 1377 1228 1320 1110 1025

Total Client Visits 3204 3071 3133 3451 3168 3028

FIRST YEAR ALCOHOL USE (6 weeks into Fall Semester) 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Abstainers/Non-Drinkers Percentages 55 56 60 53 51 50

Light/Moderate Drinkers Percentages 16 16 15 19 21 24

High Risk Drinkers Percentages 29 28 25 28 28 26

Total First Year Student Responses to AlcoholEdu Survey 740 655 753 706 745 680

COUNSELING CENTER PARTICIPATION 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Freshmen 49 34 68 67 82 73

Sophmores 40 56 47 55 57 70

Juniors 48 46 57 49 71 59

Seniors 50 44 56 60 55 76

Graduates 22 14 21 22 20 20

Female/Male Percentages 70/30 67/43 65/45 65/45 72/28 67/33

Unique Students Using Psychiatric Services N/A 26 34 45 42 56

Total Unique Students Using All Counseling Services 222 200 251 253 285 298

VARSITY ATHLETICS 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Total Athletes in All Varsity Sports * 668 646 637 680 731 694

Total Unique Athletes 561 537 531 573 605 591

Unique Athletes by Gender (Male/Female) 393/168 383/154 395/136 404/169 416/189 408/183

* Includes students participating in more than one sport


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RECREATION CENTER ACTIVITIES 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17

Total Intramural (IM) Participants 1595 2121 1794 1963 2224 2014

Unique IM Participants 736 914 906 901 1018 941

Unique IM Participants by Gender (Male/Female) 553/183 681/233 676/230 693/208 691/327 638/303

Total Club Sports Participants 208 201 162 165 179 197

Average Daily Corbo Room Participation * 416 433

* Winter month usage (Nov. - March) ranges from 482-621 per day

CAREER SERVICES 2013/14 2014/15 2015/16 2016/17

Total student appointments 2135 2035 1605 2335

Unique student appointments 1141 943 833 1081

Freshmen 0 19 54 77

Sophomores 25 103 177 399

Juniors 130 199 222 204

Seniors 255 320 197 167

Graduate Students 106 81 48 42

Alumni 281 155 97 62

* Some data on class standing not available


138

John Carroll University Student Affairs Committee


STUDENT AFFAIRS COMMITTEE CHARGE The Student Affairs Committee is responsible for providing oversight of policies and strategies that ensure adequate resources are allocated for student affairs programs and services that create a vibrant, engaging and inclusive campus learning community. The Committee shall also:

Represent students’ interests in the board’s policy-making activities; Ensure that board policy keeps pace with the changing needs of a diverse student body; Ensure adequate resources support:

o Residence life; o Student activities and government; o Athletics and recreation; o Student diversity and inclusion; o Student Community Standards o Health and Counseling Services; o Career Services o JCU Police Department; o Violence prevention.

Ensure proper Board education and compliance around important University matters including accreditation by the Higher Learning Commission and Title IX.

139

AUDIT

COMMITTEE

140

__________________________________________________________________________________

Board of Directors

FISCAL YEAR 2017-18 AUDIT COMMITTEE MEETING DRAFT AGENDAS & MEETING DATES

Monday, August 28, 2017, 10:30 a.m. - Noon – President’s Conference Room

1. Call to Order 2. Review and Approve Draft Minutes of Meeting Held on February 27, 2017 3. BKD Presentation of Management Report 4. Approval of Audited Financial Statements (Including Retirement Plans) 5. BKD Appointment – Three-Year Appointment Through 2019 6. General Counsel Update (Including EthicsPoint) 7. Risk Management Update on New Policies 8. Board and Faculty/Staff COI Disclosure Time Frame 9. Discussion of Upcoming Audit Committee Meetings 10. Other New Business 11. Executive Session

Monday, December 18, 2017, 10:30 a.m. - Noon – Location TBD

1. Call to Order 2. Review and Approve Draft Minutes of Last Meeting 3. Preliminary Review of Form 990 4. Update on Conflict of Interest Reporting 5. General Counsel Update (Including EthicsPoint) 6. Risk Management Update 7. Information Technology Services Update 8. Other New Business 9. Executive Session

Monday, February 26, 2018, 10:30 a.m. - Noon – Location TBD

1. Call to Order 2. Review and Approve Draft Minutes of Last Meeting 3. Final Review of Form 990 4. Conflict of Interest Update – Final Disclosures and Resolutions 5. General Counsel Update (Including EthicsPoint) 6. Risk Management Update 7. May 2018 Audit Committee Meeting with BKD Audit Team 8. Other New Business 9. Executive Session

141

AGENDA

Fiscal Year 2017-18 Audit Committee Meeting Monday, August 28, 2017

10:30 a.m. – Noon President’s Conference Room

1. Call to Order

2. Review and Approve Draft Minutes of Meeting Held on February 27, 2017 (p. 1)

3. Review of Audit Committee Charge (p. 4)

4. BKD Presentation of Management Report

5. Approval of Audited Financial Statements (Including Retirement Plans)

6. BKD Appointment – Three-Year Appointment Through 2019

7. General Counsel Update (Including EthicsPoint) 8. Risk Management Update on New Policies

9. Board and Faculty/Staff COI Disclosure Time Frame

10. Discussion of Upcoming Audit Committee Meetings

11. Other New Business


Call-in Information:

Dial 877-890-9502. When prompted, enter the participant pass code 260895, followed by the # sign. When prompted to record your name, do so and then press #.

Future Meetings: Proposed

December 18, 2017, 10:30-noon February 26, 2018, 10:30-noon

142

Board of Directors Audit Committee Minutes February 27, 2017 APPROVED

Board of Directors

Audit Committee Meeting February 27, 2017

Voting Members: J. Buckley (Chair) (Phone), T. Marchlen (Phone), J. Myers (Phone), D. O’Brien (Phone)

Also Present: M. Bestul, J. Clifford, D. Hareza, R. Mausser and C. Treml (Liaison)

Excused Members: S. Todd

Recording Minutes: S. Miller

Call to Order. J. Buckley called the meeting to order at 1:02 p.m. EST. Approval of Minutes. J. Buckley presented the December 12, 2016 minutes of the Audit

Committee for approval. Motion was made to approve, seconded and APPROVED. Final Review of Form 990.

o The Audit Committee discussed the University’s draft Form 990 for fiscal year 2015. o J. Clifford noted that nothing material had changed since the last version that was circulated

to the Committee, and Committee members’ prior comments had already been incorporated. Committee members noted two new minor edits, which will be incorporated into the final version.

o It was discussed that this is the first year that BKD, LLP, the University’s independent auditors, prepared the Form; in prior years, they have only reviewed it. It was noted that the process should be smoother going forward. The Committee agreed that BKD should continue to prepare the Form 990.

o A redacted copy of the final Form 990 will be provided to all members of the Board of Directors. The return is due April 17, 2017.

Review and Approve Resolution Regarding IRS Form 990 Approval and Distribution. Motion was made to approve, seconded and APPROVED.

General Counsel Update. C. Treml reported on several matters: o Kirsch – This matter involves an auto accident where then-student Rachel Kirsch, a

pedestrian who was walking to class, was hit by a car driven by another student. The University agreed to enter into a tolling agreement to extend the statute of limitations in which Kirsch and her family could file suit against the University. The Kirsch family subsequently expressed interest in negotiations. Mediation was held on January 6, 2017, and a resolution was reached. The monetary amount was paid entirely by the University’s insurer. The University also agreed to develop a distracted driving program for students with an expected launch date of August 1, 2017. The elements of that program are currently being developed.

o OCR – A former student filed a Title IX complaint in June 2016 with the U.S. Department of Education’s Office for Civil Rights (OCR). OCR is conducting a review of that case and the

143


last three years of Title IX cases, as well as the University’s compliance and preventative measures. We have responded to the document requests, provided a chart of cases, and are continuing to assemble individual case files. A new sexual harassment policy went into effect in January 2017.

o NCAA/OAC Concussion Litigation – The OAC has been named in a lawsuit along with the NCAA and Capital University regarding football concussions. The University has not yet been named but could get involved as a member of OAC. A conference call with the OAC presidents and general counsels is scheduled for March.

o A former employee who was terminated based on poor performance raised claims against the University citing ADA discrimination, FMLA violations, and workers’ compensation retaliation. He made a demand of the University through his attorney and after negotiating, a resolution was reached. This matter is closed.

o An applicant for a position in Accountancy filed a charge of age discrimination with the EEOC. We filed a position statement in December 2016, and are awaiting a response from the EEOC.

o Ohio Senate Bill 199, signed on December 19, 2016, amends Ohio’s laws on concealed weapons. While the University can continue to prohibit handguns on University-owned property, it must now permit handguns locked in motor vehicles. The bill goes into effect March 21, 2017.

Information Security Update. M. Bestul entered the meeting at 1:25 p.m. EST and reported on the efforts of Information Technology Services (ITS) to protect the University’s computer system against malware and security risks.

o Over the past several years, ITS has identified a need to protect against ransomware, an attempt by cyber criminals to install malicious software into a system, which essentially locks the system until a sum of money is paid.

o In December 2015, ITS purchased Cylance software, which has proven very effective in recognizing malicious activity.

o M. Bestul reported that a critical component of the solution to eliminating malware issues is employee awareness.

o M. Bestul agreed to provide a cost proposal to the Audit Committee for an employee training program that ITS recommends be mandatory. M. Bestul exited the meeting at 1:40 p.m. EST.

Update on Conflict of Interest (COI) Reporting. o R. Mausser reported that on November 30, 2016, the new electronic COI form was sent to

620 faculty and staff members. There is still one outstanding response, and R. Mausser is following up on that response.

o There were 14 individuals who disclosed a potential conflict, all of which were reviewed and investigated. All 14 individuals received a written response; four were found to have no conflict, and 10 received a management plan to mitigate the conflict.

o The Board of Directors also received the new electronic COI form, and they have all been returned. Four potential conflicts were reported. Responses to those four individuals were prepared, and the Audit Committee discussed and approved sending the responses to the Board members to address the conflicts.

144


Discussion of Upcoming Audit Committee Meetings. o The Committee discussed the need for a meeting on March 14, 2017 and determined that a

meeting on that date was not necessary. o It was agreed that the Committee would like to meet with the BKD audit team in May.

J. Clifford will contact BKD to schedule a date. New Business. There was no new business. Adjourn. J. Buckley adjourned the meeting at 1:58 p.m. EST, and the Audit Committee entered

into an Executive Session.

145

Board of Directors Audit Committee Minutes August 28, 2017 PENDING APPROVAL

Board of Directors

Audit Committee Meeting August 28, 2017

Attending in Person: S. Todd

Attending Via Conference Call: J. Lambesis, T. Marchlen, M. Merriman, J. Myers and D. O’Brien

Others Present: J. Clifford, J. Colleran, D. Hareza, M. Moss, D. Riley and C. Treml Others Present for Portions of Meeting: W. Wetherill (BKD), A. Smith (BKD) and G. Homany Recording Minutes: S. Miller

Call to Order. Roll call was taken, and S. Todd called the meeting to order at 10:30 a.m. EST. Approval of Minutes. S. Todd presented the February 27, 2017 minutes of the Audit Committee

for approval. Motion was made to approve, seconded and APPROVED. Review of Audit Committee Charge. The Committee reviewed the charge of the Audit Committee

in this first meeting of the Committee in 2017-18. Discussion ensued with respect to the last bullet, which D. Riley said was previously added to almost all the committee charges but all do not need. It was determined that reference to HLC and Title IX would remain in the charge as those will continue to be issues for Audit Committee review in the near future. It was agreed that reference to maintaining the Jesuit Catholic mission of the University will be removed and better addressed by the Mission and Identity Committee.

BKD Presentation of Management Report. BKD, LLP, the University’s auditors, presented a management report to the Committee with highlights of the 2017 financial audit. BKD’s report included the following:

o The audit went well with no major issues. o The University’s overall financial position remains solid and has improved since 2016. o There was one audit entry that needed to be adjusted at year-end. It was neither a material

nor significant entry. o Highlights from a financial standpoint include a $17M increase in total assets, a significant

increase in overall total revenue and cash, a strong investment return, and a loss of $3.9M in operating income. D. Hareza explained that the $3.9M includes depreciation charges that are not included in the Management surplus/deficit reports.

o The University compares favorably to Moody’s A-rated colleges from a financial perspective. The University is not as strong related to some tuition metrics compared to some other Ohio schools, such as net tuition per student and the tuition discount rate.

o BKD conducted a single audit for compliance of student financial aid and found no quantitative or qualitative issues as to compliance.

o BKD is generally satisfied with the University’s financial performance and issued an unmodified opinion on the University’s financial statements.

146


o BKD recommends that the University move toward a system-based accounting tool for endowment accounting and donor interaction purposes. D. Hareza reported that he is already working with IT to research the cost of purchasing a program that will track endowment activity. BKD also recommends utilizing a stronger fixed asset tracking system.

J. Clifford, J. Colleran, D. Hareza, M. Moss, D. Riley, C. Treml and S. Miller exited the meeting while the Committee met in executive session with the BKD representatives. The BKD representatives then exited the meeting, and J. Clifford, J. Colleran, D. Hareza, M. Moss, D. Riley, C. Treml and S. Miller re-entered. G. Homany entered the meeting for the first time.

Approval of Audited Financial Statements. Motion was made to approve the Resolution Regarding Approval of Financial Statements, seconded and APPROVED. (Approved Resolution attached)

BKD Appointment – Three-Year Appointment Through 2019. BKD was previously appointed to serve as the University’s independent auditors through 2019. The Committee agreed they are satisfied with BKD’s performance and have no issues with BKD continuing their appointment through 2019.

J. Clifford and M. Moss exited the meeting.

General Counsel Update. C. Treml gave an overview of pending legal or compliance matters, including:

o Kirsch –This matter involved an auto accident where then-student Rachel Kirsch, a pedestrian who was walking to class, was hit by a car driven by another student. A resolution of this matter was ultimately reached, and in accordance with the agreement, the University formed a task force to develop a distracted driving program. That program was launched this week and will continue for two years through 2019.

o OCR – A former student filed a Title IX complaint in June 2016 with the U.S. Department of Education’s Office for Civil Rights (OCR). The University has responded to the document requests, provided a chart of cases for the last three years, and has assembled the individual case files. OCR has not yet asked for copies of any additional documentation.

o NCAA/OAC Concussion Litigation – The OAC was named in a lawsuit along with the NCAA and Capital University regarding football concussions. The University has engaged outside counsel to research liability related to the OAC. G. Homany has updated the University’s concussion protocol and is having that reviewed by United Educators, the University’s insurance carrier.

o IRS Audit – The University received notice of a standard IRS audit of our retirement and deferred compensation plans. The IRS will be visiting campus in September and October to review our plan documents and practices. The University has provided a number of plan documents to the IRS and is compiling more documents by mid-September. The Committee discussed the IRS audit and expected activity.

o EEOC Complaint – An applicant for a faculty position filed a charge of age discrimination with the U.S. Equal Employment Opportunity Commission (EEOC). We have not received a response to the position statement we filed in December 2016.

Risk Management Update on New Policies. G. Homany gave an update on two new University policies and the card access project:

147


o Unmanned Aircraft Systems (Drones) and Model Aircraft Policy. This policy is still in the comment period so will not go into effect until after September 9, 2017. The policy was designed to protect the privacy and safety of the campus community but also has insurance implications. The policy prohibits students, employees and visitors from using drones and model aircraft recreationally on campus, but allows faculty and University use of drones for educational or administrative purposes with approval of Risk Management.

o Use of Video Security Cameras. This policy is in effect and designed for University security purposes. There are restrictions as to how the video cameras are used, and there is a policy oversight committee that reviews the placement of the video cameras.

o Card Access Project. There currently are six card access points in O’Malley, Boler, and the Administration Building. All doors on those buildings can be locked remotely, and there are prop alarms on all the doors. The card access proposal for the Rec/Plex includes three access points, including the varsity gym entrance off Belvoir, the Rec/Plex entrance off the Belvoir parking lot and the Rec/Plex entrance off Keller Commons. All other doors will be manually locked.

Board and Faculty/Staff COI Disclosure Time Frame. It was reported that the Board will receive their Conflict of Interest reporting forms at the September Board meeting, and the faculty and staff will receive their forms in the fall.

Discussion of Upcoming Audit Committee Meetings. The Audit Committee confirmed they are available for meetings on December 18, 2017 from 10:30-noon, and on February 26, 2018 from 10:30-noon.

New Business. There was no new business. Adjourn. S. Todd adjourned the meeting at 12:04 p.m. EST, and the Audit Committee entered into

an Executive Session.

148


RESOLUTION REGARDING APPROVAL OF FINANCIAL STATEMENTS

WHEREAS, pursuant to Article II, Section 2.1 of the Code of Regulations, the Board of Directors (“Board”) is vested with the management and control of the affairs, activities, properties and funds of the University; and WHEREAS, such authority is affirmed through the Board’s general, academic and financial policy-making functions and its responsibilities for the University’s financial health and welfare; and WHEREAS, the Audit Committee is formally charged with oversight of the University’s audits of the consolidated financial statements, federal awards and benefits programs; and WHEREAS, the Audit Committee has reviewed and approved the consolidated financial statements of the University, for the period ending May 31, 2017, completed by BKD, the University’s independent auditors. NOW THEREFORE, pursuant to its stated authority and upon the recommendation of the Audit Committee and the Executive Vice President and Chief Financial Officer, the Board of Directors does hereby approve the consolidated financial statements of the University for the period ending May 31, 2017.

Board of Di rectors

149

Audit Committee ReportJCU Board of Directors

September 20, 2017

Presented By: Jim MyersChair, Audit Committee

150

Results of 2017 AuditBKD, the University’s independent auditors, completed the 2017 Audit.

Presented management report to Audit Committee at Aug. 28, 2017 meeting.

BKD reported a clean audit, with no major issues.

Some key slides from BKD’s Report follow.

151

EXECUTIVE SUMMARY

Audit went well with no major issues. A couple opportunities to enhance controls and efficiencies were identified in the management letter

The University’s financial position remains solid due to balance sheet strength which is driven by endowment

2017 operating performance declined with a wider operating deficit than previous year. While certain reserve and wealth metrics improved because of strong investment return

University continues to lag peers on certain critical net tuition metrics

The University should focus on revenue growth and operating performance to improve financial situation

152

FINANCIAL HIGHLIGHTS – CASH FLOWS

$(0.4)$(0.5)

$(1.4)

$(2.5)

$(3.9)

$2.1

$0.2 $(0.3) $(0.1)

$2.1

2013 2014 2015 2016 2017

Operating Income

Cash Flow - OperatingActivities

Operating income – change in unrestricted net assets before other Nonoperating revenue & expenses

153

FINANCIAL HIGHLIGHTS – STATEMENT OF FINANCIAL POSITION

Selected Financial Data 2017 2016 Chg(in millions)

Cash $9,941,832 $6,197,815 $3.7

Student accounts receivable $695,595 $808,484 $(0.1)

Contributions receivable $1,920,023 $3,729,993 $(1.8)

Investments $221,346,784 $203,720,043 $17.6

Property and equipment $194,522,217 $197,360,950 $(2.8)

Total Assets $438,699,559 $421,546,751 $17.2

Liabilities

Accounts payable & accruals $6,777,682 $7,591,235 $(0.8)

Accrued salaries and wages $10,635,063 $5,756,692 $4.9

Debt $71,035,449 $73,935,706 $(2.9)

Total Liabilities $96,959,923 $95,832,208 $1.1

Net Assets $341,739,636 $325,714,543 $16.0

Total Liabilities and Net Assets $438,699,559 $421,546,751 $17.2

Contributions Receivables No new pledges and

collection on o/s amounts

Investment return approx. 12.9%

Property and equipment $6.7M of additions $9.5M of depreciation

Accrued salaries and Wages Voluntary/Involuntary retirement

$5.0M

Debt Principal payments $2.9M

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CFI AND DOE FINANCIAL STABILITY

155

SCALE FOR CHARTING CFI PERFORMANCE

156

Resolution for Approval of Financial Statements

At Aug. 28, 2017 meeting, Audit Committee reviewed and approved the audited Financial Statements prepared by BKD.

Full Board - Resolution for Approval of Financial Statements In Board Book

157

Annual Conflict of Interest Forms

Annually, Board members complete Conflict of Interest (COI) Forms

Audit Committee is charged with ensuring adherence to COI Policy

Board COI Policy sets out process for review of COI forms and management of conflicts, if necessary (i.e. purchasing conflict etc.)

Paper forms and Board COI Policy are available at your seats and in Board book.

Please complete and hand/provide to Doreen Riley

Asking for return today if possible, or by no later than October 6

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JOHN CARROLL UNIVERSITY Independent Auditor’s Report and Consolidated Financial Statements May 31, 2017 and 2016

159

John Carroll University May 31, 2017 and 2016

Contents

Independent Auditor’s Report ............................................................................................... 1

Consolidated Financial Statements

Statements of Financial Position ........................................................................................................ 3

Statements of Activities ...................................................................................................................... 4

Statements of Cash Flows .................................................................................................................. 6

Notes to Financial Statements ............................................................................................................ 7

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Independent Auditor’s Report

Board of Directors John Carroll University University Heights, Ohio We have audited the accompanying consolidated financial statements of John Carroll University (University) and its subsidiaries, which comprise the consolidated statements of financial position as of May 31, 2017 and 2016, and the related consolidated statements of activities and cash flows for the years then ended, and the related notes to the consolidated financial statements. Management's Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation and maintenance of internal control relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express an opinion on these consolidated financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the University's preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the University's internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

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Opinion In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of John Carroll University and its subsidiaries as of May 31, 2017 and 2016, and the changes in their net assets and their cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Fort Wayne, Indiana September 14, 2017

162

John Carroll University Consolidated Statements of Financial Position

May 31, 2017 and 2016

See Notes to Consolidated Financial Statements 3

2017 2016

AssetsCash and cash equivalents 9,941,832$ 6,197,815$ Student accounts receivable, net of allowance of

$351,000 in 2017; $338,000 in 2016 695,595 808,484 Grants receivable 47,729 84,183 Contributions receivable, net 1,920,023 3,729,993 Prepaid expenses and other assets 1,792,239 1,334,308 Investments 221,346,784 203,720,043 Student notes receivable, net of allowance of

$502,000 in 2017; $514,000 in 2016 4,515,934 4,623,420 Property and equipment, net 194,522,217 197,360,950 Beneficial interests in perpetual trusts 3,917,206 3,687,555

Total assets 438,699,559$ 421,546,751$

Liabilities and Net Assets

Liabilities

Accounts payable and accrued expenses 6,777,682$ 7,591,235$ Accrued salaries and wages 10,635,063 5,756,692 Deposits and advance payments 2,297,531 2,468,398 Deferred revenue 1,214,670 1,112,811 Asset retirement obligations 3,282,838 3,227,882 Debt 71,035,449 73,935,706 U.S. Government refundable advances 1,716,690 1,739,484

Total liabilities 96,959,923 95,832,208

Net Assets

Unrestricted 183,316,935 183,851,928 Temporarily restricted 50,071,392 36,744,857 Permanently restricted 102,412,744 99,109,340

Total University net assets 335,801,071 319,706,125 Noncontrolling interest – unrestricted 5,938,565 6,008,418

Total net assets 341,739,636 325,714,543

Total liabilities and net assets 438,699,559$ 421,546,751$

163

John Carroll University Consolidated Statements of Activities

Year Ended May 31, 2017


UnrestrictedTemporarilyRestricted

PermanentlyRestricted Total

Revenue, Gains and Other SupportTuition and fees 118,412,621$ $ - $ - 118,412,621$ Funded scholarships (10,180,076) - - (10,180,076) Unfunded scholarships and grants-in-aid (60,129,248) - - (60,129,248) Residence and dining fees 18,618,733 - - 18,618,733

Net student fees 66,722,030 - - 66,722,030 Contributions and private grants 2,925,382 4,985,032 2,497,463 10,407,877 Governmental grants and contracts 3,659,300 - - 3,659,300 Investment return designated for operations 5,186,556 5,953,149 - 11,139,705 Interest income 165,549 - - 165,549 Rental income 3,731,108 - - 3,731,108 Other 2,144,065 - - 2,144,065 Net assets released from restrictions 7,118,411 (7,118,411) - -

Total revenue, gains and other support 91,652,401 3,819,770 2,497,463 97,969,634

ExpensesInstruction 34,789,040 - - 34,789,040 Sponsored programs 4,775,596 - - 4,775,596 Academic support 11,959,314 - - 11,959,314 Student services 14,006,999 - - 14,006,999 Institutional support 11,904,691 - - 11,904,691 Auxiliary enterprises 14,587,266 - - 14,587,266 Rental expense 3,548,693 - - 3,548,693

Total expenses 95,571,599 - - 95,571,599

Increase (Decrease) Before Other Activities (3,919,198) 3,819,770 2,497,463 2,398,035

Other ActivitiesEmployee separation expense (4,987,791) - - (4,987,791) Change in value of split-interest agreements - 12,670 229,650 242,320 Investment return in excess of amounts

designated for operations 6,219,815 10,656,541 576,291 17,452,647 Change in fair value of interest rate swap agreements 989,735 - - 989,735 Reclassification of net assets related to underwater

endowment funds 1,162,446 (1,162,446) - -

Total other activities 3,384,205 9,506,765 805,941 13,696,911

Change in Net Assets Attributable to University (534,993) 13,326,535 3,303,404 16,094,946

University Net Assets, Beginning of Year 183,851,928 36,744,857 99,109,340 319,706,125

University Net Assets, End of Year 183,316,935$ 50,071,392$ 102,412,744$ 335,801,071$

2017

164

John Carroll University Consolidated Statements of Activities





Revenue, Gains and Other SupportTuition and fees 115,611,521$ $ - $ - 115,611,521$ Funded scholarships (9,852,944) - - (9,852,944) Unfunded scholarships and grants-in-aid (57,694,149) - - (57,694,149) Residence and dining fees 18,903,218 - - 18,903,218

Net student fees 66,967,646 - - 66,967,646 Contributions and private grants 4,095,449 3,274,584 4,664,522 12,034,555 Governmental grants and contracts 3,634,302 - - 3,634,302 Investment return designated for operations 5,471,653 5,313,051 - 10,784,704 Interest income 154,315 - - 154,315 Rental income 3,782,342 - - 3,782,342 Other 1,464,235 - - 1,464,235 Net assets released from restrictions 6,970,476 (6,970,476) - -

Total revenue, gains and other support 92,540,418 1,617,159 4,664,522 98,822,099

ExpensesInstruction 34,038,656 - - 34,038,656 Sponsored programs 5,708,948 - - 5,708,948 Academic support 12,398,972 - - 12,398,972 Student services 13,081,965 - - 13,081,965 Institutional support 11,266,821 - - 11,266,821 Auxiliary enterprises 15,113,567 - - 15,113,567 Rental expense 3,429,639 - - 3,429,639

Total expenses 95,038,568 - - 95,038,568

Decrease (Increase) Before Other Activities (2,498,150) 1,617,159 4,664,522 3,783,531

Other ActivitiesChange in value of split-interest agreements - (24,683) (332,087) (356,770) Investment return less than amounts designated

for operations (8,554,062) (14,472,816) 690,045 (22,336,833) Change in fair value of interest rate swap agreements (418,528) - - (418,528) Reclassification of net assets related to underwater

endowment funds (1,249,028) 1,249,028 - -

Total other activities (10,221,618) (13,248,471) 357,958 (23,112,131)

Change in Net Assets Attributable to University (12,719,768) (11,631,312) 5,022,480 (19,328,600)

University Net Assets, Beginning of Year 196,571,696 48,376,169 94,086,860 339,034,725

University Net Assets, End of Year 183,851,928$ 36,744,857$ 99,109,340$ 319,706,125$

2016

165

John Carroll University Consolidated Statements of Cash Flows



2017 2016

Operating ActivitiesChange in net assets attributable to the University 16,094,946$ (19,328,600)$ Change in net assets attributable to noncontrolling interest (69,853) (59,332) Items not requiring (providing) operating activities cash flows

Depreciation and amortization 9,444,006 9,424,280 Change in allowance for doubtful accounts 1,000 (45,000) Net realized and unrealized (gains) losses on investments (25,686,850) 14,664,300 Change in fair value of interest rate swap agreements (989,735) 418,528 (Gain) loss on beneficial interest in perpetual trusts (229,650) 332,087 Contributions restricted to endowed funds and acquisition

of capital assets (3,322,825) (5,009,783) Changes in

Student accounts receivable 99,889 (142,053) Contributions receivable 1,809,970 (812,757) Other receivables 155,940 197,590 Prepaid expenses and other assets (478,506) (225,710) Accounts payable and accrued expenses 5,317,212 494,516 Deferred revenue and deposits (69,008) (66,303) Other liabilities 32,162 44,582

Net cash provided by (used in) operating activities 2,108,698 (113,655)

Investing ActivitiesPurchases of property and equipment (6,837,905) (7,249,703) Purchases of investments (21,050,233) (16,267,665) Proceeds from sale of investments 29,110,342 20,851,073

Net cash provided by (used in) investing activities 1,222,204 (2,666,295)

Financing ActivitiesProceeds from issuance of new debt - 22,320,000 Principal payments on debt (2,909,710) (24,584,910) Proceeds from contributions restricted to endowed funds and

acquisition of capital assets 3,322,825 5,009,783

Net cash provided by financing activities 413,115 2,744,873

Increase (Decrease) in Cash and Cash Equivalents 3,744,017 (35,077)

Cash and Cash Equivalents, Beginning of Year 6,197,815 6,232,892

Cash and Cash Equivalents, End of Year 9,941,832$ 6,197,815$

Supplemental Cash Flows InformationInterest paid, net of capitalized interest 2,450,630$ 2,907,931$

166

John Carroll University Notes to Consolidated Financial Statements

May 31, 2017 and 2016

7

Note 1: Nature of Operations and Summary of Significant Accounting Policies

Nature of Operations

John Carroll University (University) is a privately controlled, coeducational, Catholic and Jesuit university located in University Heights, Ohio, a suburb of Cleveland. Founded in 1886, it provides programs in the liberal arts, sciences and business at the undergraduate level and in selected areas at the master’s level. The University’s primary sources of revenue and support are tuition and fees, residence and dining fees, contributions and investment income.

Principles of Consolidation

The consolidated financial statements are comprised of the University’s operations and seven wholly-owned subsidiaries. These include: 1886 Company, Ltd., Ignatius, LLC, Loyola, LLC, Manresa, LLC, Inigo, LLC and Cura Personalis, LLC; which were each formed to hold title to and lease certain real property; and Murphy Hall Holdings, Inc. (Holdings).

Holdings is a C-Corporation organized in 2014 to facilitate the renovation of Murphy Hall which is a 309-bed on-campus building included in the John Carroll University North Quad Historic District that is listed in the National Register of Historic Places, which makes it eligible for Federal and State (Ohio) Historic Tax Credits (Tax Credits) on qualified building renovation expenditures. Holdings has a 98.8 percent ownership interest in Murphy Hall Manager, LLC (Manager) and a 1.0 percent ownership interest in Murphy Hall Master Tenant, LLC (Master Tenant). Murphy Hall, LLC holds title to the Murphy Hall building and land, and is 90 percent owned by Manager and 10 percent owned by Master Tenant. Collectively, these Murphy Hall-related entities and their non-controlling interests, served as conduits for the receipt of the Tax Credits in 2014.

All significant interorganizational accounts and transactions have been eliminated in consolidation.

Use of Estimates

The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenue, expenses, gains, losses and other changes in net assets during the reporting period. Actual results could differ from those estimates.

Cash and Cash Equivalents

The University considers all liquid investments with original maturities of three months or less to be cash equivalents. At May 31, 2017 and 2016, cash equivalents consisted primarily of money market funds.

Cash and cash equivalents related to uninvested cash are considered part of investments in the accompanying consolidated financial statements.

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8

At May 31, 2017, the University’s cash accounts including uninvested cash included in investments exceeded federally insured limits by approximately $25,113,000.

Investments and Investment Return

Investments in equity securities having a readily determinable fair value and in all debt securities are carried at fair value. Other investments are valued at fair value. Investment return includes dividend, interest and other investment income; and realized and unrealized gains and losses on investments carried at fair value.

Investment return that is initially restricted by donor stipulation and for which the restriction will be satisfied in the same year is included in unrestricted net assets. Other investment return is reflected in the statements of activities as unrestricted, temporarily restricted or permanently restricted based upon the existence and nature of any donor or legally imposed restrictions.

The University maintains pooled investment accounts for its endowments. Investment income and realized and unrealized gains and losses from securities in the pooled investment accounts are allocated quarterly to the individual endowment accounts based on the relationship of the fair value of the interest of each endowment to the total fair value of the pooled investments accounts, as adjusted for additions to or deductions from those accounts.

Student Accounts and Notes Receivable

Student accounts receivable are stated at the amount billed to students less applied scholarships and loan proceeds. The University provides an allowance for doubtful accounts, which is based upon a review of outstanding receivables, historical collection information and existing economic conditions. Tuition is generally due at the beginning of the term unless the student has a payment plan. Charges that are past due without payments for three consecutive months, and have had no response to the collection process, are considered delinquent. Delinquent receivables are written off based on individual credit evaluation and specific circumstances of the student.

Notes receivable consist primarily of amounts due under the Federal Perkins Loan Program and are stated at their outstanding principal amounts, net of allowance for doubtful accounts. The federal government guarantees all or a significant portion of loans issued under the Program. Loans are made based on demonstrated financial need and satisfaction of federal eligibility requirements. Principal and interest payments on loans generally do not commence until after the borrower graduates or otherwise ceases enrollment. The University provides an allowance for doubtful notes which is based on a review of outstanding loans, historical collection information and existing economic conditions. Loans that are delinquent continue to accrue interest. Loans that are past due for at least one payment are considered delinquent. Delinquent loans are written off based on individual credit evaluations and specific circumstances of the borrower. Loans with a delinquent balance and still accruing interest amounted to approximately $1,164,000 and $1,344,000 at May 31, 2017 and 2016, respectively.

Property and Equipment

Property and equipment are stated at cost less accumulated depreciation. Depreciation is charged to expense using the straight-line method over the estimated useful lives of the assets. The cost of repairs and maintenance is generally charged to expense in the year incurred.

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9

The estimated useful lives for each major depreciable classification of property and equipment are as follows:

Buildings 30-70 years Land improvements 12 years Equipment, furniture, fixtures and vehicles 3-12 years Library books 20 years

Long-Lived Assets

The University evaluates the recoverability of the carrying value of long-lived assets whenever events or circumstances indicate the carrying amount may have been impaired. No asset impairment was recognized during the years ended May 31, 2017 and 2016.

Bond Origination Costs and Debt Premium

Costs incurred in obtaining long-term financing are deferred and amortized over the term of the related borrowing. Premiums related to the University’s issuance of long-term debt are accreted over the term of the related debt.

Asset Retirement Obligations

Asset Retirement Obligations (ARO) are legal obligations associated with the retirement of long-lived assets. These liabilities are initially recorded at fair value, and the related asset retirement costs are capitalized by increasing the carrying amount of the related assets by the same amount as the liability. Asset retirement costs are depreciated over the useful lives of the related assets. Subsequent to initial recognition, the University records year-to-year changes in the ARO liability resulting from the passage of time. Expense of $54,956 and $52,458 was recorded in fiscal years 2017 and 2016, respectively. Also during fiscal 2017, the change in the ARO liability reflects settlement of liabilities of $0 ($5,772 in fiscal 2016).

Deferred Revenue

Deferred revenue consists primarily of student tuition, housing and other fees received prior to the beginning of an academic term.

Government Grants

Support funded by grants is recognized as the University performs the contracted services or incurs outlays eligible for reimbursement under the grant agreements. Grant activities and outlays are subject to audit and acceptance by the granting agency and, as a result of such audit, adjustments could be required.

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10

Net Assets

The University’s consolidated financial statements have been prepared with a focus on the organization as a whole and to present balances and transactions classified in accordance with the existence or absence of donor-imposed restrictions. Net assets and related activity are classified as unrestricted, temporarily restricted and permanently restricted as follows:

• Unrestricted Net Assets – Net assets that are not subject to donor-imposed restrictions. The unrestricted net asset class includes general and Board-designated assets and liabilities of the University and may be used at the discretion of management to support the University’s purposes and operations.

• Temporarily Restricted Net Assets – Net assets that are subject to donor-imposed restrictions that will be met either by actions of the University or the passage of time. Unconditional promises to give that are due in future periods and are not permanently restricted are classified as temporarily restricted net assets.

• Permanently Restricted Net Assets – Net assets that are subject to donor-imposed restrictions to be maintained in perpetuity by the University. Generally, the donors of these assets permit the University to use all or part of the income earned on related investments for general or specific purposes. Donor-imposed restrictions limiting the use of the assets or their economic benefit neither expire with the passage of time nor can be removed by satisfying a specific purpose.

Contributions

Gifts of cash and other assets received without donor stipulations are reported as unrestricted revenue and net assets. Gifts received with a donor stipulation that limits their use are reported as temporarily or permanently restricted revenue and net assets. When a donor stipulated time restriction ends or purpose restriction is accomplished, temporarily restricted net assets are reclassified to unrestricted net assets and reported in the statements of activities as net assets released from restrictions. Gifts having donor stipulations which are satisfied in the period the gift is received are reported as unrestricted revenue and net assets.

Gifts of land, buildings, equipment and other long-lived assets are reported as unrestricted revenue and net assets unless explicit donor stipulations specify how such assets must be used, in which case the gifts are reported as temporarily or permanently restricted revenue and net assets. Absent explicit donor stipulations for the time long-lived assets must be held, expirations of restrictions resulting in reclassification of temporarily restricted net assets as unrestricted net assets are reported when the long-lived assets are placed in service. Contributions of cash or other assets to be used to acquire land, building and equipment with donor-imposed use are considered to be released at the time of acquisition of such long-lived assets.

Unconditional gifts expected to be collected within one year are reported at their net realizable value. Unconditional gifts expected to be collected over multiple years are reported at the present value of future cash flows using a discount rate adjusted for market conditions to arrive at fair value. Conditional gifts depend on the occurrence of a specified future and uncertain event to bind the potential donor and are recognized as assets and revenue when the conditions are substantially met and the gift becomes unconditional.

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11

Reclassifications

Certain reclassifications have been made to the 2016 financial statements for the adoption of ASU 2015-03, Interest – Imputation of Interest (Subtopic 835-30): Simplifying the Presentation of Debt Issuance Costs, that were deemed to be immaterial. These reclassifications had no effect on change in net assets.

Income Taxes

The University is exempt from income taxes under Section 501(c)(3) of the Internal Revenue Code and a similar provision of state law. However, the University is subject to federal income tax on any unrelated business taxable income. The 1886 Company, Ltd., Ignatius, LLC, Loyola, LLC, Manresa, LLC, Inigo, LLC and Cura Personalis, LLC are wholly-owned limited liability companies that have elected to be treated as disregarded entities for U.S. tax purposes. Murphy Hall Holdings, Inc. has elected to be treated as a C-Corp. The potential amount of income taxes for Murphy Hall Holdings, Inc. is immaterial and there are no significant differences between the tax basis of assets and liabilities and their amounts for financial reporting that would create deferred tax assets and liabilities. The University files tax returns in the U.S. federal jurisdiction.

Self-Insurance

The University has elected to self-insure certain costs related to employee health and accident benefit programs. Costs resulting from noninsured losses are charged to income when incurred. The University has purchased insurance that limits its exposure for individual claims and that limits its aggregate health claim exposure to approximately $6,625,000, or 125 percent of expected claims.

Functional Allocation of Expenses

The costs of supporting various programs and other activities have been summarized on a functional basis in the footnotes to the consolidated financial statements. Certain costs have been allocated among the educational programs, management and general and fundraising categories based on estimates of time spent by University personnel.

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Note 2: Contributions Receivable

Contributions receivable at May 31 consisted of the following:

2017 2016

Due within one year 1,024,065$ 1,660,453$ Due in one to five years 1,002,385 2,363,268 Due after five years - -

2,026,450 4,023,721 Less present value discount (3.50%) and allowance for

uncollectible pledges (106,427) (293,728)

1,920,023$ 3,729,993$

Note 3: Investments and Investment Return

Investments at May 31 consisted of the following:

2017 2016

Cash and cash equivalents 18,304,578$ 16,571,101$ Mutual funds and pooled investment funds

Fixed income 1,786,972 916,985 Large capitalization blend and growth* 68,633,867 62,873,542 International and emerging markets* 22,378,914 19,032,006 Small and mid-capitalization funds* 12,939,607 12,436,297

Fixed income securitiesCorporate bonds 6,723,504 5,339,322 U.S. Treasury and agency bonds 1,465,308 3,665,604 Mortgage-backed securities 2,907,981 5,143,166 Asset-backed securities 335,611 1,394,607

Alternative investmentsMulti-strategy hedge funds 49,346,752 45,455,104 Hedged equity funds 30,757,783 26,469,356 Private equity funds 5,765,907 4,422,953

221,346,784$ 203,720,043$

* These categories include investments in private fund trusts or partnerships that invest

primarily in publicly traded U.S. Common stocks and bonds and international common stocks. The University does not have any unfunded commitments to fund these trusts and partnerships and the investments can either be redeemed at any time, monthly or quarterly per the respective investment agreements.

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Total investment return is comprised of the following:

2017 2016

Interest and dividend income 2,905,503$ 3,112,171$ Net realized and unrealized gains (losses) 25,686,849 (14,664,300)

Total return on investments 28,592,352 (11,552,129) Investment return designated for current operations (11,139,705) (10,784,704)

Net investment return in excess of (less than) amounts designated for current operations 17,452,647$ (22,336,833)$

Alternative Investments

The fair value of alternative investments that have been estimated using the net asset value per share (or its equivalent) as a practical expedient consists of the following at May 31:

Fair ValueUnfunded

Commitments

RedemptionFrequency(if Eligible)

RedemptionNotice Period

Multi-strategy hedge funds (A) 49,346,752$ $ - quarterly/annually 30 - 90 days

Hedged equity funds (B) 30,757,783 - quarterly/annually 30 - 90 days

Private equity funds (C) 5,765,907 3,429,755 N/A N/A

May 31, 2017

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Fair ValueUnfunded

Commitments

RedemptionFrequency(if Eligible)

RedemptionNotice Period

Multi-strategy hedge funds (A) 45,455,104$ $ - quarterly/annually 30 - 90 days

Hedged equity funds (B) 26,469,356 - quarterly/annually 30 - 90 days

Private equity funds (C) 4,422,953 4,376,247 N/A N/A

May 31, 2016

(A) This category includes investments in hedge funds that pursue multiple strategies to diversify risks and reduce volatility. The funds’ composite portfolio includes investments in various U.S. common stock, international common stock, debt securities and private investment funds that employ various long/short, macro-driven, absolute return, arbitrage and event-driven strategies. These investments can be redeemed on the normal terms of the investment agreements.

(B) This category includes investments in hedge funds that invest primarily in U.S. and international common stocks and private securities. Management of these funds can employ a variety of strategies; however, the funds generally are designed to track certain broad market indices with reduced volatility. There are certain withdrawal or redemption restrictions in place for five of the funds into the amount and timing of redemptions.

(C) This category includes several private equity funds that invest in early stage, high-growth private companies, growth equity financing, leverage buyouts, securities and other obligations of distressed businesses and financially troubled companies. These investments are not eligible for elective redemptions. Instead, the nature of the investments in this category is that distributions are received through liquidation of the underlying assets of the fund. It is estimated the underlying assets of the funds will be liquidated over the next 1 – 6 years.

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Note 4: Property and Equipment

Property and equipment is comprised of the following at May 31:

2017 2016

Land and land improvements 19,226,617$ 18,677,837$ Buildings 251,719,406 250,277,284 Furniture, fixtures, equipment and vehicles 50,281,536 45,833,421 Library books 21,236,061 21,104,633 Construction in progress 327,619 322,820

342,791,239 336,215,995 Less accumulated depreciation (148,269,022) (138,855,045)

194,522,217$ 197,360,950$

The University has entered into contracts for the construction and renovation of certain facilities. Remaining contract payments total approximately $1,189,000 and $759,000 at May 31, 2017 and 2016, respectively.

Note 5: Beneficial Interests in Perpetual Trusts

The University is the beneficiary under various perpetual trusts administered by outside parties. Under the terms of the trusts, the University has the irrevocable right to receive income earned on the trust assets in perpetuity, but never receives the assets held in trust. The estimated value of the expected future cash flows is $3,917,206 and $3,687,555, which represents the fair value of the trust assets at May 31, 2017 and 2016, respectively. The income from these trusts was $190,726 and $194,401 for 2017 and 2016, respectively.

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Note 6: Employee Separation Expense

In fiscal year 2017, the University recognized special charges of $4,987,791 in connection with the separation of employees due to a reorganization and downsizing of its workforce. In connection with the charges, approximately 85 employees will separate from the University in fiscal years 2018 and 2019. These amounts include 71 staff and faculty members who volunteered to participate in the University’s Faculty and Staff Voluntary Separation Incentive Plan (FSVSIP) that was announced in the spring of 2017. Under the FSVSIP, each eligible faculty will receive one year of salary and benefits and each staff member receives nine months of salary and benefits. Amounts under the plan will begin being disbursed in July 2017. As of May 31, 2017, the remaining unpaid accrual related to the voluntary and involuntary separations was $4,987,791.

Note 7: Line of Credit

The University has a $7,500,000 unsecured revolving bank line of credit expiring in October 2017. During the fiscal years 2017 and 2016, there were no borrowings against this line. Interest on advances is payable monthly and varies with the one-month LIBOR rate plus 1 percent. The one-month LIBOR rate was 1.05 percent on May 31, 2017.

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Note 8: Debt

Debt consisted of the following at May 31:

2017 2016

2001 State of Ohio Higher Educational Facility RevenueBonds Series A original issue $17,700,000, interest is

determined weekly by the USD-SIFMA Municipal Swap Index rate and was 0.76% at May 31, 2017; principaldue in annual installments beginning in November 1, 2019, from $400,000 in 2019 to $1,100,000 in 2027.Unamortized debt issuance costs were $42,081 and $48,212at May 31, 2017 and 2016, respectively. 10,700,000$ 10,700,000$

2014 State of Ohio Higher Education Facility Refunding RevenueBonds original issue $14,120,000, interest at fixed rates ranging from 2.25% to 3.00%, depending on term of bonds,principal due in annual installments on September 1 from#2,000,000 in 2017 through 2018 and term bonds of$3,000,000 due September 1, 2032, and $3,120,000 dueSeptember 1, 2033. Unamortized debt issuance costswere $72,673 and $142,802 at May 31, 2017 and 2016,respectively. 10,120,000 12,120,000

2016 State of Ohio Higher Education Facility Refunding Revenue Bonds original issue $22,320,000, interest at fixed rates ranging from 3.88% to 4.07%, depending on term of bonds, principal due in annual installments on April 1 from $1,265,000 in 2029 to $2,670,000 in 2041. Unamortized debt issuance costs were$284,886 and $301,725 at May 31, 2017 and 2016, respectively. 22,320,000 22,320,000

Note payable, secured by property, interest rate of 3.79%, payable monthly, due April 2023 20,522,145 21,083,629

Note payable, secured by property, interest rate of 3.61%, payable monthly, due March 2021 2,656,595 2,769,302 Note payable, secured by property, interest rate of 5.19%,

payable monthly, due June 2018 2,408,100 2,521,293 Note payable, secured by property, interest rate of 3.55%,

payable monthly, due December 2018 2,394,958 2,517,284

71,121,798 74,031,508 Plus unamortized premium 313,291 396,937 Less unamortized debt issuance costs (399,640) (492,739)

71,035,449$ 73,935,706$

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18

In connection with the issuance of the 2001, 2014 and 2016 bonds, the trustee, as lessor, and the University, as lessee, have entered into a lease for various facilities. Under the terms of the lease, the University is required to make rental payments in amounts sufficient to pay the principal, interest and any premium on the bonds whether at maturity, upon accelerations or upon redemption. In order to secure the University’s commitment to pay the trustee the lease payments, the trustee has a security interest in the various facilities.

The University has a letter of credit totaling $10,700,000 related to the financing of the 2001 Series A bonds. The bonds are subject to a remarketing agreement and are remarketed weekly. In the event the remarketing of the bonds fails, the letter of credit will be drawn to redeem all or a portion of the outstanding obligations from the holder(s). If such a draw occurs, the draw will be payable in various installments as set forth in the reimbursement agreement. Interest on the drawings shall be at a rate equal to the base rate which is defined as the higher of the financial institution’s prime rate, adjusted one-month LIBOR rate or 6.50 percent during the period of 120 days following the drawing and thereafter at a rate equal to the base rate plus 1.00 percent. The letter of credit expires January 15, 2020.

Aggregate annual principal payments required on debt as of May 31 are as follows by fiscal year:

2018 $ 2,945,910 2019 7,283,835 2020 1,154,504 2021 4,146,202 2022 1,878,330 Thereafter 53,713,017

$ 71,121,798

The bond agreements contain certain financial and nonfinancial covenants, including continuation of use of University facilities for educational purposes, maintenance of insurance policies and availability of certain financial records. As of May 31, 2017 and 2016, the University believes it is in compliance with these covenants.

The University capitalizes interest costs as a component of construction in progress, based on the weighted-average rates paid for long-term borrowing. Total interest incurred each year was:

2017 2016

Interest costs charged to expense $ 2,580,792 $ 2,703,842

Total interest incurred $ 2,580,792 $ 2,703,842

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Note 9: Derivative Financial Instruments — Interest Rate Swap Agreements

As a strategy to maintain acceptable levels of exposure to the risk of changes in future cash flows due to interest rate fluctuations, the University has entered into various interest rate swap agreements for its variable rate debt. The agreements are recorded at fair value with subsequent changes in fair value included in the statements of activities.

On June 1, 2011, the University entered into a 20-year interest rate swap agreement with an early termination option in the seventh year for its variable rate debt related to a $3,000,000 term note. The agreement provides for the University to receive interest from the counterparty at the USD-LIBOR-BBA-Bloomberg Index and to pay interest to the counterparty at a fixed rate of 5.19 percent on a notional amount of $2,408,100 at May 31, 2017. The difference between the variable and fixed interest rate is settled monthly and is included in interest expense.

On December 19, 2011, the University entered into a 10-year interest rate swap agreement with an early termination option in the seventh year for its variable rate debt related to a $3,000,000 term note. The agreement provides for the University to receive interest from the counterparty at the USD-LIBOR-BBA-Bloomberg Index and to pay interest to the counterparty at a fixed rate of 3.55 percent on a notional amount of $2,394,958 at May 31, 2017. The difference between the variable and fixed interest rate is settled monthly and is included in interest expense.

On May 15, 2013, the University entered into an eight-year interest rate swap agreement that was effective January 2, 2015, with the intent of reducing the impact of changes in interest rates on its convertible construction line of credit and its subsequent conversion into a term note in 2015. The agreement provides for the University to receive interest from the counterparty at the USD-LIBOR-BBA-Bloomberg Index rate and to pay interest to the counterparty at a fixed rate of 3.79 percent on a notional amount of $20,522,145 at May 31, 2017. The difference between the variable and fixed interest rate are settled monthly.

On March 3, 2014, the University entered into a seven-year interest rate swap agreement for its variable rate debt related to a $3,000,000 term note. The agreement provides for the University to receive interest from the counterparty at the USD-LIBOR-BBA-Bloomberg Index and to pay interest to the counterparty at a fixed rate of 3.61 percent on a notional amount of $2,656,595 at May 31, 2017. The difference between the variable and fixed interest rate is settled monthly and is included in interest expense.

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The table below presents certain information regarding the University’s interest rate swap agreements:

2017 2016

Fair value of interest rate swap agreements (1,051,358)$ (2,041,093)$

Statement of financial position location of fair value amount

Accountspayable and

accrued expenses

Accountspayable and

accrued expenses

Gain (loss) recognized in change in net assets 989,735$ (418,528)$

Location of gain (loss) recognized in change in net assets

Change in valueof interest rate

swap agreement

Change in value of interest rate

swap agreement

Note 10: Functional Expenses

Expenses by functional classification are as follows:

2017 2016

Educational programs $ 86,831,304 $ 86,689,995 Management and general 4,971,356 4,482,872 Fundraising 3,768,939 3,865,701

Total expenses $ 95,571,599 $ 95,038,568

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Note 11: Net Assets

Temporarily Restricted Net Assets

Temporarily restricted net assets are available for the following purposes or periods:

2017 2016

Scholarships 2,944,177$ 2,044,301$ Instruction 1,150,130 529,733 Unexpended property and equipment funds 460,015 127,360 Academic support, research and other 8,042,230 5,555,798 Accumulated earnings on endowed funds 36,952,917 27,458,820 Contributions receivable 521,923 1,028,845

Total temporarily restricted net assets 50,071,392$ 36,744,857$

Permanently Restricted Net Assets

Permanently restricted net assets at May 31 are restricted to:

2017 2016Investment in perpetuity, the income of which is expendable to support

Scholarships $ 56,835,734 $ 54,036,892 Instruction and academic support 34,176,028 32,856,831 Other 5,792,402 5,542,045

Beneficial interest in perpetual trusts 3,917,206 3,687,555 Contributions receivable, net 1,374,489 2,677,537 Other 316,885 308,480

Total permanently restricted net assets $ 102,412,744 $ 99,109,340

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Net Assets Released From Restrictions

Net assets were released from donor restrictions by incurring expenses satisfying the restricted purposes or by occurrence of other events specified by donors as follows:

2017 2016Purpose restrictions accomplished

Scholarship and instruction $ 6,155,526 $ 5,647,223 Academic support, research and other 779,982 1,083,373

Property and equipment acquired and placed in service 182,903 239,880

Total net assets released from restriction $ 7,118,411 $ 6,970,476

Net Asset Transactions With Noncontrolling Interest

The following shows the effects of any changes in the University’s ownership interest in its subsidiaries on the University’s net assets:

2017 2016

Change in unrestricted net assets attributable toUniversity (534,993)$ (12,719,768)$

University unrestricted net assets, beginning of year 183,851,928 196,571,696

Total University unrestricted net assets,end of year 183,316,935 183,851,928

Beginning of year net assets – noncontrolling interest 6,008,418 6,067,750 interest (69,853) (59,332)

Total unrestricted net assets 189,255,500$ 189,860,346$

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Note 12: Endowed Funds

The University’s endowed funds consist of approximately 350 individual funds established for a variety of purposes. The endowed funds include both donor-restricted endowed funds and funds designated by the governing body to function as endowed funds (Board-designated endowed funds). As required by accounting principles generally accepted in the United States of America (GAAP), net assets associated with endowed funds, including Board-designated endowed funds, are classified and reported based on the existence or absence of donor-imposed restrictions.

The University’s governing body has interpreted the State of Ohio Uniform Prudent Management of Institutional Funds Act (Ohio UPMIFA) as requiring preservation of the fair value of the original gift as of the gift date of the donor-restricted endowed funds absent explicit donor stipulations to the contrary. As a result of this interpretation, the University classifies as permanently restricted net assets (a) the original value of gifts donated to the permanent endowed funds, (b) the original value of subsequent gifts to the permanent endowed funds and (c) accumulations to the permanent endowed funds made in accordance with the direction of the applicable donor gift instrument at the time the accumulation is added to the fund. The remaining portion of donor-restricted endowed funds is classified as temporarily restricted net assets until those amounts appropriated for expenditure by the University in a manner consistent with the standards prescribed by Ohio UPMIFA. In accordance with Ohio UPMIFA, the University considers the following factors in making a determination to appropriate or accumulate donor-restricted endowed funds:

• Duration and preservation of the fund

• Purposes of the University and the fund

• General economic conditions

• Possible effect of inflation and deflation

• Expected total return from investment income and appreciation or depreciation of investments

• Other resources of the University

• Investment policies of the University

The composition of net assets by type of endowed fund at May 31, 2017 and 2016, was:



Donor-restricted (101,433)$ 36,952,916$ 96,804,164$ 133,655,647$ Board-designated 75,617,772 - - 75,617,772

Total 75,516,339$ 36,952,916$ 96,804,164$ 209,273,419$

2017

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Donor-restricted (1,263,879)$ 27,458,820$ 92,435,768$ 118,630,709$ Board-designated 69,032,313 - - 69,032,313

Total 67,768,434$ 27,458,820$ 92,435,768$ 187,663,022$

2016

Changes in endowed net assets for the years ended May 31, 2017 and 2016, were:

UnrestrictedTemporarily Restricted

Permanently Restricted Total

Endowment net assets, beginning of year 67,768,434$ 27,458,820$ 92,435,768$ 187,663,022$

Investment returnInvestment income 2,905,503 - - 2,905,503 Net realized and unrealized appreciation 8,500,867 16,609,691 576,291 25,686,849

Total investment return 11,406,370 16,609,691 576,291 28,592,352 Contributions 365,645 - 3,792,105 4,157,750 Appropriation of endowment

assets for expenditure (5,186,556) (5,953,149) - (11,139,705) Net transfer for underwater

endowed funds 1,162,446 (1,162,446) - -

Endowment net assets, end of year 75,516,339$ 36,952,916$ 96,804,164$ 209,273,419$

2017

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UnrestrictedTemporarily Restricted

Permanently Restricted Total

Endowment net assets, beginning of year 77,412,145$ 40,682,608$ 87,102,235$ 205,196,988$

Investment returnInvestment income 3,112,171 - - 3,112,171 Net realized and unrealized (depreciation) appreciation (6,194,582) (9,159,765) 690,047 (14,664,300)

Total investment return (3,082,411) (9,159,765) 690,047 (11,552,129) Contributions 159,381 - 4,643,486 4,802,867 Appropriation of endowment

assets for expenditure (5,471,653) (5,313,051) - (10,784,704) Net transfer for underwater

endowed funds (1,249,028) 1,249,028 - -

Endowment net assets, end of year 67,768,434$ 27,458,820$ 92,435,768$ 187,663,022$

2016

Amounts of donor-restricted endowed funds classified as permanently and temporarily restricted net assets at May 31 consisted of:

2017 2016Permanently restricted net assets, portion of perpetual

endowment funds required to be retained permanently by explicit donor stipulation or Ohio UPMIFA $ 96,804,164 $ 92,435,768

Temporarily restricted net assets, portion of perpetual endowment funds subject to a time restriction under Ohio UPMIFA, with purpose restrictions 36,952,916 27,458,820

From time to time, the fair value of assets associated with individual donor-restricted endowed funds may fall below the level the University is required to retain as a fund of perpetual duration pursuant to donor stipulation or Ohio UPMIFA. In accordance with GAAP, deficiencies of this nature are reported in unrestricted net assets and aggregated $101,433 and $1,263,879 at May 31, 2017 and 2016, respectively. These deficiencies resulted from unfavorable market fluctuations that occurred shortly after investment of new permanently restricted contributions and continued appropriation for certain purposes that was deemed prudent by the governing body.

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The University has adopted investment and spending policies for endowed assets that attempt to provide a predictable stream of funding to programs and other items supported by its endowment while seeking to maintain the purchasing power of the endowed funds. Endowed assets include those assets of donor-restricted endowed funds the University must hold in perpetuity or for donor-specified periods, as well as those of Board-designated endowed funds. Under the University’s policies, endowed assets are invested in a manner that is intended to produce results that exceeds inflation by 5.0 percent annually. Actual returns in any given year may vary from this amount.

To satisfy its long-term rate of return objectives, the University relies on a total return strategy in which investment returns are achieved through both current yield (investment income such as dividends and interest) and capital (depreciation) appreciation (both realized and unrealized). The University targets a diversified asset allocation that places a greater emphasis on equity-based investments to achieve its long-term return objectives within prudent risk constraints.

The University has a policy (the spending policy) of appropriating for expenditure 5.0 percent and 4.75 percent for 2017 and 2016, respectively, of its endowed fund’s average fair value over the prior three years. In establishing this policy, the University considered the long-term expected return on its endowed funds. Accordingly, over the long-term, the University expects the current spending policy to allow its endowed funds to grow at an average of 0.75 percent above inflation annually. This is consistent with the University’s objective to maintain the purchasing power of endowed assets held in perpetuity or for a specified term, as well as to provide additional real growth through new gifts and investment return. In addition, for fiscal years 2017 and 2016, the Board authorized the appropriation of an additional $1,500,000 and $2,000,000, respectively, to fund certain strategic initiatives.

Note 13: Employee Retirement Benefits

The University has a defined contribution plan. Retirement benefits are provided for employees through Teachers Insurance and Annuity Association/College Retirement Equities Fund (TIAA-CREF), a national organization used to fund retirement benefits for educational institutions and certain other not-for-profit organizations. The University’s contributions are based on eligible compensation. The University’s contributions to the plan were $2,364,387 and $2,399,641 for the years ended May 31, 2017 and 2016, respectively. The University also has a nontrusteed private 457(b) deferred compensation plan (457 Plan) for certain employees with any employer contributions to be made on a discretionary basis. The University made no contributions to the 457 Plan for the years ended 2017 and 2016.

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Note 14: Disclosures About Fair Value of Assets and Liabilities

Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Fair value measurements must maximize the use of observable inputs and minimize the use of unobservable inputs. There is a hierarchy of three levels of inputs that may be used to measure fair value:

Level 1 Quoted prices in active markets for identical assets or liabilities

Level 2 Observable inputs other than Level 1 prices, such as quoted prices for similar assets or liabilities; quoted prices in markets that are not active; or other inputs that are observable or can be corroborated by observable market data for substantially the full term of the assets or liabilities

Level 3 Unobservable inputs supported by little or no market activity and are significant to the fair value of the assets or liabilities

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Recurring Measurements

The following tables present the fair value measurements of assets and liabilities recognized in the accompanying consolidated statements of financial position measured at fair value on a recurring basis and the level within the fair value hierarchy in which the fair value measurements fall at May 31, 2017 and 2016:

Fair Value

Quoted Prices in

ActiveMarkets for

Identical Assets

(Level 1)

Significant Other

Observable Inputs

(Level 2)

SignificantUnobservable

Inputs(Level 3)

Financial AssetsInvestments

Cash equivalentsMoney market funds $ 1,922,763 $ 1,922,763 $ - $ -

Mutual funds and pooled investment funds

Fixed income 1,786,972 1,786,972 - -

Large capitalization blend and growth (A) 68,633,867 16,149,771 - -

International and emerging markets (A) 22,378,914 7,601,022 - -

Small and mid-capitalization funds (A) 12,939,607 6,285,855 - -

Total mutual funds and pooledinvestment funds 105,739,360 31,823,620 - -

Fixed income securitiesCorporate bonds 6,723,504 - 6,723,504 -

U.S. Treasury & agency bonds 1,465,308 - 1,465,308 -

Mortgage-backed securities 2,907,981 - 2,907,981 -

Asset-backed securities 335,611 - 335,611 -

Total fixed income securities 11,432,404 - 11,432,404 -

Alternative investmentsMulti-strategy hedge funds measured at

net asset value (A) 49,346,752 - - -

Hedged equity funds measured atnet asset value (A) 30,757,783 - - -

Private equity funds measured at net asset value (A) 5,765,907 - - -

Total alternative investments 85,870,442 - - -

Total for investmentsBeneficial interest in perpetual trusts 3,917,206 - - 3,917,206

Total fair value of recurringmeasurements 208,882,175$ 33,746,383$ 11,432,404$ 3,917,206$

Financial LiabilitiesInterest rate swap agreements (1,051,358)$ $ - (1,051,358)$ $ -

2017Fair Value Measurements Using

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Fair Value

Quoted Prices in

ActiveMarkets for

Identical Assets

(Level 1)

Significant Other

Observable Inputs

(Level 2)

SignificantUnobservable

Inputs(Level 3)

Financial AssetsInvestments

Cash equivalentsMoney market funds $ 275,241 $ 275,241 $ - $ -

Mutual funds and pooled investment fundsFixed income 916,985 916,985 - - Large capitalization blend and growth (A) 62,873,542 15,395,007 - - International and emerging markets (A) 19,032,006 6,259,890 - - Small and mid-capitalization funds (A) 12,436,297 7,028,689 - -

Total mutual funds and pooledinvestment funds 95,258,830 29,600,571 - -

Fixed income securitiesCorporate bonds 5,339,322 - 5,339,322 - U.S. Treasury & agency bonds 3,665,604 - 3,665,604 - Mortgage-backed securities 5,143,166 - 5,143,166 - Asset-backed securities 1,394,607 - 1,394,607 -

Total fixed income securities 15,542,699 - 15,542,699 -

Alternative investmentsMulti-strategy hedge funds measured at

net asset value (A) 45,455,104 - - - Hedged equity funds measured at

net asset value (A) 26,469,356 - - - Private equity funds measured at

net asset value (A) 4,422,953 - - -

Total alternative investments 76,347,413 - - -

Total for investmentsBeneficial interest in perpetual trusts 3,687,555 - - 3,687,555

Total fair value of recurringmeasurements 191,111,738$ 29,875,812$ 15,542,699$ 3,687,555$

Financial LiabilitiesInterest rate swap agreements $ (2,041,093) $ - $ (2,041,093) $ -

2016Fair Value Measurements Using

(A) Certain investments that are measured at fair value using the net asset value per share (or its equivalent) practical expedient have not been classified in the fair value hierarchy. The fair value amounts included above are intended to permit reconciliation of the fair value hierarchy to the amounts presented in the statements of financial position.

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Following is a description of the valuation methodologies and inputs used for assets and liabilities measured at fair value on a recurring basis and recognized in the accompanying consolidated statements of financial position, as well as the general classification of such assets and liabilities pursuant to the valuation hierarchy. There have been no significant changes in the valuation techniques during the year ended May 31, 2017. For assets classified within Level 3 of the fair value hierarchy, the process used to develop the reported fair value is described below. The University has no assets or liabilities measured at fair value on a nonrecurring basis.

Cash Equivalents and Investments

Where quoted market prices are available in an active market, securities are classified within Level 1 of the valuation hierarchy. If quoted market prices are not available, then fair values are estimated by using quoted prices of securities with similar characteristics or independent asset pricing services and pricing models, the inputs of which are market-based or independently sourced market parameters, including, but not limited to, yield curves, interest rates, volatilities, prepayments, defaults, cumulative loss projections and cash flows. Such securities are classified in Level 2 of the valuation hierarchy. In certain cases where Level 1 or Level 2 inputs are not available, securities are classified within Level 3 of the hierarchy.

Beneficial Interest in Perpetual Trusts

Fair value is estimated at the present value of the future distributions expected to be received over the term of the agreement. Due to the nature of the valuation inputs, the interest is classified within Level 3 of the hierarchy.

Interest Rate Swap Agreements

The fair value is estimated using forward-looking interest rate curves and discounted cash flows that are observable or that can be corroborated by observable market data and, therefore, are classified within Level 2 of the valuation hierarchy.

Level 3 Valuation Process

Fair value determinations for Level 3 measurements of securities and trusts are the responsibility of the Finance Office. The Finance Office contracts with a pricing specialist to generate fair value estimates on a monthly or quarterly basis. The Finance Office challenges the reasonableness of the assumptions used and reviews the methodology to ensure the estimated fair value complies with accounting standards generally accepted in the United States.

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Level 3 Reconciliations

The following is a reconciliation of the beginning and ending balances of recurring fair value measurements recognized in the accompanying statements of financial position using significant unobservable (Level 3) inputs:

BeneficialInterest in Perpetual

Trusts

Balance, June 1, 2015 $ 4,019,642 Total realized and unrealized losses included in change in net assets (332,087)Purchases - Sales - Transfers out of Level 3 -

Balance, May 31, 2016 3,687,555 Total realized and unrealized gains included in change in net assets 229,651 Purchases - Sales - Transfers out of Level 3 -

Balance, May 31, 2017 $ 3,917,206

The total realized and unrealized gains and losses noted above are all attributable to the change in unrealized gains or losses related to assets still held at the reporting date.

Unobservable (Level 3) Inputs

The following tables present quantitative information about unobservable inputs used in recurring Level 3 fair value measurements:

Fair Value at May 31, 2017

Valuation Technique

Unobservable Inputs Range

Beneficial interest in perpetual trusts 3,917,206$

Fair valueof trust assets

Discount ratesMarket return rates N/A

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Fair Value at May 31, 2016

Valuation Technique

Unobservable Inputs Range

Beneficial interest in perpetual trusts 3,687,555$

Fair valueof trust assets

Discount ratesMarket return rates N/A

Sensitivity of Significant Unobservable Inputs

The following is a discussion of the sensitivity of significant unobservable inputs, the interrelationships between those inputs and other unobservable inputs used in recurring fair value measurement and of how those inputs might magnify or mitigate the effect of changes in the unobservable inputs on the fair value measurement.

Beneficial Interest in Perpetual Trusts

The significant unobservable inputs used in the fair value measurement of the University’s beneficial interest in perpetual trusts are discount rates and market return rates. The discount rate of the trust is the interest rate utilized to discount future cash flows in a present value cash flow calculation. The discount rate used often represents the return market participants’ would demand on similar assets. Therefore, significant increases (decreases) in the discount rate used would result in (lower) higher fair value measurement.

Note 15: Related Party Transactions

Members of the Jesuit Community of John Carroll University (Community) serve on the University’s faculty and administration under individual employment agreements. Salaries related to these employment agreements are paid in total to the Community. In the opinion of University’s management, such employment agreements are comparable to those of other employees. Members of the Community do not participate in the University’s employee benefits programs. However, the University does pay to the Community an amount approximating the cost of such benefits as if they had been provided for each Community member employed by the University.

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Note 16: Significant Estimates, Concentrations and Contingencies

Accounting principles generally accepted in the United States of America require disclosure of certain significant estimates and current vulnerabilities due to certain concentrations.

Investment Risks and Uncertainties

The University invests in various investment securities. Investment securities are exposed to various risks such as interest rate, market and credit risks. Due to the level of risk associated with certain investment securities, it is at least reasonably possible that changes in the values of investment securities will occur in the near term and that such changes could materially affect the investment amounts reported in the consolidated statements of financial position.

Concentrations

Approximately 67 percent and 79 percent of pledges receivable were due from one donor and two donors, respectively, for the years ended May 31, 2017 and 2016, respectively.

Note 17: Subsequent Events

Subsequent events have been evaluated through the date of the Independent Auditor’s Report, which is the date the consolidated financial statements were issued.

Subsequent to year-end, the University refinanced the Notes Payable due in June 2018 and December 2018. The note payable originally due in December 2018 is now due in August 2024 at an interest rate of 3.53 percent. The note due in June 2018 is now due August 2024 at an interest rate of 3.728 percent. All other terms and conditions of the notes remain substantially the same.

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JOHN CARROLL UNIVERSITY CONFLICT OF INTEREST POLICY

BOARD OF DIRECTORS

Introduction When elected to serve on the John Carroll University Board, directors assume a duty of loyalty to the university. This duty requires that directors act fairly and in the best interests of the university. Directors may be susceptible to conflicts of interest because they may find themselves in circumstances in which certain financial or other interests could impair their duty to act in the best interests of the university. In addition, directors may have access to confidential information which could be used to the financial or other material benefit of themselves, their family or business associates. Therefore, all directors are expected to avoid or disclose actual conflicts or the appearance of conflicts of interest. Terms An actual conflict or the appearance of a conflict of interest exists whenever directors, their family members, or their associates are doing business with or proposing to do business with the university. An actual conflict or the appearance of a conflict of interest exists whenever directors, their family members, or associates receive gifts, compensation, services, materials, or entertainment from anyone doing business or proposing to do business with the university unless:

• the gifts, etc., are occasional and reasonably modest; or • the director intends to reciprocate, either personally or according to the

university’s expense reimbursement procedures. Family includes spouses, parents, siblings, and children. Associates include any trust, organization, or enterprise in which the director or any family member:

• is a director, officer, employee, member, or trustee; or • has a significant financial interest or any other interest which enables them to

exercise control or significantly influence policy.

Associates also include persons with whom the director or family member is in partnership. Persons have a significant financial interest if they:

• are the actual or beneficial owners of more than five (5) percent of the voting stock or controlling interest of an organization; or

• receive more than $10,000 annually from the organization.

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Responsibilities Every director is to:

• review this policy annually and acknowledge compliance by signing the attached Annual Disclosure Statement and returning it by the designated date; and

• disclose as they arise any actual or apparent conflicts of interest.

Disclosure of Conflicts as They Arise Upon discovering that an actual conflict or the appearance of a conflict exists, the director involved must disclose the nature and extent of the conflict in writing.

• Directors must disclose such conflicts to the Executive Committee of the Board of Directors and the Secretary of the Board of Directors.

Resolution of Conflicts Whenever an actual conflict or the appearance of a conflict has been disclosed, the Executive Committee and the Secretary of the Board will consult, as appropriate, with the director and the board and decide one of the following:

• there is no actual conflict or appearance of conflict; • an actual conflict or the appearance of a conflict exists, but one too insubstantial

to warrant further action; or • an actual conflict or the appearance of a conflict exists that warrants further

action. When an actual conflict or the appearance of a conflict exists, the director involved may be required to:

• refrain from deliberations and decisions concerning the university policy, contract, or purchase which is the subject of the conflict; or • comply with similar resolutions designed to remedy or avoid the conflict.

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CONFLICT OF INTEREST QUESTIONNAIRE & ANNUAL DISCLOSURE NAME: __________________________________ Date:_________________________ I acknowledge that I have read John Carroll University’s (the “University”) Conflict of Interest Policy applicable to the Board of Directors and I am filing this form in accordance with the Policy. I understand that the University is a charitable organization and that in order to maintain its Federal tax exemption, it must engage primarily in activities which accomplish one or more of its tax-exempt purposes, it may not be operated for the benefit of private interests, and its net earnings may not inure to the benefit of any private individual. Answers should cover the period of the preceding twelve months to the present date.

1. Annual Activity For purposes of the University’s annual IRS Form 990 reporting, please disclose the estimated number of hours you have engaged in University Board of Director-related activities in the prior twelve months. __________________________________________ 2. Offices and Positions

Are you or any member of your “Family1” an officer, director, trustee, partner (general or limited), employee or regularly retained agent of any organization engaged in business dealings with the University, or an organization controlled by the University?

YES _____ NO _____ If “YES,” please provide the following information (use an additional sheet of paper, if necessary): Name of Organization: ______________________________________________ Position Held: ______________________________________________ Person Involved and Relationship to You: ______________________________________________

1 For the purpose of this report, “Family” shall have the meaning given to “family members” by the Internal Revenue Code of 1986, as amended. Section 4958(f)(4) of the Internal Revenue Code defines “family members” as an individual’s spouse, brothers or sisters (by whole or half blood), children, grandchildren, and great-grandchildren, and ancestors, and the spouses of brothers or sisters, children, grandchildren, and great-grandchildren.

Board of Di rectors

196

Type of Business: ______________________________________________

Amount of Business With the University: ______________________________________________

3. Ownership Interest

Do you or any member of your Family, legally or beneficially, own more than five percent (5%) of the voting stock or more than five percent (5%) controlling interest in, or receive any remuneration or income from, any business organization that has business dealings with the University or organization controlled by the University?

YES _____ NO _____

If “YES,” please provide the following information (use an additional sheet of paper, if necessary):

Organization: ______________________________________________

Individual with Financial Interest: ______________________________________________

Nature of Interest: ______________________________________________

Amount of Interest: ______________________________________________

4. Remunerative Activities

Have you or any member of your Family received any gifts, loans, or remuneration for services in excess of $10,000.00 from the University, an organization controlled by the University or an organization that does or seeks to do business with the University?

YES _____ NO _____

If “YES,” please provide the following information (use an additional sheet of paper, if necessary):

Organization: ______________________________________________

Nature of Remuneration: ______________________________________________

Approx. Amount or Value: ______________________________________________

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5. Competitive Activities. Are you or any member of your Family engaged in, directly or indirectly, any ownership or investment interest or compensation arrangement with any entity or person that competes or conflicts with the interests or business of the University? YES _____ NO _____ If “YES,” please provide the following information (use an additional sheet of paper, if necessary): Organization: ______________________________________________ Nature of Competitive Arrangement: ______________________________________________ Approx. Amount or Value: ______________________________________________ 6. Other Conflicts of Interest Do you have any other conflicts of interest or appearances of conflicts of interest not otherwise described above? YES_____ NO______ If yes, please detail below: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________

CERTIFICATIONS Federal Communications Commission (FCC) Certification re JCU Radio Station In furtherance of the University’s radio station license renewal and form FCC 303-S, I certify that I have neither been subject to an adverse finding in a civil, criminal or administrative matter relating to any felony, mass media related anti-trust or unfair competition, fraudulent statements to a governmental unit, and/or discrimination, nor subject to a denial of federal benefits pursuant to Section 5301 of the Anti-Drug Abuse Act of 1988, 21 USC § 862. Conflict of Interest Certification To the best of my knowledge, my activities have been and are consistent with the John Carroll University Conflict of Interest Policy. I understand that I must disclose as they arise any actual conflicts or the appearance of conflicts of interest involving myself, family members, or associates as those terms are defined in the John Carroll University Conflict of Interest Policy.

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I acknowledge that in carrying out my duties as a Director, I am charged with the responsibility to act in the best interests of the University and to refrain from any activity in which I cannot act with undivided loyalty to it. I have and shall refrain from utilizing any inside information as to the business activities of the University for the benefit of myself, my family or any entity in which I have a material interest. I have and shall refrain from participating in any action in which I or a member of my family may have a material interest except upon prior review and approval pursuant to board policy.

I certify that the foregoing information is true and complete to the best of my knowledge.

___________________________________ _________________________ (Signature) (Date)

Please return this completed form to: Doreen Riley, Vice President for Advancement and Corporate Secretary

email: [email protected] fax: 216-397-4339Mailing Address: John Carroll University, 1 John Carroll Blvd., University Heights OH 44118

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John Carroll University Audit Committee


AUDIT COMMITTEE CHARGE The Audit Committee is responsible for providing oversight of policies and strategies of the institution’s accounting and financial reporting process and audits of the financial statements. The Committee shall also:

Review the adequacy and effectiveness of the administrative, operating and internal accounting control policies and procedures;

Retain and terminate the University’s independent auditors; Take appropriate actions to ensure that management sets the overall tone for quality

financial reporting, sound business risk practices, and ethical behavior; Review audit reports and reports of the independent auditors regarding their internal control

procedures, staff, and other issues; Ensure adherence to the institution’s conflict of interest policy. Ensure the proper Board education and compliance around important University matters


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CORPORATE

GOVERNANCE AND

NOMINATING

COMMITTEE

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FY 2017-18 CORPORATE GOVERNANCE AND NOMINATING COMMITTEE

MEETING YEAR-LONG AGENDAS Wednesday, August 23, 2017, 10:00 am to 12:00 p.m. – Presidents Conference Room

1. Welcome and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on April 26, 2017 3. President’s Comments 4. Chair’s Comments 5. Board Committee Membership and Discussion of Human Resources Committee 6. Orientation of New Members at the September 2016 meeting 7. Review of Prospective Board Candidates 8. Governance Committee Charge 9. Executive Session

Wednesday, November 8, 2017, 10:00 am to 12:00 pm – Presidents Conference Room

1. Welcome and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on August 23, 2017 3. President’s Comments 4. Chair’s Comments 5. Update on the University Committee on Collaborative Governance 6. Review of Prospective Board Candidates 7. Director Evaluations Process 8. Executive Session

Wednesday, February 14, 2018, 10:00 am to 12:00 pm – Presidents Conference Room

1. Welcome and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on November 8, 2017 3. President’s Comments 4. Chair’s Comments 5. Review of Board Members Leaving the Board 6. Review of Prospective Board Candidates 7. Executive Session

Wednesday, April 18, 2018, 10:00 am to 12:00 p.m. – Presidents Conference Room

1. Welcome and Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on February 14, 2018 3. President’s Comments 4. Chair’s Comments 5. Review of Prospective Board Candidates 6. Committee Resolution to Elect and Re-Elect Members 7. Executive Session

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Corporate Governance and Nominating Committee Meeting Wednesday, August 23, 2017

10:00 a.m. – 11:00 a.m. President’s Conference Room

Agenda

1. Review and Approve Draft Minutes of Meeting held on April 26, 2017 2. President’s Comments 3. Chair’s Comments 4. New Directors, Committee Assignments and Committee Leadership 5. Review of Board Orientation and Resource Person Orientation 6. Board Recruitment and Retention – Talent Matrix - Timeline 7. Executive Session

Call-in Information: * Dial 877-890-9502. * When prompted, enter the pass code 198023, followed by the # sign. * When prompted to record your name, do so and then press #. Membership: Michael Hardy (Chair) Robert Heltzel Dave O’Brien (Chair-Elect) Michael Merriman (Ex-Officio, JCU Board Chair) Jeanne Colleran, PhD (Ex-Officio, JCU Interim President) Dave Short (Immediate Past JCU Board Chair) Future Meeting Dates:

November 8, 2017 from 10:00 am – 12:00 noon February 14, 2018 from 10:00 am – 12:00 noon April 18, 2018 from 10:00 am – 12:00 noon August 22, 2018 from 10:00 am – 12:00 noon

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Corporate Governance and Nominating Committee Minutes April 26, 2017

Voting Members Present: R. Niehoff, M. Merriman, M. Hardy, D. O’Brien Voting Members on the Phone: D. Short Voting Members Absent: B. Heltzel Also Present: D. Riley M. Hardy called the meeting to order at 10:15 a.m. The minutes of the February 8, 2017, meeting were reviewed and approved. Fr. Niehoff made opening comments that JCU received a glowing report from the Higher Learning Commission in March and that the Board took less than five minutes to make a unanimous decision that our accreditation was renewed. He discussed his retirement announcement and plans that may impact JCU’s ability to recruit new members to the Board until his replacement is named. M. Hardy led a discussion of members leaving the Board in May 2017 due to term limits and the plans for more formal recognition at the upcoming Board Retreat. He reviewed the list of those members up for reelection and those ready to join the Board. The Committee adjourned into Executive Session at 11:00 am.

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Corporate Governance and Nominating Proposed Committee Charge

(as of September 8, 2017) CORPORATE GOVERNANCE AND NOMINATING COMMITTEE CHARGE: The Governance Committee for providing oversight of policies and strategies to:

Maintain a list of candidates for the Board and recommend candidates for service as Directors, bearing in mind desired Board composition in terms of influence, diversity, and talents, philanthropic resources;

Periodically review the governing documents of the University and the operations of the board and recommends revisions in structure and operations, as necessary;

Oversee the orientation and development of new Directors and the continuing development and education of the entire board;

Review the performance of incumbent Directors when eligible for reelection and periodically reviews the performance of the Board as a whole; and

Recommend directors for service as Board Committee Chairs and periodically reviews their performance.

The Committee shall also: Oversee succession planning for the Board and for Senior Administrative Leadership of

the University including the Chair, Vice Chair, Committee Chairs, as well as, the President and all Vice Presidents.

Review the President’s and Senior Administrative Leadership’s compensation package in a manner that is consistent with Federal regulations and reporting requirements and in coordination with the Finance Committee makes recommendation to the Executive Committee of the Board.

Ensure the proper Board education and compliance around important University matters including Accreditation by the Higher Learning Commission and Title IX.

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Board of Directors Lunch

with New Faculty Members O’Dea Room

September 20, 2017 Dr. Stacy Astrove, Assistant Professor, Management, Marketing, and Supply Chain

Dr. Andrew Bianchini, S.J., Visiting Jesuit Scholar, Physics

Dr. Sebastian Brockhaus, Assistant Professor, management, Marketing, and Supply Chain

Dr. Tahani Dari, Assistant Professor, Counseling

Ms. Christina DeVoss, Instructor, Communication and Theatre

Dr. Rebecca Fang, Assistant Professor, Mathematics and Computer Science

Dr. Joanna Garcia, Assistant Professor, Accountancy

Dr. Robert Giacalone, (inaugural) Business Ethics Chair & Professor, Management, Marketing, and Supply Chain

Ms. Alina Marculetiu, Visiting Instructor, Management, Marketing, and Supply Chain

Dr. Martina Moore, Counseling Coordinator, Substance Abuse concentration

M. Sejung Park, Instructor, Communication and Theatre Dr. Arthur (Tripp) Petzel, Assistant Professor, Accountancy

Mr. Daniel Reynolds, Instructor, Education and School Psychology

Dr. Anthony Tarescavage, Assistant Professor, Psychology

Dr. Kristen Tobey, Assistant Professor, Theology and Religious Studies

Dr. L. K. “Kal” Tuominen, Postdoctoral Fellow, Biology

Dr. Brooke Turner, Assistant Professor, Exercise Science and Sports Studies

Dr. Doan Winkel, John J. Kahl, Sr., Chair in Entrepreneurship and Assistant Professor, Management and Marketing

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JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY

1|September2017

OVERVIEW

Thefollowingisafull-cycleundergraduaterecruitmentplanforJohnCarrollUniversity,coveringactivitiesforthe2017-2018academicyearandbeyond.Itreflectsameasuredapproachtowhatwillamounttoacompleteoverhaulofenrollmentmanagement.

Ø Tacticswillbeinformedandadjustedaswegainabetterunderstandingofthedata.Ø GoalstiedtothestrategicgoalsandinstitutionalprioritiesoftheUniversity:optimizeenrollment,

increasenettuitionrevenue,alterourpositioninthemarket,andraisetheprominenceoftheUniversity.Ø Laysthegroundworkformoresuccessfulrecruitmenteffortsinthefuture.

THESPECIFICFIRST-YEAROBJECTIVESWILLBEFINALIZEDTHROUGHOURANALYSIS

JohnCarrollwilldevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.

• OPTIONONE:HEADCOUNTo Maintainnumberofinquiries~20Kandincreaseconversionrateofinquiriestoapplicationsfrom

17.2%to18.4%tomeetapplicationgoals*o IncreasenumberofapplicantstoJohnCarrollUniversityby2%(N=~3919applicants),which

wouldresultin3252admittedstudents.o Increaseyieldofadmittedstudentsby~1%to24.2%(N=787).(Note:Assumingan83%

acceptancerate,wewilladmitslightlyfewerstudentsthanin2017)o Increaseenrollmentfrom757to760,withareachgoalof787

• OPTIONTWO:NETTUITIONREVENUEo Basedonourevaluationofpricingstrategies,wemayalternativelypursuealowerenrollment

headcountthatmaximizesnettuitionrevenue.Reference:NetTuitionRevenueAnalysis

Otherfirst-yearobjectivesofthisplanare:

• Increaseabilitytorespondtoactivityoutcomes:measureimpactofeffortsthroughimpactreporting• Increaseinquiry,applicant,yieldmetricsinspecificregionsandschoolsandwithspecificpopulations• Understandandincreasereturnonrecruitmentinvestment• Improvecoordinationacrosscampusandwithalumnipartners• BetterunderstandandcommunicateJCU’svalueandpotential

*DuetolateentryintoJuniorSearch,itisnotfeasibletoincreaseinquiriesthiscycle,andmaynotbefeasibletoevenmaintaininquirynumber.Wewillinsteadfocusonensuringconversionofthoseinquiriesatarateneededtomeetapplicationobjectives.

Ø PRIMARYFOCUS:BEGINNINGFRESHMEN(I.E.TRADITIONALSTUDENTS)

FOUNDATIONFORSUCCESS&SUSTAINABILITY:DATA&OPERATIONS

COMPREHENSIVEANALYSISOFDATATODRIVEDECISION-MAKING

Astrategicapproachcanonlybecraftedwithaclearunderstandingoftheeffectivenessofourcurrenteffortsaswellasthemarketandourplaceinit

1.MAXIMIZEFINANCIALAID,DISCOUNTS,ANDSCHOLARSHIPS

FinancialAidisakeyfactorincollegechoice.Mostrecently,wepartneredwithAppliedPolicyResearch(APR)todevelopastrategyfocusedonpricepoint.Thefirstyearwassuccess,butthesecondyearweheededtheiradviceandalteredourmeritstrategy,whichresultedinadismissalyear.Revertingbacktoouroriginalmeritapproach

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2|September2017

whileutilizingAPR’sneedstrategyandsawimprovementsinyield,whichgaveustheconfidencetoendourrelationshipwithAPRandcreateourownfinancialaidmatrixbasedthatweadjustannuallybasedonpreviousyieldresults,applicationtrends,FAFSAdataandinternalreviewofourpopulation.

KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18:

Ø STRAGICBALANCEBETWEENHEADCOUNTANDNETTUITIONREVENUE

Thisyear,wewillpartnerwithHumanCapitaltoconductaprice,affordabilityandneedsanalysisincludinganalysisofcompositionandpositioningofaidpackagesandassessmentoffinancialburdenandpriceparityforfamiliesofdifferentfinancialmeans.Bybetterunderstandingtuitionbenchmarkingandtuitionsensitivity,JohnCarrollwillbeabletodevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.

Ø MARKETEXISTINGENDOWEDSCHOLARSHIPS

2.EVALUATEPASTPERFORMANCE

Ø PRIMARYFOCUS:UNDERSTANDYOYDATA,IN-CYCLEATEACHSTAGEINTHEPIPELINE

InpartnershipwithHumanCapital,wewillconsolidateexistingstudentdatafrompreviousyearstobetterunderstandtheimpactofourenrollmentandmarketingactivitiesonconversion/yieldateachstageinthepipeline.Ifnotpossibletoevaluatepreviousyears,wewillmakeitaprioritytobetterunderstandthecostandROIforallactivitiesthisyear(visits,events,advertising,etc),includingexaminationofleadsource(s),andcostperlead,inquiry,applicant,andenrolledstudent,aggregateeffectofdifferentactivities,etc.Inaddition,wewillcontinuetorefineandanalyzeouradmissionsurveys.

3.UNDERSTANDOURPOSITION

DEFINETHECOMPETITION

WiththehelpofHumanCapital,wewillrefineourdefinitionof“thecompetition”tobetterunderstandthecomparativevaluepropositions,pricingstrategies,enrollmentmetrics,andrecruitmentstrategies/tacticsofbothpotentialcompetitorsandcollaborators.Additionally,wewillassesscompetitortacticsandmessagingthroughanadvertisingandeventaudit.

REFINEGEOGRAPHICMARKETS

TheHumanCapitalanalysismayinformadjustmentstoourcurrentgeographicmarkets,definedas:NortheastOH;RestofOH;ContiguousRingStates:ourcoreout-of-statemarkets;TertiaryRingStates;OuterRingStates;InternationalMarkets

KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18

Ø IDENTIFYWHERETOBESTDIRECTRESOURCES

REFINEOURKEYACCOUNTS

In2016weidentified85highschoolsin5statesas“keyaccounts.”EM’stakeaspecializedapproachwiththeseschools–withhigherthanaveragecontactandqualityofvisits.


Ø USEANALYSISTOREFINE&ADJUSTTARGETS

KEYACCOUNTS• 85highschools• 5states• Average10applicantsper

school• Makeup42%ofapplicants• Makeup50%ofSignature

Programapplicants• 421enrolledthisfall(60%)

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3|September2017

OTHERRESEARCH&ANALYSIS

Ø PRIMARYFOCUS:BRANDAWARENESS&MARKETOPPORTUNITIES

Thisyear,JCUwillinvestinacomprehensivestudytoidentifyhigh-growthandemergingprogramopportunitiesforourkeymarkets.Thisinformationwillhelpguideoureffortsinthefollowingyeartoevaluateourexistingofferingsanddevelopnewones.Wewillalsomeasureourbrandawarenessandperceptiontoestablishabaselinefromwhichwewillgaugetheimpactofourpromotionalactivities.

Ø FUTUREFOCUS:PORTFOLIOEVALUATION

COMPREHENSIVEANALYSIS&IMPROVEMENTOFENROLLMENTOPERATIONS

Weareadjustingenrollmentoperationstoensureeffectiveness,efficiency,andcollaborationacrosscampus.Weknowthatthepeoplewhowillexecutethisplanarejustasimportantastheanalysisthatwillbeusedtoinformtheplan.

1.REORGANIZEFOREFFECIENCY&EFFECTIVENESS

Ø COMPLETED:REORGANIZEDFORBETTERSERVICE;NEWHIRESFORSTRATEGICAPPROACH

WithbothaninterimUniversityPresidentandVPforEnrollmentinplace,wewanttoprovidetheincomingadministratorsthemosteffectiveteampossible,whilestillallowingflexibilitytoaccommodatetheirownvision.OverthepastfourmonthstheUniversityhasmadesignificantrestructuringmovesinenrollmentandmarketingtoensureadequateexpertiseinenrollmentmarketing,provideleadershipincampusprogrammingandrecruitmentevents,providedirectionfortheadmissionofnon-traditionalstudentpopulations,establishastrategicenrollmentmanagementteamtoinformenrollmentstrategy,andreorganizestafftobuildonstrengthsanddevelopexpertiseinhigh-impact,high-touchpractices.

2.STRENGTHENCORECAPABILITIESOFENROLLMENTSTAFF

Asthefront-lineforprospectivestudents,enrollmentmanagersarevitaltoasuccessfuladmissionscycle.JohnCarrollmarketstheseasasignature“personaltouch”thatarisesfrombothoursmallsizeaswellastheJesuittraditionofeducatingthewholeperson.Inpreviouscycles,enrollmentmanagershaveestablishedandregularlymonitoredapplicationanddepositgoals,focusingoncontactwithpriorityinquiries(thosemostlikelytoapply)andalladmittedstudentsfromtheirmarkets.


Ø MoreEMmeetingstosharebestpracticesØ Improvetrainingforenrollmentmanagersonkeymessages,academicprogramsandcareer/majorselection.Ø Leadershiptravelwithenrollmentmanagerstoobserve,evaluateandrefineoureffortsinthisarea.

3.STRENGTHENOURSTUDENTTOURGUIDES

Wespendsignificanttimerecruitingandtrainingstudenttourguides,astheycansinglehandedly“makeorbreak”avisitor’sexperienceoncampus.Wehavearigorousapplication,interview,andselectionprocess,andanextensivetrainingprogrambeforethefallsemesterbegins.Welookforthebestofthebestoncampusandwanttourguidestobeseenasleadersoncampus.


Ø IMPROVETRAINING&TIMEMANAGEMENT

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4|September2017

4.IMPROVEPROCESSES&REPORTING

Ø PRIMARYFOCUS:IMPROVEDDASHBOARDS&PROCESSDOCUMENTATION

Visit:http://sites.jcu.edu/analytics/

Currently,sites.jcu.edu/analyticsisanintranetsitewithonedashboardshowingyear-to-datenumbersofapplications,admits,anddeposits.Thissitewillbesignificantlyexpandedwithmuchmoredetailanddatathroughavarietyofnewdashboards.Thiswillbeamixofyear-to-dateanalysisaswellasend-of-cycleanalysis.

Inaddition,wewilldevelopanddocumentprocesses,policiesandguidesforareasofdatamanagement,training,visitandeventplanning,admissionsreview,andSLATECRM.

5.STRENGTHENINTERNALPARTNERSHIPSSuccessfulrecruitmentreliesonpersonalcontactwithcurrentstudents,facultyandotherkeyindividualswithwhomprospectswilleventuallyinteractasstudents.Furthermore,becauserecruitmentstaffmemberswillnotalwaysbethefirsttouchpoint,itisimperativethatallfaculty,staffandstudentsunderstandandadheretoasetofguidelinesforspeakingandworkingwithprospectivestudents.


Ø ACADEMICUNITS&SIGNATUREPROGRAMSØ ALUMNI&PARENTSØ ATHLETICS

ADMISSIONS/RECRUITMENTTACTICS

RECRUITMENTTRAVEL

Eachenrollmentmanager(EM)developstheirowndata-informedterritorytravelplanwithinputprovidedbytheAssociateDirector.EMsarerequiredtovisitallkeyaccountschools.Adaywilltypicallyincludeatleast3highschoolvisitsalongwithacollegefair,panel,orinformationalinterviewsintheevening.

OBSTACLE:Manyhighschoolswhencollegerepresentativesareabletovisit.


Ø ADJUSTTRAVELFORMOSTIMPACT&FINDALTERNATIVESTOCOUNSELORVISITS

COUNSELOROUTREACH

Wehavearobusthighschoolcounseloroutreachprogramthatincludesregularcommunication,personalinteractionduringtravel,financialaidpresentations,eventsoncampus,groupvisitstocampus,andaCounselorAdvisoryBoardcounselorswhosharecurrenttrends,discussneedsofprospectivestudents,andadviseJCUonpolicies,procedures,requirements,andofferings.


Ø COLLABORATEWITHIMCTOIMPROVETHECONSISTENCYOFOURMESSAGING

Ø UTILIZEOURADVISORYBOARDFORFEEDBACKANDGUIDANCEONMANYOFOURRECRUITMENTINITIATIVES.

RECRUITMENTTRAVEL

HIGHSCHOOLVISITS

• 229highschools• 14states• 498seniors

• 286applied• 111enrolled

COLLEGEFAIRS

• 100fairs• 17statesandDC• 790students

interested• 39enrolled

RECEPTIONS

• 14acceptedstudentreceptions

• 13cities

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CAMPUSVISITPROGRAM

Weofferawide-rangeofhigh-impactcampusvisitopportunitiesthroughouttheyear.Theofficeisopenthroughouttheweekforinformationsessionsandtoursandisopentypically15Saturdaysduringtheacademicyear.Personalizedvisitsarealsoofferedtoseniorsthroughouttheweekduringtheacademicyear.


Ø REFINEOUROFFERINGS,EXPLORINGOPPORTUNITIESFORSEGMENTATION.Ø OVERHAULOURPRESENTATIONSTOREFLECTTHEVOICEANDSTORIESOFOURSTUDENTS.Ø POSSIBLEADDITIONS:INSTANTDECISIONDAY,OVERNIGHTVISITS,HONORSBREAKFAST

CALLCAMPAIGNS

Ourstudentcallcenteroperatesfivenightsaweekduringtheacademicyear,withfourstudentscallingeachnight.

• Upto300callsfromcallcenterfivenightsaweekduringtheacademicyear,withfourstudentscallingeachnight.

o 15%successrateofspeakingwithsomeonewhenplacingacalltoaninquiryoradmittedstudento 3%successratewhencallingprospects.

• Additionalcallso Senioradministrators:20-25students(SignaturePrograms)–Total257o BoardofDirectors:142specificallyidentifiedstudents.o Alumniambassadors:548admittedstudents.

KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18Ø ADJUSTASWELEARNMOREFROMTHEDATAØ BETTERTIETOTHEOVERALLCOMMUNICATIONSANDENGAGEMENTACTIVITIESØ EXPLOREONLINECHATSTAFFEDBYSTUDENTCALLCENTERSTAFF

COMMUNITYPARTNERSHIPS

OutreachforJohnCarrollUniversity’sOfficeofAdmissioncurrentlyincludesapartnershipwithClevelandareacollege-accessorganizations,TheHigherEducationCompactProgramofGreaterCleveland,andCollegeNowofGreaterCleveland.AsapostsecondarypartnertotheCompact,JCUsupportseffortstoeducatestudentsonthetopicsofcollegereadiness,access,andpersistence.Inreturn,JCUisabletoremaincurrentonrecentClevelandPublichighschoolmatriculationtrends.ThisinformationispresentedthroughanannualsymposiumattendedbyrepresentativesofJohnCarrollUniversity.


Ø PARTNERWITHSELECTON-CAMPUSNON-RECRUITMENTEVENTSANDACTIVITIESØ CONNECTWITHADDITIONALORGANIZATIONSINCLUDINGESPERANZA,SAYYESTOCOLLEGE,ETC.

INTEGRATEDOUTREACHPROGRAM(PILOT)

WeseektobetteroptimizeUniversityresourcesthroughanintegratedapproachtoimproveinternalcollaboration,optimizehumanresources,andengageouralumniandparentsofcurrentstudentsineffortstoraisetheprominenceofJohnCarrollUniversity.

Wehaveidentifiedfour(4)targetcitiestopilotthisapproachduringthefallsemester2017.Whilewehavetriedtochooseareaswherewefeelthatthereislikelihoodofsuccess,ourdata-analysiscapabilitieshavebeenlimited.OurpartnershipwithHumanCapitalwillhelpusbetterunderstandopportunitiesin

PILOTCITIES• WesternNY(Integratedvisit

days:Buffalo)• Pittsburgh• Chicago• EastCoast:NY/NJ/CT(Integrated

visitdays:NewYork)

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6|September2017

geographicmarketsandkeyaccounthighschools.Therefore,whileourcurrentplanistofocusontheseareasforatleast3years,improveddataanalysismayresultintheeliminationoradditionofregions.

Thisintegratedstrategywillbemostvisibleinplanned2to3dayvisitstoeachtargetcityorregion.Ineachcityactivitiesmayincludealumniandparentreceptionsornetworkingevents,“roundtable”eventsforalumniandparentstoinvitefeedbackandparticipation,high-profilealumnivisitsrelatedtointernshipsandfundraising,visitswithotherhighereducationinstitutionstodevelopadvanceddegreepartnerships,andhighschoolvisitstoselectschools.

TRANSFER&VETERANS(OVERVIEW)

TransferEnrollmentatJohnCarrollhasfluctuatedoverthepastseveralyears,andisnowinneedofastrategicrecruitmentplantoattractandretainmoretransferstudents.Thisplanwillnotonlyincludecurrentindustryrecruitmentpractices,butinnovativewaysinwhichthevalueandstrengthofaJohnCarrolldegreecanbearticulatedtoprospectivestudents.

Currentstrategiesincludevisitstocommunitycolleges,transferfairs,andmeetingswithprospects.Wealsoprovidecustomvisitopportunitiesaswellasatransferorientation.

TacticalrecruitmentofourVeteranshastakenaslightpauseoverthepastfewyearsandeffortshavebeenmadethisyearinordertoassesscurrentpractices,reinvigoraterecruitmentandsupportcurrentlyenrolledVeterans.

IMPROVEMENTS/ADJUSTMENTSFOR2017-18

Ø MOREVISITOPPORTUNITIESØ FILLINMARKETINGGAPSØ OFF-SITEOUTREACHONMILITARYBASES

MARKETING&COMMUNICATIONSANALYSIS&OVERVIEW

Thisfull-cycle,multi-channelprogramwillengageandguidestudents,parentsandtheirinfluencersthroughtheirjourneyfromawarenesstointeresttoadmissionandenrollment.

Ø IntegratedapproachtoensureconsistencyacrossallchannelsØ OutcomesfromactivitieswillbemonitoredandrefinedregularlyØ Adjusttacticsaswegainabetterunderstandingofthedata

IMCwillberesponsibleforthetoppartofthefunnelfromawarenesstoapplication.Atthepointofadmission,IMCwillcontinuetoprovidecommunicationssupport.Inthisyearoftransition,IMCandEnrollmentwillhavefullcollaborationandsupportwithregardtoplanningandreporting.Asbestaspossible,theunitswillworktogethertoensureaseamlessprocessforourprospectivestudentsaswellasacohesiveapproachtoanalysisandreportingofkeyperformanceindicatorsandreturnoninvestment.

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7|September2017

THEADMISSIONSFUNNEL

Anecessaryprecursortoarelevantandeffectivemarketingplanisdefiningourrecruitmentpipelineframework.Doingsowillestablisha“commonlanguage,”informthedevelopmentofkeymessages,andguidetheschedulingoffull-cyclerecruitmentcommunicationsandcoordinationwithadmissionactivities.Foreachstageinthepipeline,wewillanalyzeandformalizehowthesestudentsarecaptured/categorizedinourdatabases,whatstudentsneedandwanttoknow,andprimaryCTAs.Inaddition,wewillworktodeterminethecostandROIbyactivity/channelperinquiry,applicantandenrolledstudent

Ø NEXTSTEPS:MULTI-CHANNELCONTENTANDENGAGEMENTCALENDAR

PROMOTIONOVERVIEW

Wewilluseamultichannelapproachtotargetprospectivestudentsthroughrelevant,targeted,andpersonalizedcommunication.Wewilluseanintegratedapproachtoensureconsistencyacrossallchannelswhileadjustingasneededforregionorsegment.

LISTPURCHASES

Wetypicallypurchaseroughly120KnamesfromACTandCollegeBoard.

Ø REFINELISTPURCHASESBASEDONANALYSISWITHHUMANCAPITAL.

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8|September2017

DIGITALMARKETING

Fromourwebsitetointernetsearchtosocialmedia,digitalisthenumberonewayprospectivestudentsgatherinformationfortheircollegesearch.Themovetowarddigitalmeansthatwecanrefineourengagementthroughpersonalized,relevantcontentinwaysthatwerenotpossibleafewyearsago.

DIGITALADVERTISING

WeengagedAdvanceOhiothispastyeartoplanandexecuteonapaidsocialmediastrategy(digitalmarketing).Thecampaignstargetedbothprospectiveandadmittedstudents,aswellasparents,throughdisplayandsocial(FacebookandTwitter)advertisingaswellasretargeting.

Ø IMPROVEPLANNING,CONTENT,ANDFUNNELMANAGEMENTØ LEVERAGEDOLLARSACROSSCAMPUS

EMAILMARKETING&NURTUREPROGRAMS

Fortheprevious4to5years,weusedRuffaloCodytoconductourjuniorsearch.Thispastyear,weelectedtomovethisin-house.Thefocusofcommunicationlastyearwasprimarilyonyield:wehadanextensiveyieldcommunicationstream,composedofmorethan150emailsandtextmessagesoverthespanof4.5months.

Ø IMPLEMENTMARKETINGAUTOMATIONSYSTEMØ FULL-PIPELINENURTURESTREAMS,HIGHLYSEGMENTEDWITHDYNAMICANDPERSONALIZEDCONTENTØ ADJUST/IMPROVEIN-CYCLETODRIVEINQUIRIESANDAPPLICATIONS

SOCIALMEDIA

WeoperateaFacebookgroupexclusivelyforadmittedstudentsasaplacetoshareinformationandmeeteachother.Weutilizecurrentstudenttourguidestoaddressquestions;professionalstafftriestostepbackandletthestudentsrunthegroupthemselves.Wehad324studentsjointhegroupthispastcycle.Wehearrepeatedlythatdepositedstudentssearchforandfindroommatesthroughthisgroup.

Ø FOCUSONCONVERSIONØ ALIGNJCUANDENROLLMENTSOCIALMEDIAHANDLESANDACTIVITIESØ ESTABLISHPOLICIES,PROTOCOLS,TRAININGANDSCHEDULESØ NEWIDEAS:SNAPCHATVIDEOTOURS,INSTAGRAMSTORIES

VIDEO&NEWMEDIA

Videoallowsustoshowprospectivestudentswhatmakesusgreatinsteadoftellingthem.Lastyear,ayear-in-reviewwasproducedforourCelebrationeventforadmittedstudents

Ø INCORPORATEVIDEOANDOTHERNEWMEDIAINTOSTUDENTSUCCESSSTORIES/TESTIMONIALSØ CONSIDERING:YOUTUBE/ONLINEADS;LIVEVIDEO,PARENTTESTIMONIALS;IMPROVEDVIRTUALTOUR;

ANDINTERACTIVE“CHOOSEYOUROWNADVENTURE”APP;REGULARINFOGRAPHICS

TRADITIONALADVERTISING&SPONSORSHIPS

Traditionaladvertisinghasbeenhaphazardornon-existentinthepastfewyears.WepurchasedspaceintheCarnegieCatholicUniversityGuideandHobsons(?).

Ø AdvertiseinregionaloutletsØ Wehavepurchasedadsin:USATodayCollegeGuide;

Pittsburgh,WesternNYandChicagoCatholicPublications

Figure12017Facebookad

Fall2017Ad-CatholicNewspapers

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9|September2017

andwebsites;Crain’sseriesoffiveadvertorials;CarnegieCatholicUniversityGuide;ClevelandMagazine’sGuidetoEducation

Ø ExploreHSsponsorships,especiallyrelatedtoregionalstrategies.Ø RefineStudentPath’ssponsorshipsothatthisisnotjustasponsorshipbutinsteadisanopportunityfor

personalengagementwithenrollmentmanagersandalumni

WEBSITE

COMPLETEOVERHAULSCHEDULEDTOBEGINNOV1

WewilllaunchourwebsiteoverhaulprojectinNovember.TheRFPwasreleasedatthebeginningofSeptember,withselectionscheduledforearlyOctober.Weaimtocompletetheoverhaulbytheendofnextsummer.Thisprojectwillensurethatthesiteismobile-firstandisalignedwithdigitalmarketing(emailandadvertising)todrivetheuserexperiencetowardmeasurableimpact–timeonsite,visitregistration,informationrequest,andultimatelyapplicationandenrollment.

Wehavebegunwebsiteanalyticstounderstandcurrenttrafficandperformance,whichwewillusetoinformandadjustourstrategygoingforward.

INTERIMIMPROVEMENTS/ADJUSTMENTSFOR2017-2018

Intheinterim,wehaveupdatedtheAdmissionssiteandplantoupdatekeyareasforprospectivestudentsthroughoutthefall–degreeprogrampagesandstudentlife.Thesiteisbuiltformobilefirstandisdesignedtoprovideprospectivestudentswiththemajorityoftheinformationtheyneed–fromprograminformation,tofinancialaidandstudentlife.Otherinterimimprovements,scheduledforcompletionbymid-Januaryincludeupdatestoprogram/degreepagesandstudentlifelandingpage.

Thefollowingprojectswillbecompletedasneeded:

Ø Region/CitywebsitelandingpagesØ CampaignlandingpagesØ Selectprogrammicrositeoverhaul

PRINTCOLLATERAL&DIRECTMAIL

Thecurrentprintmaterialsareusedforin-personcontactonly.Outsideofeventpostcards,wedonothaveanydirectmailpieces.Inaddition,thecurrentpiecesarecopy-heavyandfrequentlyprovideunnecessaryinformation(e.g.eightorsopiecesonClevelandandapieceonJCUfacilities).


Ø Developaseriesofinterimpiecesfocusedonprovidingkeyinformationfortheappropriatestageinthepipeline

Ø Asmuchaspossible,wewillletstudentsandalumnistoriesillustrateourvalueanddistinction.

INFLUENCERCOMMUNICATIONS

Wewilldevelopparallelcommunicationsscheduleforparents,teachers,counselors,etc.

MESSAGING

Thisyear,wewilldevelopabrandframeworkforlong-termusethroughinternalandexternalresearch.Intheinterim,wearecreatingmessagingthatemphasizeshowtheuniquecombinationofsize,location,Jesuit-liberalartsfoundation,androbustalumninetworkprovideapersonalizedexperiencethatdevelopsintellect,leadership,characterandservice.Wehavebeguntousethisinads,print,andemails

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10|September2017

Wewilldefinemessagesinordertobetterarticulateouruniquevalueproposition—comparewithcompetitors,usingrealstatisticsandstories,andfocusingonactualbenefitstostudents.

RELATED:JCUIMCPLAN

TheJCUIMCPlanprovidesaframeworkforbuildingafoundationforexcellenceinmarketingandcommunicationsbyaligningtheworkoftheunitwiththestrategicgoalsoftheuniversity.Inadditiontothemarketresearchdescribedabove,somekeyactivitiesoftheplanthatarerelevanttoenrollmentinclude:

• ConductingbrandresearchanddevelopingabrandframeworktobetterdefinetheJohnCarrolldifferenceandvalue.Wewilluseittoguidewritingacrossallchannelsandforallaudiences.

• Improvingthevisualidentitytobetterrepresentthebrandacrossallchannelsandacrosstheorganization,includingacatalogueofphotos/videosthatbetterrepresentthebenefitsofourprogramsandlocationaswellasouraspirationtobecomeamorediversecampus

• Developingaminimumof48studentandalumnistoriesthatreflecttheJohnCarrollbrand.Thesestorieswillbeusedinprintandonlineandwillbetiedtoareasofexcellence

• DevelopingamediarelationsplantoimprovetheawarenessandperceptionofJCU.• Leveragingadvertisingcostsacrossbothundergraduateandgraduateenrollment

MEASUREMENT&EVALUATIONWewillcreateadashboardandreportingschedule,thatwillinclude:

• Regularreportsonnumberofstudentscontactedandlevelofresponsiveness&interest• On-goingtrackingofstudents(detailedbyqualityindicators,point-of-entranceintopipeline,etc.)• Analysisofincreasesininterest/ratinglevels,deposits,housingapps,orientationregistration/attendance,

enrollment(establishabaselineformoreaccurateestimates)• Openandclick-throughratesforemailsandadvertisingaswellasconversionactivities• Numberofstudentsatevent(s)• Prospectsurveys–pre/postevents,atendofrecruitmentprocess• Feedbackfromdepartmentrepresentativesafterplaniscompleted• Operational?• Enrollmentmanagers?

BUDGET

TBD

TIMELINE

TBD

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JohnCarrollUniversity

UndergraduateEnrollmentPlan[Typethedocumentsubtitle]

September 2017

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JohnCarrollUniversity|UndergraduateEnrollmentPlan

Draft: September 2017

TABLEOFCONTENTS

Overview............................................................................................................................................4Introduction..................................................................................................................................................4Goals............................................................................................................................................................4Majorobjectives...........................................................................................................................................4Targetpopulationsforthisplan....................................................................................................................5

Foundationforsuccess&sustainability:comprehensiveanalysisofdata&operations......................7Comprehensiveanalysisofdatatodrivedecision-making.............................................................................71:Maximizefinancialaid,discountsandscholarships.......................................................................................82:Evaluatepastperformance............................................................................................................................83:Understandourposition................................................................................................................................9

Comprehensiveanalysis&improvementofenrollmentoperations............................................................121.Reorganizeforeffeciency&effectiveness...................................................................................................123.Strengthenourstudenttourguides.............................................................................................................144.Improveprocesses&reporting....................................................................................................................145.Strengtheninternalpartnerships.................................................................................................................15

Admissions/recruitmentanalysis&tactics.......................................................................................19Recruitmenttravel......................................................................................................................................19Highschoolvisits..............................................................................................................................................19Collegefairs......................................................................................................................................................20Receptions.......................................................................................................................................................20Individualconnections.....................................................................................................................................20

Counseloroutreach.....................................................................................................................................21Highimpactcampusvisitprogram..............................................................................................................23Dailyvisits........................................................................................................................................................24Events...............................................................................................................................................................25

Callcampaigns............................................................................................................................................28Communitypartnerships.............................................................................................................................28Integratedoutreachprogram(pilot)...........................................................................................................29Transfer&otherpopulations(overview)....................................................................................................30Transferadmission...........................................................................................................................................30Veterans...........................................................................................................................................................32

Marketing&communicationsanalysis&tactics...............................................................................34Theadmissionsfunnel................................................................................................................................34Promotionoverview...................................................................................................................................35Listpurchases...................................................................................................................................................36Digitalmarketing..............................................................................................................................................36Traditionaladvertising&sponsorships............................................................................................................38Mediaoutreach&reputationmanagement....................................................................................................39Website............................................................................................................................................................39Printcollateral&directmail............................................................................................................................40

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Influencercommunications.............................................................................................................................40Otheradmissionssupport...........................................................................................................................40Messaging...................................................................................................................................................40Related:JCUIMCPlan.................................................................................................................................41

ProjectManagement........................................................................................................................42Measurement&evaluation........................................................................................................................42Roles&responsibilities...............................................................................................................................42Enrollmentteam..............................................................................................................................................42IMCteam..........................................................................................................................................................43Seniorleadership&campuspartners..............................................................................................................44

Budget........................................................................................................................................................44Timeline......................................................................................................................................................44

Strategicpointsforcontinueddiscussion..........................................................................................45Definingenrollmentmanagementpriorities...................................................................................................45MovingJCUtoanenrollmentmodel?.............................................................................................................45

Addendum.......................................................................................................................................46Nettuitionrevenueanalysis.......................................................................................................................46Keyaccounts...............................................................................................................................................47

Previous&currentorganizationcharts.............................................................................................48Admissionfunnelanalysis...........................................................................................................................50Relatedprojects&documentation.............................................................................................................51

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OVERVIEW

INTRODUCTION

Thefollowingisafull-cycleundergraduaterecruitmentplanforJohnCarrollUniversity,coveringactivitiesforthe2017-2018academicyearandbeyond.Itreflectsameasuredapproachtowhatwillamounttoacompleteoverhaulofenrollmentmanagement.Thisplanoutlinesthegoals,objectives,strategiesandtacticstomoveJohnCarroll’senrollmentunittowardamarketanddata-drivenapproachtoenrollment.Therecruitmentandenrollmenttacticsinthisplanwillbeinformedandadjustedaswegainabetterunderstandingofthedata.Thisyear,wewillassessenrollmentsincontextoflonger-termimplicationsanddevelopshorttermplanstoattractandretainstudentsinenrollmentpatternsthatwillprovideafiscallyresponsiblebridgetolongertermgoals.

ThisplanreflectsthevalueweplaceasaUniversityonundergraduaterecruitmenteffortsthatare:

• STRATEGIC:Theactionitemsoutlinedinthisplanareconceivedtomaximizereturnoninvestment.Theyareforward-thinking,market-focused,anddata-driven.

• PERSONAL:Thisplanwillusetacticsthatarerelevant,customizedtotheindividual(s)servedanddesignedtomakeeachstudentfeelwelcomed.Inaddition,theactivitiesinthisplanarerespectfulofindividualchoiceandseektoattractonlywell-suitedandwillingstudents.

• COLLABORATIVE:ThesuccessofthisplanisdependentoncontactwithJCUstudents,facultyandrelevantstaffandmustbesupportedbyhigh-levelleadershipwithintheschoolandinotherunitsoncampus.Tosuccessfullyexecutethis,weunderstandthatwemustestablishsharedobjectivesandregularcommunicationwithcampuspartners–includingschools,departments,alumni,anddevelopment.

• INVITATIONAL:Thisplansseekstoinvitefeedbackandinvolvementinplanningandimplementationfromselectalumni,parents,students,andeducators.

GOALS

ThemissionoftheEnrollmentDivisionistorecruit,enroll,retain,andgraduatestudents.ThegoalsofthisplanaretiedtothestrategicgoalsandinstitutionalprioritiesoftheUniversity,specificallytooptimizeenrollment,increasenettuitionrevenue,alterourpositioninthemarket,andraisetheprominenceoftheUniversity.

Intheimmediateterm,wewillbuildastrongerenrollmentfoundationbyimprovingoperationsandcollaborationwithpartnersacrosscampusandoutsidetheUniversitywhilere-establishingthefocusofenrollmentstaffandactivities.Long-term,thegoalistobemorestrategictomeetmarketneedsandaddressthechanginglandscapeofhighereducation.

MAJOROBJECTIVES

Thisplanservesasaguidetoactiontoaccomplishspecificrecruitmentobjectivesforthecomingyear,butalsotolaythegroundworkformoresuccessfulrecruitmenteffortsinthefuture.

JohnCarrollwilldevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.Thespecificfirst-yearobjectiveswillbefinalizedthroughouranalysisofourapplicantpoolandpricingdata:

• OPTIONONE:HEADCOUNTo Maintainnumberofinquiries~20Kandincreaseconversionrateofinquiriestoapplicationsfrom17.2%to

18.4%tomeetapplicationgoals*o IncreasenumberofapplicantstoJohnCarrollUniversityby2%(N=~3919applicants),whichwouldresult

in3252admittedstudents.o

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o Increaseyieldofadmittedstudentsby~1%to24.2%(N=787).(Note:Assumingan83%acceptancerate,wewilladmitslightlyfewerstudentsthanin2017)

o Increaseenrollmentfrom757to760,withareachgoalof787• OPTIONTWO:NETTUITIONREVENUE

o Basedonourevaluationofpricingstrategies,wemayalternativelypursuealowerenrollmentheadcountthatmaximizesnettuitionrevenue.Reference:NetTuitionRevenueAnalysis

Otherfirst-yearobjectivesofthisplanare:

• Increaseabilitytorespondtoactivityoutcomes:measureimpactofeffortsthroughimpactreporting(dashboard,regularanalysis,changeoftactics)

• Increaseinquiry,applicant,yieldmetricsinspecificregionsandschoolsandwithspecificpopulations• Understandandincreasereturnonrecruitmentinvestment:

o Defineandpossiblyreducecostper:Lead,Inquiry,Applicant,Student• Improvecoordinationacrosscampusandwithalumnipartners• BetterunderstandJCU’svalueandpotential

Reference:Admissionfunnelanalysis

Longertermobjectives:ConversionandenrollmentmetricsTBD;Improvedforecasting(withinX%offorecast)àenrollment/academicfunctionmustbedonewithIRA;ImprovedROI;Relatedretention/graduationmetrics

*DuetolateentryintoJuniorSearch,itisnotfeasibletoincreaseinquiriesthiscycle,andmaynotbefeasibletoevenmaintaininquirynumber.Wewillinsteadfocusonensuringconversionofthoseinquiriesatarateneededtomeetapplicationobjectives.

TARGETPOPULATIONSFORTHISPLAN

Duetothecriticalnatureofimprovingenrollmenteffortsimmediately,thisplanwillprimarilyfocusonadmissionstrategiesforbeginningfreshmen—i.e.traditionalstudents—includingshort-termstrategiesforrecruitingstudentstotheclassof2022(rising/currenthighschoolseniors)andlong-termstrategiesfocusedonstudentsprojectedtoentertheclassesof2023,2024and2025(rising/currenthighschoolfreshmen,sophomoresandjuniors).

Inaddition,withtheincreasedimportanceoftransferandother‘non-traditional’enrollment,thisplanwillprovideanoverviewofactivitiesforthesestudenttypes,butseparateanddistinctplanswillbecreatedfortransferandothernon-traditionalstudents,includingmilitaryveterans.

- Internationalenrollmentandrecruitmentisnotcoveredbythisplan.

- Graduateenrollmentisnotincludedinthisplan,althoughtacticallyIMCeffortsforgraduateenrollmentmaybesomewhatintegratedtobetterleveragemarketingdollars.

TREND:DECLININGENROLLMENT&POPULATIONSHIFTS

HSgraduationrates

- Enrollmentinpostsecondaryeducationenrollmentdeclined4.8%from2010to2014.Thistrendcontinued,witha1.4%declinefrom2015to2016.

- GraduationratesintheMidwestandtheNortheastwillcontinuetodeclineinthecomingdecades.

- RecentU.S.Censusshowsthatof382metropolitanareas,thetop10withdecliningpopulationsincludesChicago(#1),Pittsburgh(#2),Youngstown(#3),Cleveland(#4),andBuffalo(#10).Thesearesomeofourtopregionalfeeders!

Demographicchanges

- Thenumberofwhitepublicschoolgraduatesisdecreasing.- Increasesinfirst-genandlow-incomestudents

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SEGMENTATION

Recruitmenteffortsmightincluderelationshipbuilding,events,communication(directmail,emailandphonecampaigns),printmaterialsandadvertising.Theseefforts,whenpossibleandpractical,mightbeseparatedintothefollowingcategories:

• Areaofinterest:Withaparticularfocusonhigh-growth,well-performing,and/orJCUdistinctiveprogramsasdescribedintheplan

• High-ability:3.75GPA/1250SAT/27ACT• Religiousindicators:

o Catholicand/orstudentsattendingaCatholicHSo Non-Catholicstudentso Race/Ethnicity:Underrepresentedminoritystudents(Hispanic/LatinoandAfricanAmerican)o Leveloffinancialneedo Geographicmarkets

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FOUNDATIONFORSUCCESS&SUSTAINABILITY:COMPREHENSIVEANALYSISOFDATA&OPERATIONS

Inordertofullyimplementthisplan,wewillimprovethequality,reliabilityandaccessibilityofprospectivestudentdata,aswellasourabilitytousedataforoutreach,communications,analysisandevaluationinatimelymanner.Additionally,wewilladjustenrollmentoperationstoensureeffectiveness,efficiencyandcollaborationacrosscampus.

COMPREHENSIVEANALYSISOFDATATODRIVEDECISION-MAKING

WorkingwithHumanCapital(HC),wewillconductacomprehensiveevaluationofrecentpastadmissioncyclesandpricingstrategyatJohnCarrollUniversitybasedontwotofiveyearsofcohortdatafromFall‘13toFall’17.Additionally,weworkwithinternalpartnersandotherexternalpartnerstodetermineawarenessandperceptionoftheJCUbrandinrelevantmarkets,identifyopportunities,andunderstandourpositioninthemarket.

Usingdescriptivestatisticsandmultivariatemethods,wewillexaminetherelationshipbetweenmatriculationandallkeycharacteristicsofJohnCarrollUniversity’sundergraduateadmittedpoolandrecruitment-admissionprocess.Thisanalysisisbroadlyorganizedaroundsevenclusterareasofinformationandinquiry:

• Studentsocial-demographics(includingrace,parentattainment,age,andfamilyincome);• Strengthofacademicprofileandstudentattributesrelatedtoapplicantdesirabilityandtheircorrelationwith

observedJohnCarrollUniversityacademicperformanceandretention;• Communicationflowandmeasuresofinstitutionalrecruitmenteffortandtheircorrelationwithconversionand

conversionproductivityfromfirstcontacttoenrolled;• Geo-Legacy–includinghighschoolfeeder,marketgeographyclassificationandcounselortravelandoutreach

analysisandassociatedconversion-productivitymeasurementfromSearchtoinquirytoapplicanttoadmittomatric–includingnon-convertedinquiryandadmittedstudentsurveys;

• Institutionalcross-applicantanalysisandstudentchoiceanalysis(includingin-depthpeeranalysisofleadingcross-appinstitutionsandassessmentofwin-lose-drawpatternsbasedonatapematchofnon-matricesfromtheNationalStudentClearinghouse(NSCH);

• Curricularandco-curricularinterestsandtheirassociationwithmarketdemand,studentprofileandvariousrecruitment-conversioninitiatives.

• Affinitymeasures(asmanifestthroughsignalingbehaviorandstudentcharacteristicssuchaslegacystatus,collegeaffiliations,referralsources,applicationtypeandexpressedacademicandco-curricularinterests)anddevelopmentofcompositeaffinityclassification;and

• Price,affordabilityandneedsanalysisincludinganalysisofcompositionandpositioningofaidpackagesandassessmentoffinancialburdenandpriceparityforfamiliesofdifferentfinancialmeans.

Animportantby-productofthisearlyphaseoftheprojectistheassessmentandrefinementofanacademic-profileindex,whichservesasakeyparameterwithmultipleapplicationsincluding:marketsegmentation,asapredictorofenrollmentyieldandacademicperformance,andasvehicletohelpguidetheallocationofaidandawarddifferentiation.

THISANALYSISWILLPROVIDEAFOUNDATIONTODEVELOPTHEFOLLOWINGSTRATEGIES:

1. Maximizefinancialaid,discountsandscholarships2. Evaluatepastperformance3. Understandourpositioninthemarket

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1:MAXIMIZEFINANCIALAID,DISCOUNTSANDSCHOLARSHIPS

FinancialAidisakeyfactorincollegechoice.Inthepastwehaveusedtwoseparateconsultingfirms,Hardwick-Day(0405&0506)andmostrecentlyAppliedPolicyResearch(APR).LikeHardwick-Day,APR’sapproachwasfocusedonpricepoint.Throughourthree-yearrelationshipwithAPRweinitiallykeptourmeritstrategyconsistentusingtheirrecommendationsforneedanddidreasonablewell.Thefollowingyearweheededtheiradviceandalteredourmeritstrategyresultinginadismissalyear.RevertingbacktoourmeritapproachwhileutilizingAPR’sneedstrategywesawimprovementsinyieldgivingustheconfidencetoendourrelationshipwithAPRandcreateourownfinancialaidmatrixbasedonmeritandneed.

Eachyearwehaveadjustedthematrixstrategybasedonpreviousyieldresults,applicationtrends,FAFSAdataandinternalreviewofourpopulationthathasresultedina6X8matrixbasedonmeritandneedwiththe6meritcellsontheyaxisandthe8needcellsfallingonthexaxisweplacestudentsintoacellwithatargetedfundeligibility.

Thismostrecentcyclewefactoredinincreasedmonetaryrewardsforoursignatureprogramswiththeintenttoincreasetheyieldandqualityofourclass.Factoringthistacticintoourexistingmatrixwewereabletoaccomplishthiswhilenotincreasingthediscountexponentially.

IMPROVEMENTS/ADJUSTMENTSFOR2017-18WeinterviewedtwohighlyrecommendedfirmsandhavemadethedecisiontoenlistHumanCapitalResearchCorporation(HCRC).Theirapproachstandsoutasamorecomprehensivemarketanalysiswiththeintentto“renderpracticalinformationandguidanceaimedatfurtherdevelopingJohnCarrollUniversity’smarketpositionandstrengtheningthecapabilityofJohnCarrollUniversitytopredictandcontrolinstitutionalaidresources,andpositivelyimpactyield,studentprofile,socialdiversity,programmixandnettuitionrevenue.”

AspartofourworkwithHC,wewillconductaprice,affordabilityandneedsanalysisincludinganalysisofcompositionandpositioningofaidpackagesandassessmentoffinancialburdenandpriceparityforfamiliesofdifferentfinancialmeans.Bybetterunderstandingtuitionbenchmarkingandtuitionsensitivity,JohnCarrollwillbeabletodevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.Withthisapproachwewillpositionourselvestobeabletoutilizeaidasatooltomeetourstrategicgoalsratherthantheprimaryinfluencerofyield.

Additionally,incollaborationwithourcolleaguesinadvancementweintendtomarketourendowedfundingbasedondemographiccriteriatoinfluenceinterestincertainkeyareaswhilebringingattentiontothegenerosityofourdonors.

2:EVALUATEPASTPERFORMANCE

InpartnershipwithHumanCapital,wewillconsolidateexistingadmissionsstudentdatafrompreviousyearstobetterunderstandtheimpactofourmarketingandrecruitmenteffortsandtheirimpactonconversion/yieldateachstageinthepipeline.Ifnotpossibletoevaluatepreviousyears,wewillmakeitaprioritytobetterunderstandthecostandROIforallactivities(visits,events,advertising,etc.).Thiswouldincludeexaminationofleadsource(s),andcostperlead,inquiry,applicant,andenrolledstudent,aggregateeffectofdifferentactivities,etc.Inaddition,wewillcontinuetorefineandanalyzeouradmissionsurveys.

IMPROVEMENTS/ADJUSTMENTSFOR2017-18OurmosturgentobjectiveistounderstandYOYdata,in-cycleateachstageinthepipeline.

TREND:GROWINGPRICESENSITIVITY• Focusonrisingpriceofacollegeeducation• “Free”orreducedcostofpubliceducation• ~50%offamilieswilleliminateacollegebasedon

publishedpricealone;1/5ofstudentsadmittedtotopchoicechosenottogobecauseofcost

• “Affordable”isintheeyeofthebeholder,andevenfamilieswiththeabilitytopaythinkaboutwhethertheyarewillingtopayit.

• Increasinglynegativeviewofloansandcollegedebt• Projectedcutsinfederaleducationfunding

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3:UNDERSTANDOURPOSITION

DEFINETHECOMPETITION

Inordertobetterunderstandthecomparativevaluepropositions,pricingstrategies,enrollmentmetrics,andrecruitmentstrategies/tacticsofbothpotentialcompetitors,wewill:

• Defineourcurrentlistofcompetitorsaswellasthecriteriaandlenswewilluse.Competitorsetcanbedefinedthroughavarietyoflenses,butthemostcommonisCoAppschoolstoidentifyothertheotherinstitutionswhereourapplicantsapply.Thisisalsoakeyindicatorofourperceivedqualityinthemarketplace.ShoulditbeCoAppschools?Whereourapplicantsendupenrolling?Shouldwebelookingatcompetitorsbycertaincohortsorsegments–whoareourcompetitorsforbusinessstudents?Whoareourcompetitorsforhigh-achievingstudents?Forhigh-needstudents?Oncewedeterminethiscriteriaandlist,wecanthendevelopouraspirantlistaswellasstarttogaugeourprogresstowardthataspirantgroup.

• UsingClearinghousedata,identifythesetofschoolsthatwetrulycompetewithbasedonselectcriteriaandcreatereportstoidentifymarketplacementandmarketshare.

• Createacomparisonreportofkeyadmissionmetrics(applications,admits,deposits,enrolls)usingshareddatafromOHprivatecollegesanduniversities,theMidwesternprivatecollegesanduniversitiesgroup,andAJCU.Manyschoolsacrosstheselistsarecompetitors,somearenot.However,thisdatagivesuscheckpointsthroughouttheenrollmentcycleofwhatishappeningwithotherschoolsinthemarket.

Additionally,wewillassesscompetitortacticsandmessagingthroughanadvertisingandeventaudit.

• Attendrecruitmenteventsfor3-4competitorschools• Auditrecruitmentcommunications(directmailanddigital)for10-20nationalcompetitors

REFINEOURGEOGRAPHICMARKETSGeographicsegmentationisaveryimportantandstrategicpractice.Recruitmentmarketsareclearlyidentifiedandsegmentedusingclearandconsistentrationale.Thismarketbreak-downisthefoundationformanyofthestrategicandtacticalinitiativesforenrollmentaswellasthebasisforanalysisandreporting.

TheHumanCapitalanalysismayinformadjustmentstoourcurrentgeographicmarkets,definedas:

• NortheastOH(EPScodesOH-3,OH-4,OH-5,andOH-6)–ourlocalareaandbackyard

• RestofOH–otherkeyOHcitiesandregionslikeColumbus,Dayton,Cincinnati,andToledo

• ContiguousRingStates–ourcoreout-of-statemarketswhereournamerecognitionisprettysolid,wheremanyofourstudentscomefrom,wheremanyofouralumnireside,andreallytheboundarieswherethenamerecognitionofJohnCarrollextends

• TertiaryRingStates–thenextringofstatesbeyondourcoreout-of-statemarketswherewedosomerecruiting;growthstrategieswilltypicallybefocusedoncitiesorareaswithinthisring

• OuterRingStates–therestoftheU.S.• InternationalMarkets–currentlytherestoftheworldoutsideoftheU.S.

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• TheHumanCapitalanalysismayinformadjustmentstoourcurrentgeographicmarkets• Wewillalsointensifyeffortsinkeyareasthatarehighperformingordeclining,includingChicago,Pittsburgh,NW

NewYork,EastCoast.SeeIntegratedOutreachProgram.

REFINEOURKEYACCOUNTS

In2016weidentified85highschoolsin5statesas“keyaccounts.”Theseschoolsaverageaminimumof10applicationswith2ormorestudentsenrollingatJCUeachyear.Simplyput,ifthereisdrop-offinapplicationsordepositsinagivenyearfromanyoftheseschools,itwillhaveanimpactonourfreshmanclass.

Approximately50%ofapplicationsforArrupe,Honors,andLeadershipcamefromkeyaccountschoolsthispastyear.HonorsandLeadershiphad50%ofstudentsenrollingatJCUfromkeyaccounts,whileArrupehas60%.421studentsfromkeyaccountswilljoinusaspartoftheClassof2021,representingalmost60%oftheclass.42%ofthisyear’sapplicationswerereceivedfromkeyaccountschools.

Reference:KeyAccounts

EM’stakeaspecializedapproachwiththeseschools,giventheirimportancetous.TheEMshouldbringbreakfasttotheseschoolsortakecounselorstolunchwhentheytravelthereforthefallvisit.Counselorswillalsoreceiveperiodicapplicantstatusreportstokeeptheminformedonwheretheirstudentsareintheapplicationprocesswithus.We’llalsoparticipateinpanelsand/orparentnightsatmanyoftheseschools.WeoftenpresenttoEnglishclassesonwritingthecollegeessay,andourfinancialaidstaffprovidesmuchassistancetomanyoftheseschoolslikeFAFSAfilingnightsandfinancialaidpresentations.Acrosstheseinitiatives,ourstaffistypicallyinthesehighschoolsmultipletimesinagivenyear.


TheHumanCapitalanalysiswillhelpustoassessourcurrentkeyaccountsandadjustasneeded.

• Rightnowourkeyaccountsarebasedonvolumeofactivity(applicationsanddeposits).Othercriteriawillbeconsideredtocontinuedefiningalistthatmakessense.Wearestartingtoseethatvisitstosomekeyaccountschoolsarenoteffective,aswedonotmeetwithanystudentsorevenguidancecounselors.Findingwaystoengagecounselorsandstudentsfromsuchschoolsisthetaskweface.

• Additionally,EMsexplorewaysandopportunitiesforJCUfacultyandstafftoprovideaservicetothesekeyschoolssuchasgettingfacultyintoclassroomstobeaguestlecturer,campusministryandArrupescholarsforserviceorretreats,leadershipprograms,etc.

OTHERRESEARCH&ANALYSIS

MARKET&BRANDRESEARCH

Thisyear,JCUwillinvestinacomprehensivestudytoidentifyhigh-growthandemergingprogramopportunitiesbothforourkeymarkets.Thisinformationwillhelpguideoureffortsinthefollowingyearstoevaluateourexistingofferingsanddevelopnewones.

Wewillalsomeasureourbrandawarenessandperceptiontoestablishabaselinefromwhichwewillgaugetheimpactofourpromotionalactivities.

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SWOT

WewillaggregatepreviousSWOTanalysisdoneforuniversitystrategicplanningandretunewithanenrollmentfocus.

PROGRAMPORTFOLIOEVALUATION

Inthefollowingyears,JCUwillidentifythelevelofperformanceofexistingprogramstodecidewheretoinvest,discontinueordevelopproducts.Thisevaluationwillincludeboththeprogramsthemselvesaswellasthepotentialdeliverymethods(online,hybrid,etc.)Itwillthenbecoupledwithamarketanalysistodetermine:

- Programstokeep- Programstodevelop- Programstopurge

Evaluationwillincludeprogramperformance(revenue,#students),marketgrowth(studentdemandfordegreeoreconomicneedforgraduateswithXYZskills).Wewillthendigdownregionallytodeterminemarketsaturationofexistingprogramsaswellasexpansionintonewregions.

Additionally,wewilllookattheimpactofcorerequirements,internshipopportunities,andothersupportprogramsandservicestoensurewearemeetingmarketdemand.

SHORT-TERMPROGRAMPRIORITIES

Inlieuofthisanalysis,theshort-termstrategyistodeveloppromotiontacticsrelatedtothefollowing:

• Wehaveidentifiedthefollowingprogramsasonesthatarehigh-performing(consistentlyhighenrollment),havehighgrowthpotentialand/orareuniquetoJCU.(ReferencedthroughoutthisdocumentandtheIMCEPlanasSelectPrograms):

o Boler:Accountancy,Otherso Communicationso Pre-Healtho STEMo Computer,DataandHealthInformationScienceso Sportsstudies&ExerciseScienceo Entrepreneurship

• Signatureprograms:Arrupe,Honors,Leadership

TREND:IMPORTANCEOFRELEVANTPROGRAMS

Ashigheducationinstitutionscompetewitheachotherforlimitedpopulationsofpotentialstudents,theinclusionofin-demandprogramsisasignificantfactorinenrollment.

Note:AccordingtoHanoverResearchgroup,53%oftheir800highereducationresearchprojectsfocusedonthecreationorreviewofacademicprograms,and1in5ofNewProgramDevelopmentprojectsfocusedonidentifyinghigh-demandprogramsthatcouldbedeliveredinonlineorhybridformats.

TRENDS:HIGH-GROWTH&EMERGINGPROGRAMS

Healthcareprograms,closelyfollowedbycomputerscience,continuetodominateindustrygrowthnationally,withhighestdemandbeingfornursing-relateddegreeholders.Otherhigh-demandundergraduatemajorsbasedongraduationtrendsincludebiology,criminaljustice,health&physicalfitness,mechanicalengineering,math,socialwork,]informationsciences,healthandmedicaladministration,electricalandcommunicationsengineering.Basedonrecentgraduationdata,thereisemergingundergraduateinterestinhomelandsecurity,cognitivescience,environmentalengineering,humanbiology,petroleumengineering,mentalandsocialhealthservicesandalliedprofessions,appliedmath,health/medicalprepprograms,materialsengineering,andfoodscience&technology.

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COMPREHENSIVEANALYSIS&IMPROVEMENTOFENROLLMENTOPERATIONS

Weareadjustingenrollmentoperationstoensureeffectiveness,efficiency,andcollaborationacrosscampus.Weknowthatthepeoplewhowillexecutethisplanarejustasimportantastheanalysisthatwillbeusedtoinformtheplan.Wewillimproveourenrollmentoperationsinthefollowingways:

1) Reorganizeforefficiencyandeffectiveness2) Strengthencorecapabilitiesofenrollmentmanagers(RECRUITERS)3) Strengthenourstudenttourguides4) Improveprocesses&reporting5) Strengtheninternalpartnerships

1.REORGANIZEFOREFFECIENCY&EFFECTIVENESS

PriortoMay2017,theUniversitydidnotreallyhaveatruemarketingdivisionwiththenecessaryexpertiseorstructuretoleadaneffectiveenrollmentmarketingplan.Itwasmoreofacreativeservicesmodel.Asaresult,verylittletruemarketingstrategyorplanningwashappening,andanythatwashappeningwasbeingdonebyEnrollmentandwasnotbeingarticulated,effectivelymeasured,orputintoashareableplan.

Alongwiththis,theenrollmentstaffwasattemptingtoimplementmanydifferentrecruitmentinitiativesandfindwaystoaddressthegapsanddeficienciesinourprocess.Manypositiveadjustmentshavebeenmade,buttherehasbeenafailuretoarticulatethosetothebroadercampuscommunity.Evenmore,theseweremostlydoneinareactivewaywithoutincorporatingthemintoacomprehensiverecruitmentandenrollmentplan.Thishasledtoastaffthathasbeenspreadprettythin,essentiallynotalignedorfocusedonthecoreenrollmentworkneeded,andworkingwithashellofatacticalplanandnowrittenstrategicenrollmentplan.

SeePreviousandCurrentOrganizationCharts


Wearemovingawayfromoperationswhereeveryonedoesalittleofeverythingtoonewherepositionshaveaclearlyidentifiedscopeofresponsibilitymadeupoftasksthatdonotcompetewitheachotheratdifferenttimesoftheyear.Universitieswithconsistentlysuccessfulenrollmentcyclestendtohavematureenrollmentmanagementstructureswithwell-definedleadershipinkeystrategicareas.Alloftheseareasarepartsofthepuzzleandneedtobeoperatingunderacomprehensiveenrollmentplan.

WithbothaninterimUniversityPresidentandVPforEnrollmentinplace,wewanttoprovidetheincomingadministratorsthemosteffectiveteampossible,whilestillallowingflexibilitytoaccommodatetheirownvision.

OverthepastfourmonthstheUniversityhasmadesignificantrestructuringmovesinenrollmentandmarketing:

• ThereisnowaproperlystaffedandpositionedIMCgroupwiththenecessaryexpertisetocreateandimplementacomprehensiveenrollmentmarketingplan.

• EnrollmenthashiredanAssistantVicePresidentforOutreachandStudentSuccess.Thispositionwillprovidemuchneededleadershipincampusprogrammingandrecruitmenteventsaswellasdirectionintherecruitmentandadmissionofnon-traditionalstudentpopulations(transfers,internationalstudents,veterans,etc.).

• AStrategicEnrollmentManagement(SEM)teamhasbeencreatedtoinformenrollmentstrategy,tactics,andobjectives.ThisteamconsistsoftheInterimPresident,InterimVPforEnrollment,InterimProvost,VPforFinance,AVPforEnrollment,AVPforOutreachandStudentSuccess,AVPforEnrollmentandFinancialServices,andAVPforIMC.

• Thesemoveshaveallowedundergraduateadmissiontorealignitsstafftofocusonhigh-touchrecruitmentefforts.• Foranoverviewofenrollmentstaff,structure,andkeyresponsibilitiespleaseseetheStaff/TeamStructuresection.

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Ourapproachtostudentservicehasalsodevelopedovertimeintheefforttoimproveretention.Duringthe2010-2011academicyearweincorporatedregistrationdutiesintoourstudentserviceapproachallowingforamorestreamlinedstudentserviceandstrengtheningtherelationshipbetweenacademicsandfinancialaid.ThroughcollaborationwiththeRegistrar’sOfficeandAcademicAdvising,staffwastrainedandofferedopportunitiesformoreefficientandproactiveprocessingandservice.

Mostrecently,thispastyearweenlargedthereachofstudentservicetoencompassbilling,removingthelargestbarriertoafullserviceapproach.ByassumingbillingdutiesandengagingTouchNettoimprovetechnologicalaccessweincreasedourscopeandimprovedoverallservice.

Necessaryandcriticalstaffingandstructuralchangeshavebeenmade.Wearenowpositionedtobetterdevelopandexecutearecruitment,marketing,andenrollmentplan.Thishasalsoenabledustomovetowardacultureofstrategyandperformance,withmoreclearexpectationsofstaff,measurementofefforts,andbettertraining.

TheUniversityiscurrentlynotinapositiontodecidewhetherornottoincludegraduateoperations,recruitment,andadmissionwithundergraduateenrollment.

Thisyearwillalsohelpusunderstandwherewemaystillneedsomeadditionalinvestment–systemsanddatasupport,additionalrecruiters,additionalexpertiseinthemarketingarea,etc.

2.STRENGTHENCORECAPABILITIESOFENROLLMENTMANAGERS(RECRUITERS)

Asthefront-lineforprospectivestudents,enrollmentmanagersarevitaltoasuccessfuladmissionscycle.JohnCarrollmarketstheserolesasasignature“personaltouch”thatarisesfrombothoursmallsizeaswellastheJesuittraditionofeducatingthewholeperson.

Inpreviouscycles,enrollmentmanagers:

• Hadestablishedapplicationanddepositgoalsbymarket,oftendowntothehighschoollevel.Dataandperformancetowardthesegoalsisprovidedandmonitoredregularly

• Hadmonitoredweeklyoutreachandcontacteffortsfocusedoncontactingpriorityinquiries(thosemostlikelytoapply)andalladmittedstudentsfromtheirmarkets

• Hadbi-weeklymeetingswiththeirAssociateDirector• Participatedinprofessionalassociationanddevelopmentactivities


Wewillcontinuetorefinetheseeffortsthrough

- MorefrequentEM-onlymeetingstoshareideasandfeedbackfromtheroad- Moreintentionalprofessionaldevelopthatwillrequireaplantoutilizeregionalassociationmemberships;develop

planforstafftobeinvolvedinOACAC

Inyeartwo,wehopetomovetowardamodelofestablishinginquirygoalsaswell.

Inaddition,weplantoevaluateandimproveconsistencyandeffectivenessthrough:

• Improvedtrainingthatincludes:o Traininginsalesandrelationshipbuildingo Betterunderstandingofkeymessages,academicprogramsandcareer/majorselectiono Whilewedon’twantadmissionsofficerstoadviseonspecificcoursestotake,theyshouldbeableto

adviseprospectsnotonlyonthecollegeselectionprocessbuthowtoidentifycareersandmajorsaswell.Thisrequires:

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§ Improvedknowledgeofcareeradvisingtechniquesandacademicprograms.Importantthingstodotograduatepreparedtopursueacareerthey’llenjoy

§ AguideofimportantinfoandFAQsforeachSchool,Division,Department,and/oracademicprogramIMCtoensurethattheinformationismeaningful,relevantandconsistentacrossprograms

o Computertraining–excel• LeadershiptravelwithEnrollmentManagersinthefield

o InterimVPforEnrollmentandAssociateDirectorofEnrollmentwillimplementthebeginningsofa“servicemanager”approachwheretheywillperiodicallyridealongwithenrollmentmanagersinthefieldtoevaluate,train,andhelpbuildrelationships

o AVPIMC–tolearncurrentpractices,messages,prospectivestudentquestions/concerns/interests,etc.

3.STRENGTHENOURSTUDENTTOURGUIDES

Wespendsignificanttimerecruitingandtrainingstudenttourguides,astheycansinglehandedly“makeorbreak”avisitor’sexperienceoncampus.Wehavearigorousapplication,interview,andselectionprocess,andanextensivetrainingprogrambeforethefallsemesterbegins.Welookforthebestofthebestoncampusandwanttourguidestobeseenasleadersoncampus.Infact,for5ofthelast6years,atourguidehaseitherwontheBeaudryAwardorbeenselectedasMillorOrator.

Thesestudentsarepaidemployeesbytheofficeandwilltypicallywork6-8hoursperweekinadditiontoselectSaturdaysandadmissionevents.Inadditiontogivingcampustours,theyalsoescortfamiliestopersonalizedvisitappointments,havelunchwithfamiliesinthedininghall,serveonpanels,attendoff-campusevents,performassortedadministrativetasksfortheoffice,andansweralldivisionalandUniversityswitchboardphonelines.

Thetourguidestafffor2017-2018ismadeupof42students:

• 25veteran/returningstudents;17newtourguides.• 20seniors,17juniors,5sophomores.• From11states:California,DistrictofColumbia,Illinois,Kentucky,Maryland,Massachusetts,Michigan,NewYork,

Ohio,Pennsylvania,Texas• From2countries:Egypt,SouthKorea• Represent17majors:Accountancy,Biology,CellandMolecularBiology,Chemistry,CommunicationandTheatre,

Economics,Education,English,Finance,InternationalBusinesswithLanguageandCulture,ManagementandHumanResources,Marketing,PJHR,PoliticalScience,Psychology,Sociology&Criminology,SportsStudies


Whilenotcomprehensive,areasforimprovementinclude;

- Trainingonkeymessages,academicprogramsandcareer/majorselection- Improveduseoftheirtalentandtimewhennotgivingtourstoassistwithdirectrecruitmenteffortsandoutreach

4.IMPROVEPROCESSES&REPORTING

Whilewearecreatingacomprehensiverecruitmentandenrollmentplanandbuildingafoundationthatwehavenothaduptothispoint,wealsowilldocumentandoutlineallofourtacticalandoperationalplansandprocedures.Thiswillhelpchangetheculturetoonewherepoliciesandproceduresareclearandconsistent,understoodbyall,andwherecross-trainingoccursindifferentfunctionalareas.ThegoalistohaveallproceduresdocumentedbyJune,2018.

Additionalimprovementsinprocessesandreportingwillinclude:

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• ImprovedtransparencyinourprocesstokeeptheUniversityinformedofoureffortsandresults.SeeMeasurementandEvaluation.

o Currently,sites.jcu.edu/analyticsisanintranetsitewithonedashboardshowingyear-to-datenumbersofapplications,admits,anddeposits.Thissitewillbesignificantlyexpandedwithmuchmoredetailanddatathroughavarietyofnewdashboards.Thiswillbeamixofyear-to-dateanalysisaswellasend-of-cycleanalysis.

o Determineandbuildotherregular(weekly,monthly,etc.)reportsanddashboardmetricstobedefinedo Analysisofallactivitiestoinclude:

§ KPIsbyactivity(E.G.Attendance,click-throughrate,etc.)§ Costper:lead,inquiry,applicant,deposit,student

• Auditandestablish/implementpoliciesandprocessestoimprovequalityofcaptureandreportingonstudentdata,recruitmentandmarketingactivitiesandoutcomes.Thiswillinvolvecoordinationacrosscampus.

• Trainingguidesforrecruitmentstaffandtourguidestaffwillbecreatedandupdated.Alldocumentationrelatedtocampusvisitprogrammingandeventswillalsobeupdatedandmorethoroughlydocumented.

• Reviewandrefineourcomprehensiveadmissionreviewprocessanddocument(seeappendix).• SLATECRM:Slateisthebackboneandfoundationofourentireoperation.Wewillbuildbetterprocedural

documentation,trainingguides,andaccesstotoolsanddata.ThereisincrediblefunctionalityandautomationthatSlatebringstothetable,butwearecurrentlyusingprobablyone-thirdofitscapabilities.Goalsforthisyearinclude:

o Continuelearningthesystemandimplementingitinnewwaystohelpstreamlineourproceduresandprocesses,especiallyintheareaoffinancialaid.

o IncorporateonlinereviewandevaluationbyfacultyfortheArrupe,Leadership,andHonorsprograms.o MovedifferentproceduresinfinancialaidtoSlate,suchastheappealprocess.o Inaddition,wewillexploreincorporatingothercampusproceduressuchasnewstudentorientation

registration.o Slateisanenrollmentmanagementsystem,andalongwiththecurrentefforttoimplementthesystem

forgraduaterecruitment,wehopetoexploreitsuseforacademicadvisingandpotentialretentionefforts.

5.STRENGTHENINTERNALPARTNERSHIPS

Asmentionedpreviously,JohnCarrollvaluesacollaborativeapproachtorecruitment.Successfulrecruitmentreliesonpersonalcontactwithcurrentstudents,facultyandotherkeyindividualswithwhomprospectswilleventuallyinteractasstudents.Furthermore,becauserecruitmentstaffmemberswillnotalwaysbethefirsttouchpoint,itisimperativethatallfaculty,staffandstudentsunderstandandadheretoasetofguidelinesforspeakingandworkingwithprospectivestudents.

PARTNERWITHIMC

Asmentioned,theEnrollmentdivisionhistoricallyhasdriventhemarketingandcommunicationsactivitiesfortheUniversity.AstheUniversityhasmovedtoamorestrategicapproachtoenrollment,IMCwillberesponsibleforthetoppartofthefunnelfromawarenesstoapplication.Atthepointofadmission,IMCwillcontinuetoprovidecommunicationssupporttoengageandnurturestudentsthroughtoenrollment.

Inthisyearoftransition,IMCandEnrollmentwillhavefullcollaborationandsupportwithregardtoplanningandreporting.Asbestaspossible,theunitswillworktogethertoensureaseamlessprocessforourprospectivestudentsaswellasacohesiveapproachtoanalysisandreportingofkeyperformanceindicatorsandreturnoninvestment.

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Wewillworktowardestablishingbestpracticesthroughouttheenrollmentprocesswithregardtocommunicationsandmarketing–frompresentationstoadvertisingthiswillbeatruepartnership.

ACTIVITIESTOFACILITATETHISPARTNERSHIPINCLUDE

• Regularleadershipmeetings• EstablishinganenrollmentIMCcommittee,tomeetmonthly• Amovetowarddata-drivendecisionsàregularlyanalyzeandadjust

o Thisyearàbasicactivity/demographicmatrixforfurthercontacto Nextstage/nextyearàleadscoringtodrivemarketingandrecruitmentactivities

CULTIVATEACADEMICUNITSASTRUEPARTNERS

ThefollowingstepsaddressourneedtobettercollaboratewithandengagestakeholdersacrossJCU:

• DevelopasetofUniversity-wideguidelines/policiesregardinginteractionswithprospectivestudents&allieso Basiccustomerservicephilosophyandtipso Processforreportinginteractionsinordertobettertrackandfollowup

• InvitecampusstakeholderstoparticipateàTALKWITHJEANNEo PlanningcommitteeàYeartwoo Identifyandtrainfacultyandadvisorswhowanttosupportrecruitmento Internaltraining/presentationso Outlineofcallstoactionandtoolstoemployo Recognizethosewhocontribute

• BuildrelationshipsandreportonoutcomesTBDo IMCand/orEnrollmentwillconductregularmeetingswithSchool,Division,andSelectProgramchairsto

identifyobjectivesandimprovementguidesforenrollmentstafftraining,inadditiontousingthisinformationforIMCplanning.

o IMCandEnrollmentwillestablishdashboardsandregularreportingschedules(SeeImprovedplanning,analysis,andreporting.)

REFINEALUMNIINVOLVEMENT

Mostcollegesanduniversitiesengagealumnitoassistwiththeirrecruitmentefforts,butfewschoolsdoitwell.Wecurrentlyengagealumniasvolunteersbutthisisnotformalized.Currently,alumniareroutinelyusedtocontactstudentsviacallcampaignsorhostadmittedstudentevents.

Toimproveandsustaintheseefforts:

• Wewilldevelopaplantoformalizealumniinvolvementtoengageasmallgroupofalumniambassadorsintheupcomingyear:

o Thisgroupofapproximately20alumniwilljoinusforacceptedstudentdinnersandothereventsonandoffcampus.

o Theymayalsohosteventsorconductinformationalinterviewswithprospectivestudents,orhelpusbycoveringcollegefairsandeventsthatwearenotabletogetto.

o Wearealsoexploringhowtoutilizethemforin-classvisitsviahighschoolcareerdayorStudentPathscurriculumvisits

• Reportandrecognizeeffortsofalumnivolunteers(wecurrentlydonotconsistentlyreportbackifactivitywaseffective)

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NOTE:Therehavebeenanumberofadditionalalumniwhohaveexpressedinterestinhelpingwithourrecruitmentefforts.Duetotransitionsandstaffcapacity,wedon’tbelieveitwisetoexpandoureffortsbeyondasmallgroupofapproximately20alumni,withtheexceptionofthosewhoarealsoapartofintegratedoutreachprogram.Afterthisyear,wewillbemoreintentionalinworkingwiththislargergroup.Inthemeantime,they’llbeencouragedtobeJCUadvocateswherevertheygo;whetheritbeatwork,events,orsimplyintheirneighborhood.

STUDENTAMBASSADORS

Inadditiontotherolethatourtourguidestaffplaysinourrecruitmentefforts,therearemanyotherstudentsoncampuswhocanbeutilizedbettertohelpourefforts.Thispastyear,enrollmentre-establishedastudentambassadorprogram,andthegoalforthisyearistogrowthateffortandutilizethemmore.

Enrollmentmanagersplantohostcity“meetandgreets”oncampusinearlyfalltobringtogetherallstudentsfromkeycitiestogettoknoweachother(retentionimpact)aswellastalkwiththeenrollmentmanagerforthatcitytodiscussideasonhowtorecruitmorestudentsfromtheareawiththeirassistance.Thiswouldincludecontactingprospects,goingbacktovisittheirhighschools,andotheropportunities.

Weplanongatheringcurrentstudentsinitiallyfromthefollowingcities:

• Buffalo• Chicago• Columbus

• Detroit• Erie• Pittsburgh

• Rochester• Toledo

PARENTINVOLVEMENT

Oneinitiativethatwehavenotbeenabletogetoffthegroundistheuseofparentsinourrecruitment.Ibelievethiscanhaveaverystrongimpactonourefforts,especiallyduringtheyieldphase.Weneedtofindawaytoengageparentsofcurrentstudentsinourprocesstogivethemopportunitiestointeractwithparentsofprospectivestudents.

OurgoalistostartwithparentengagementaspartoftheIntegratedOutreachProgrameffortsthisyear.

SIGNATUREPROGRAMS

JCU’sthreesignaturescholarshipprogramsincludetheArrupeScholarsProgram,HonorsProgram,andLeadershipScholarsProgram.Theseprogramsareaveryimportantpartofourrecruitmentefforts,bringingin130studentsthisyear,(roughly17%oftheClassof2021).Studentsintheseprogramsallreceivea$5,000scholarshipthatisrenewableforfouryearsaslongastheycontinuetomeetprogramrequirements.

Ourstrategytodoubletheenrollmentineachofthesecohortsthispastyearworkedverywell.Forthefall2017freshmanclass,theArrupeScholarsprogramadded40newstudents(100%increaseoverlastyear),theLeadershipScholarsprogramadded42(83%increaseoverlastyear),andtheHonorsprogramadded52(53%increaseoverlastyear).

StudentintheHonorsProgram(beginningwiththeClassof2021)receivea$5,000scholarship(TheClassof2015wasthemostrecentgraduatingclasstohavehadanHonorsAward).AdditionalbenefitsforincomingHonorsstudentswereannouncedinearlyspring2017andinclude:

- HonorsProgramBookAward- HonorsPathwayAward- HonorsCapstoneAward- Overloadfeewaiver

AnopportunitytoliveontheSignatureProgramsfloor(Thiswasanewlyaddedbenefitforstudentsinall3scholarshipprogramsbeginninginfall2017).

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- TheOfficeofAdmission,IMC,andtheprogramdirectorswillpromoteall3programsmuchearlierinthecyclethisyear.ApresentationonallthreeprogramswillbeofferedaspartofourSaturday,November4,BlueStreakPreviewDayevent.Allthreeprogramswillalsohavedirectorand/orcommitteerepresentationattheevent.

- Eachofthe3programswillofferphoneinterviewsthisyearaspartoftheirselectionprocesses.Thisisachangefrompreviousyearswhereonlyoneprogram(Leadership)conductedphoneinterviews.Arrupehashostedanon-campusinterviewdaysincetheprogram’sinception.Thedecisionwasmadenottocontinuetheinterviewdaythisyearforseveralreasons.ThisyearwillbethefirsttimetheHonorsProgramwillhaveaninterviewcomponentincludedintheirselectionprocess.

- ProgramDirectorswillbeinvitedtojoinusatallofourspring2018AcceptedStudentDinnersheldinvariouscitiesacrossthecountry.

- EachprogramhashadareceptionforadmittedstudentsduringCelebrationinrecentyears.Wewillplantocontinuetheseeventsthisyear,withamoreformalprogramaimedatrecognizingtheaccomplishmentsofadmittedstudentsinArrupe,Honors,andLeadership.WewillalsobeexploringthepossibilityofhostinganadditionalyieldeventforthetopquartileofstudentsadmittedtotheHonorsProgram.

ATHLETICS

Closetoone-thirdofeveryincomingfreshmanclassismadeupofstudent-athletes;therelationshipbetweenathleticsandenrollmentiscritical.Fairlyregularmeetingsbetweenenrollmentandathleticstakeplace.Whiletherelationshiphasbeensolidandcommunicationbetweentheunitshasbeengood,thereisdefinitelyopportunitytoimprove.

COLLABORATION&TRAININGLikeenrollmentmanagers,coachesarerecruitersfortheUniversityaswell.Similartoourplansforenrollmentmanagers,increasedtrainingoncoreUniversitymessagesisneededforcoaches.Inaddition,Universitymarketingstaffandenrollmentstaffwouldliketospendalittletimetravelingwithsomecoachestolearnhowtheyrecruit.Keytothisinitiativeisfindingawaytoshareeasyaccesstotravelschedules,bothfromenrollmentmanagersandfromcoaches.

CONTACTMANAGEMENTAlthoughmuchprogresshasbeenmadewiththeintegrationofSlatewithAthletics’Frontrushsoftware,plannedimprovementsinclude:

• Consistidentificationandtaggingofathleticrecruitswithintheenrollmentsystem.• ConsistentusebythecoachesofFrontrush,asthenamesofathleticrecruitscomefromathletics.• ImprovedprospectcommunicationthroughFrontrush:Somecoachesandsportsdoagreatjobwiththis,tracking

allcontactwithrecruits,sendinghtmlemailswithsportandUniversitybranding,andusingthefunctionalityofFrontrush.Manyothersarenotusingthisfullfunctionality.

o Wewouldliketoassessthissituationoverthecourseofthisyeartodeterminethegapsandpotentialneeds.

o WewouldalsoliketoexploreandtestusingtheenrollmentCRM(Slate)asanathleticCRM,whichwouldimprovecollaborationandefficiencies.Itwouldalsosaveroughly$15,000ayear

IMPROVEDANALYSISOneimportantgoaloverthecourseofthisyearistounderstandandidentifytheimpactonoverallfreshmanenrollmentbyeachindividualsport.Forexample,ifthefootballteamtypicallybringsin80student-athletesayear,anydecisiontorecruitamoretargetedandsmallerclasswouldhaveadefiniteimpactontheoverallfreshmanclasssize.Anycombinationofsportswhomayenrolllessthanatypicalclassinagivenyear,whetherintentionalornot,willdefinitelyhaveanimpactontheoverallfreshmanclasssize.Teamrecruitmentgoalsgoingforwardwouldideallybedeterminedandagreeduponthisyear.

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ADMISSIONS/RECRUITMENTANALYSIS&TACTICS

RECRUITMENTTRAVEL

Eachenrollmentmanager(EM)developstheirowndata-informedterritorytravelplanwithinputprovidedbytheAssociateDirector.EMsarerequiredtovisitallkeyaccountschools.Wethenlookat5-yearapplicationanddepositaveragesforotherschoolstopopulateavisitlist.EM’smakethemostoftheirtimeawayduringovernighttravel.Adaywilltypicallyincludeatleast3highschoolvisitsalongwithacollegefair,panel,orinformationalinterviewsintheevening.

Forthisupcomingfall,hereisoneexampleofatypicaltravelweekforourenrollmentmanagers:

CHICAGO

Tuesday9/26/2017

Wednesday9/27/2017

Thursday9/28/2017

Friday9/29/2017

Saturday9/30/2017

ReginaDominican9:30am-10:30am

FenwickHS8:30am–9:30am

LyonsTownship8:00am–8:30am

ChicagoAlumniChapterMeetingandEvent

LoyolaAcademy10:50am–11:50am

N.LawndaleCollegeFairandPanel

SaintIgnatiusCP10:45am–11:45am

DownersGroveN9:55am–10:45am

LakeForestHS12:55pm–1:35pm

HinsdaleCentralHS2:00pm–3:00pm

LakeForestAcademy1:30pm–2:10pm

BrotherRice11:30am–1:00pm

LakeForestAcademyCollegeFair5:00–8:00pm

BrotherRiceCollegeFair5:00–8:00pm

EveningInterviews(TBD)

TraveltoCleveland

HIGHSCHOOLVISITS

Ourteamconducted229traditionalhighschoolvisitsin14statesinthe2016-2017academicyear.Wemet498seniorsattheirhighschools,with286applyingforadmission(57%)and111ultimatelyenrolling(wemet29additionalstudentsintheclassinpreviousyearsattheirhighschools).Anadditional120highschoolvisitstookplaceaspartofaJesuitExcellenceTour(JET).Weparticipatedin10JETsthispastyearfromCaliforniatoBoston.Admissionrepresentativesacrossthecountryareincreasinglyreportingthathighschoolvisitsarelessandlessvaluable.

OBSTACLES

Admissionrepresentativesacrossthecountryareincreasinglyreportingthathighschoolvisitsarelessandlessvaluable.Ourteamfacesanumberofobstaclesinplanningtravel.Manyhighschoolslimitdaysandtimesthatcollegerepresentativesareabletovisit(i.e.manyhighschoolsintheChicagoareaonlyletcollegerepresentativessetupatableinthelunchroom,whichisnottypicallyeffective).Studentsmayalsobeunabletogetoutofclass,ortheymaynotwanttoleaveclasstomeetacollegerepresentative.Withsomanywaystodayforstudentstoengagewithandlearnaboutcolleges,itisnotasnecessaryasbeforetomissclasstolearnaboutaschool.EMswilltryandconnectwiththecollegecounseloratthehighschooliftheyaren’tabletomeetwithstudentsduringavisit.This,too,isoftenverydifficult,asmanycounselorsarenotavailable.

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Enrollmentmanagerstrackandevaluatetheresultsandactivityduringrecruitmenttravel,notingwhotheywereabletomeetwithateachschool,opportunitiesandbarriersinthatschoolgoingforward,andanyotherrelevantinformation.


• Continuetofindalternativewaystobepresentinhighschools.Inpreviousyears,enrollmentstaffandevenJCUfacultyhaveprovidedcollegeessayseminars/workshopsatClevelandHeightsHSandShakerHeightsHSaswellasotherschools.Enrollmentstaffisalsopresentingindividuallyoraspartofapanelpresentationforhighschoolcollegenightsatmanydifferentschools.

• EvaluateStudentPathsSponsorshipprogram($36K)whereweuseaconsultanttopresentoncollegechoiceprocessàRefinesothatthisisnotjustasponsorshipbutinsteadisanopportunityforpersonalengagementwithenrollmentmanagersandalumni

• We’llutilizetheHumanCapitalassessmenttoadjusttravelasneeded.O MoreregularmeetingswithstaffandAssociateDirectorwillinvolvediscussiononfalltravel,progress,

andadjustmentsthatneedtobemadeinthiscycle,includingpossiblyrevisitingcertainschoolsorareas.O Planistoutilizebetterdatatoidentify“like”schoolstoaddtoourrecruitment-schoolsthatwemaynot

visitorhavemuchactivityinbutbymanycriteriaareverysimilartoschoolswherewedo.

COLLEGEFAIRS

Wereceiveseveralhundredinvitationstoattendcollegefairsacrossthecountryeachyear.Decisionsonwhichfairstoattendaredata-informedaswell.Itemsincludingthenumberofinquiriesinthatarea,thenumberofstudentstypicallyattendingthefair,andtheregistrationfeefortheeventareallconsidered.

Weattendedmorethan100collegefairsin17statesandtheDistrictofColumbiathispastyear.790studentsacrossmultiplehighschoolgraduationyearsexpressedinterestinJCUatacollegefair.Only39studentsintheClassof2021metaJCUrepresentativeatacollegefair.

Overall,collegefairshavebecomelessandlessvaluableintermsofmeetingandinteractingwithstudentswhomayultimatelyendupapplyingandenrolling.Fairsareanicewaytogatherinquiries,buttheinquiriesgatheredtendnottomovefurtheralonginthepipeline.Again,withsomanywaystodayforstudentstoengagewithandlearnaboutcolleges,itisnotasnecessaryasbeforetoheadouttoacollegefair,walkaround,collectinformationandtalktorepresentatives.Allofthatcanbedoneonlineinonenightnow.

RECEPTIONS

ReceptionandeventplanningisanintegralpartoftheEM’sroleinmanagingaterritory,especiallyduringyieldtime.Thispastyearweheld14acceptedstudentdinnersin13differentcities,with300familiesinattendance.190ofthose300ultimatelydeposited,ayieldrateof63%.

Wealsooccasionallyholdrecruitmentreceptionsoreventsinthefalltoencourageapplications.Thesetendtobesmallerevents.

INDIVIDUALCONNECTIONS

TheopportunityforanEMtoconnectwithaprospectivestudentovercoffeeafterschoolorwiththestudentandparentsintheeveningcanbemuchmorefruitful.Informationalinterviewssuchasthesetookplacewith83studentsthispastyear.77ofthosestudentsappliedforadmission,with26enrollingforayieldof34%.

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• Plantotestconductingmoreofaninterviewmeetingasopposedtosimply“meetandgreets”toanswerquestionsandmakeaconnection.

• WeareutilizingourCRMtoofferonlineschedulingofinterviewslotsforstudents/familiestomeetourenrollmentmanagersthisfallduringtheirtravelinDetroit,Columbus,Buffalo,Erie,Chicago,Cincinnati,Dayton,Rochester,andSyracuse.

COUNSELOROUTREACH

Schoolcounselorscanplayapivotalroleinastudent’scollegesearchprocess.Manyschoolcounselorswillmeetwithjuniorsandseniorsbothindividuallyandingroupsettingstowalkthroughatimeline,thingstoconsider,andwilloftensuggestspecificinstitutionsbasedonparameterssetbyastudentandhis/herfamily(geography,academicprogram,cost,etc.).Therefore,itisimportantforustoregularlyengagethispopulationsothatJohnCarrollcanremain“topofmind”whentheyareabletoindividuallycounselstudentsandfamilies.

Althoughnotanexhaustivelist,weengageschoolcounselorsinsixprimaryways:

1. Regularcommunication.a. Wesendperiodicmassemailstocounselorsinourdatabasewithimportantupdatesanddeadlines.b. Wealsotalkregularlywithcounselorsonanindividualbasiswhendiscussingaparticularprospective

studentorapplicant.Enrollmentmanagerswillcommunicateaboutthestatusofprospectsandapplicantsatseveralpointsintheyear.

c. Wehavesentmailingstoanumberofschoolsandcounselorsthatwemaynotbeabletovisitpersonally.Thesemailingsincludeafolderofinformation,poster/pennanttohangintheirschool,andsmallgift(e.g.notebook).

2. Personalinteractionswhiletraveling.a. Whenenrollmentmanagersvisithighschools,theyalsolooktospendafewminutes(ormore)witha

memberofthecounselingstaffinordertobuildrapportanddevelop/continuearelationship.ThisisoftenatimethatallowsustoupdatethecounseloronnewprogramsorprocessupdatesatJCU,andtolearnofanythingexcitinghappeningatthatparticularschool.Withtheirbusyschedules,itoftencanbetoughtofindaguidancecounseloravailabletomeetwithourenrollmentmanagerwhentheyarevisiting.

b. Throughconferenceattendancewehavetheabilitytofurthernetworkwithcounselorsinperson.ThiscanhappenthroughattendanceatournationalNACACconference,thestateOACACconferences,andmostnotablyduringfourstate“Articulations,”segmentedintonortheast,northwest,southwest,andcentralOhio.WealsohavetheabilityduringthiseventtoprovidecounselorswithinformationandmaterialsfromJCUinacollegefairsetup.Throughtheseinteractions,anumberofcounselorswillinviteustotakepartinparentnightsorcollegepanelstheyhosteachyearattheirschool,anothergreatwayforustoincreasevisibility.

c. Eventsoff-campus.Inselectcities–includingCleveland–weeitheraloneorwithotherinstitutionswillhostacounselorevent.Manytimesthistakestheformofahappyhourreception,whilesomecouldbeabreakfastorlunch.Attheseevents,thereisalotofinformalnetworkingandusuallyasmallamountoftimetobrieflyintroduceourselvesandourinstitutiontothefullgroupinattendance.Thispastyear,eventswereheldinBaltimore,Cincinnati,Cleveland,Indianapolis,Phoenix,Pittsburgh,andSanJose.

3. Financialaidpresentations.WehaveexpandedourrelationshipwithGuidanceCounselorsbyconductingFinancialAidpresentationsatvariousareahighschools.WithourFinancialAidDirectorbeingthekeynotespeaker,wearegivingpresentationsintenlocalhighschoolsinearlyfall,2017.Thehighschoolsincludethreepublic,sixCatholic(includingourlargestfeederhighschool),andonecareercenterthatencompassesseveraldifferentschooldistricts.Additionally,ateamoffinancialaidprofessionalsconductsone-on-oneFAFSAworkshopsforthreeofthesehighschools.

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4. Eventson-campus.a. Inrecentyears,we’vepartneredwithCaseWesternReserveUniversitytotargetcounselorsfroma

certaingeographicalareaandwillbusthemtoClevelandforatwo-day,one-nighttourofbothJCUandCWRU.Theygettospendapproximately4.5hoursoneachcampus:meetingwithadmissionstaff,hearingfromafewfacultymembers,takingpartinastudentpanel,takingacampustour,andeatingamealwithstudents/staff.Thusfarwe’vedonethiswithCincinnati/ColumbusandDetroit/Toledo.WehaveplansforPittsburgh/YoungstownandBuffalo/Erie.

b. Wewilloccasionallysponsorafly-inprogramfromacertaingeographicalarea.Wewelcomed7counselorsfromChicagoandMilwaukeethispastFebruary,forinstance.Theymetwithseveralfacultyandstaffmembersinsortofaprogressivetourofcampustolearnaboutprogramsthatmayappealtotheirstudents.Wewouldliketoexplorethiswithsomeotherregions,includingBoston.

c. Weareapproachedsometimestoparticipateincounselortours.ThemostrecentexampleisatourthatformedaroundtheInternationalAssociationforCollegeAdmissionCounseling(IACAC)annualconferencethathappenstobeheldinClevelandin2017.JCUisastoponapost-conference,multi-day,multi-campusbustourforinternationalcounselors.

5. Groupvisitstocampus.JCU’sAssistantDirectorofEnrollmentcoordinatesandsupportsoutreachandvisitopportunitieswithintheClevelandMetropolitanSchoolDistrict(CMSD).Inspring2016,25students(freshmen,sophomores,andjuniors)fromClevelandEarlyCollegeHighSchoolwereinvitedtotheJohnCarrollUniversitycampusinordertoexposestudentstothecampusenvironmentpriortotheirsenioryear.Thisvisitdaywasconductedduringtheregularschooldaytoavoidcompetingagainststudentextra-curricularcommitments.Studentswereinvitedtotourcampus,reviewtheapplicationandfinancialaidprocedures,eatlunchintheUniversity’sDiningHall,shadowaScienceclasswithDr.MarkWanerandattendamulti-culturalfair(collaboratedwiththeCenterforStudentDiversityandInclusion).

Infall2016,students(seniors)fromfourCMSDhighschools(ClevelandCentralCatholic,CollinwoodHighSchool,WhitneyM.YoungHighSchool,andClevelandEarlyCollegeHighSchool)wereinvitedtocampustocompleteaCampusVisitExperience.Thestudentsfromtheseschoolstouredcampus,reviewedtheapplicationandfinancialaidproceduresandatelunchwithintheUniversity’sDiningHall.Theseschoolswereselectedbasedonthenumberofapplicationsreceivedfromtheschoolsinpreviousapplicationyears.

Forthe2017-2018academicyear,wewillbetargetingClevelandEarlyCollege(ArchitectureandDesignorScienceandMedicine),WhitneyM.Young,andClevelandCentralCatholicforsimilarprogramming.Inadditiontothestandardvisit,wewillrequestpertinentapplicationmaterialsfromtheguidancecounselorpriortothevisitsowemayreviewandmakeprovisionaladmissiondecisionsonthequalifyingstudents.TheywillbeawardedaJCUwelcomepacketandgiftduringtheirvisit.

6. CounselorAdvisoryBoard(CAB).a. ThisboardallowshighschoolcounselorsandJCUrepresentativestoexchangeinsightsandideastobetter

serveprospectivestudentsandtheirfamilies.Thisisanopportunityforcounselorstosharecurrenttrends,discussneedsofprospectivestudents,andadviseJCUonpolicies,procedures,requirements,andofferings.

b. Atpresent,theCABmeetsoncampuseachspring,andison“stand-by”shouldweneedtopulltogetheraconferencecallorseekinputthroughemailthroughouttheyear.Counselorsontheboardserveaminimumtwo-yeartermandcomefrombothpublicandprivatesettings.AstheCABevolves,wehopetowelcomecounselorsfromthroughoutourregionandfromimportantmarkets.Membershiptodayincludescounselorsfrom:

BeaumontSchool(NEO)CentralCatholicHS(Pittsburgh,PA)HamptonHS(Pittsburgh,PA)

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LoyolaAcademy(Chicago,IL)MagnificatHS(NEO)MercyhurstPrep(Erie,PA)NotreDame-CathedralLatinSchool(NEO)ParmaSeniorHS(NEO)SaintCharlesPrepHS(Columbus,OH)SaintEdwardHS(NEO)SaintJohn’sJesuitHS(Toledo,OH)WhitneyMYoungSchool(NEO)


• CollaboratewithIMCtoimprovetheconsistencyofourmessaging• Utilizeouradvisoryboardforfeedbackandguidanceonmanyofourrecruitmentinitiatives.• Measuringeffectivenessofguidancecounseloroutreachisverydifficult–mayormaynotseeonvisit,many

counselorsatschoolssoconsistencyofmessaging,readingourcommunication,sheerworkloadforthemandvolumeofinteractionswithcolleges;needtodothiswellinkeyaccountsbutverytoughbeyondthat.Surveyswon’tbeeffective,maybefocusgroupsattimes,especiallyduringbrandingresearch.

HIGHIMPACTCAMPUSVISITPROGRAM

OneofthemosteffectivewaystomakeourcasewithprospectivestudentsandtogetthemexcitedaboutbecomingastudentatJCUistoengagethemoncampusforavisit.Whileoncampus,theyhavetheopportunitytointeractwithstudents,facultyandstaff,seeourworld-classfacilitiesandaskpertinentquestions.Perhapsthegreatestbenefitistheprospectivestudentbeingabletoenvisionthemselveshere.

Ourmajorenrollmentrelatedeventsarenotallsolelycampusbasedbutregardlessoflocation,theyhaveastrongshowrateandastrongyieldrate.Withthatinmind,improvingthequalityandscopeofourenrollmentrelatedeventsiscriticaltosustainingandgrowingnewstudentenrollmentandultimatelyplaysanimportantroleintheoverallshapingofourincomingclasses.

WewillcontinuetorefineourvisitofferingsbyexploringopportunitiesforsegmentationbasedonSignaturePrograms,areasofacademicinterest,co-curricularactivities,stageinthepipelineandstrengthofourapplicantpool.Additionally,wewilloverhaulourpresentationstobemoreengagingandreflectthevoiceandstoriesofourstudents.

TheVisitExperienceatJohnCarrollincludesmultiplecategoriesincluding:

- DailyVisits- InformationSessionsw/Tour- CampusToursOnly- CommunityWideRecruitmentEvents- Off-CampusVisitOpportunities/EnrollmentManagerRecruitmentEvents

CookoutontheQuad-Summer2017

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DAILYVISITS

ADMISSIONS&FINANCIALAIDINFORMATIONSESSIONS

ThisgroupinformationsessionallowsstudentsandfamiliestolearntheJohnCarrollstoryaswellashelpfulinformationabouttheadmissionprocess,scholarships,andfinancialaid.Thisvisitisexecutedwiththefirsttimevisitorinmindatvariousstagesoftherecruitmentprocess.

Thisparticularvisitwasrecentlyre-formattedtoensureallaudiencemembersreceivethehighlightsandimportantinformationregardingaJohnCarrolleducation,thestudentexperienceandstudentsuccess.Theexpectationisthatthefamilywillreturnforadditionalvisitopportunitiesincludingapersonalizedvisitoranon-campusevent.

IMPROVEMENTS/ADJUSTMENTSFORFALL2017-2018

Thepresentationwillbeshortenedtothirtyminuteswithastudent-ledcampustourimmediatelyfollowing.Thismodificationwasdonetoensurethefamilyleaveswithpertinentinformationandmoreimportantly,excitementaboutreturningtocampusforafuturevisit.

CAMPUSTOURS

ThisactivityisledbyacurrentJohnCarrollundergraduatestudentforanyprospectivestudentandhisorherfamily.ThisopportunitytoseeourbeautifulcampusisavailableMonday-FridayyearroundwithselectSaturdaysaddedduringtheacademicyear.OurtourguidessharetheirJohnCarrollstoryandarepreparedtoanswerquestionsaboutthestudentexperience.

Immediatelyfollowingthetour,thefamily’stourguidesendsapostcardtothestudentthankingthemforcomingandofferingafriendlyconnectiontoJCU.


Alongwiththemodifiedinformationsession,thetourguideswillnowwalkdowntothepresentationroom(RodmanA),introducethemselvestotheaudienceandthentakethefamiliesassignedtothemoutthroughthedoorsoutsideofRodmanA.Housekeepingwillensurethatspaceiscleanandakeyhasbeenorderedtoturnthealarmonthedooroffduringtourtimes.

PERSONALIZEDVISITS

Personalizedvisitsaredesignedtohelphighschoolseniors,transferstudents,andmilitaryveteransexplorethestudent'spersonal,academic,andsocialinterests.Weareabletoindividualizethevisitinmanydifferentways.SeveralathleticrecruitsparticipateinpersonalizedvisitsinthefallandspringsemesterandtheseeventsarecoordinatedbetweentheathleticcoachandtheCoordinatoroftheVisitExperience.

PersonalizedVisitscanincludediscussinganacademicinterestwithafacultymember,talkingwithacoach,eatingwithcurrentstudentsinourdininghall,takingaspecializedtourand/ormeetingwithanEnrollmentManager.Eachvisitiscraftedwiththerequestsofthevisitorinmind.

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PersonalizedVisitsaremosteffectivewhentheyaffordthestudent(andfamily)ahightouchexperience,involvingmultiplelayersofinteractionwithfaculty,staffandstudents.Astandardgoalshouldbetoengagetheinitialconversationwiththestudent/parentstoapointofdeterminingkeyaspectsofinterestandthenbuildingatargetedvisit.Weshouldalwaystaketheinitiative,knowingourstudentpoolandfaculty,andorchestratethevisittoexplorepreciselywhatthestudentwouldliketohearaboutandexperience.Whereverpossible,itwouldbeextremelyusefulto“partner”oneofourtourguidesorBlueStreakAmbassadorswithastudentwhohassimilarinterests.

EVENTS

Wehostanumberofsmallandlargescaleeventsoncampus.Someeventsexistandaresimpleinnaturetoaccommodatelargevolumesofvisitorswhowouldcometocampusregardless(e.g.PSATVisitDay,Presidents’DayVisitDay).Othersaremoreintentionallydesignedtopresentawiderangeofinformationaboutacademics,studentlife,andtheadmissionprocess(e.g.JuniorOpenHouse,BlueStreakPreviewDay).

CHALLENGES

Wedocomeacrosssomechallengeswhenplanninglargerscaleeventsbecauseofourexistingfacilitiesandcosts.Wemustcarefullyplancapacitiesanditinerariesinordertokeepthesizeoftourgroupsatareasonablelevelsowedonotsacrificethequalityofthevisitexperienceforourguests.

JUNIOROPENHOUSE

Thiseventisheldinthespringsemesterandisthefirstmajorrecruitmenteventforcurrenthighschooljuniors(therisingseniorclass)

Inanattempttobettermanagetheincreasingparticipantcount,in2017thefamiliesweredividedintogroupsbaseduponthenamesofoneofourfourUniversityLearningGoals.Individualizedschedulesforeachgroupweredistributedatcheckin,outliningtheirspecificagendafortheday.Thisprovidedanicelooktotheprogramandclearlyoutlinedthedirectionforeachparticipant.Buildouttheeventintrue“fair”form,withavailableguidanceatvariouslocationstoassistwiththeflowfromonevenuetoanother.

EntryTerm Registered Attended NoShow NoShowrate YieldFall2016 334 267(261Jr.) 67 20.1% 69(25.8%)*Fall2017 324 266(254Jr.) 58 17.9% TBD


Goal:nolostparticipantandnolosttime.Importanttopin-pointthemostpoignantmessagingfortheJOHaudienceandfindthemostdynamicpresenterstoconveythatmessage.Startingoutwithafullgroupwelcomesessionwouldsetagoodtoneandenergyforthesubsequentbreak-outintosmallergroups.

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COOKOUTSONTHEQUAD

ThiseventhasbeenheldduringthemonthsofJune,JulyandAugust.JulyandAugusttendtoyieldthebestattendance

Theseeventsseemverywellreceivedandprovidewhatthefamiliesarelookingforatthisjuncture.Further,whenactuallyabletobehostedoutdoors,therelaxedtonepromoteseasilyengagingfamiliesoverlunch.Importanttohavesomefaculty/staffavailableforthisreason;itisarealhighlightandagain,high-touch.Stagingtheluncheonnicelywiththe“picnic-look”tableclothsandsummerflowersmakesabigdifferenceintheatmosphereoftheevent.

EntryTerm Registered Attended NoShow NoShowrate YieldFall2017(1) 70 65(53) 5 7.1% 10(18.9%)Fall2017(2) 78 68(58) 10 12.8% 15(25.7%)Fall2017(3) 78 71(49) 7 8.9% 11(47.3%)Fall2017(4) 71 60(42) 9 12.7% 11(15.5%) Fall2018(1) 86 77(57) 9 10.5% TBDFall2018(2) 69 59(43) 10 14.5% TBDFall2018(3) 89 73(58) 16 18.0% TBDFall2018(4) 107 94(69) 13 12.1% TBD

BLUESTREAKPREVIEWDAY

ThiseventisalwaysheldinthefallwiththeintentionofattractingseniorstocampuspriortotheadmissionapplicationandsignatureThe2016BSPDwastheinauguraleventfortheconcurrentAcademicandEngagementFairandBreakoutSessions.

EntryTerm Registered Attended NoShow NoShowrate Yield Fall2016(1) 104 80(65) 24 23.1% 30 Fall2016(2) 130 103(75) 27 20.8% 32 *Fall2017 221 159(132) 62 28.1% 66


MakingthiseventatrueFairconceptwasastepintherightdirection.Again,energyandexcitementaboutwhatJCUhastoofferisfarmoreeasilypresentedthroughthiskindofaffair.Energyisinjectedthroughdecorationsaswellandthisshouldbegivenpriorityconsideration.Finetuningagoodinitialdirectionandmorestrategicallyutilizingresourcesfortheenhancementoftheoverallatmosphereoncampus.OpeningmessagingwillbeimportanttogettheeventstartedwithgoodexcitementandtheappropriateframingoftheJohnCarrollExperience.Targetedspeakers:essential.

HOMECOMINGVISITDAY

EntryTerm Registered Attended NoShow NoShowrate Yield Fall2017 46 38(27) 8 17.4% 7


Initiateahigh-achieving,multi-culturaloutreachinconjunctionwiththisevent.Goodenergyoncampusandagoodopportunitytohaveafirst,high-touchinteractionwithatargetedbodywithinalargerbodyofparticipants.Enlistambassadorsand/ortourguidesto“host”aportionofthevisit.Forexample:whenthetourandinformationsessionhaveconcluded,hostfamilyforlunch.Grablunchtogetheratoneofthefoodtrucksandpickaspottoeattogetherandpersonalizetheexperience.Usetheexcitementofthisweekendeachyeartotargetspecific,desiredstudentgroupstojoinusoncampus.

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PSATVISITDAY

EntryTerm Registered Attended NoShow NoShowrate YieldFall2016 49 39 10 20.4% 9(23.1%)*Fall2017 48 45(44) 3 6.3% 13(29.5%)


Thisdayhasbecomeanexpandedschedule“regular”visitday,withtoursandinfosessionstoaccommodatethelargerthanusualaudience.Thedayandexpectationofthedaydidnotseemtowarranttappingintoourbudgetresourcestosetitasideasaspecialevent.Usethisdayfortargetedoutreachaswell.

PRESIDENT’SDAY

EntryTerm Registered Attended NoShow NoShowrate Yield*Fall2017 57 54(17) 3 5.3% 11(64.7%)


Inordertomakethisamoreworthwhileeventtowardourinterests,weshouldraiseouruniversityvisibilityandinvitemorefacultyandstafftojoinusforthehostedbreakfast.Perhapsevenarrangeforpreassignedtablesbaseduponareasofinterestandhavefacultyand/orstaffappropriatelyseated.

ACCEPTEDSTUDENTCELEBRATION

EntryTerm Registered Attended NoShow NoShowrate YieldFall2016 438 358 80 18.3% 291(81.3%)*Fall2017 560 483 77 13.8% 373(77.2%)


AmainconsiderationhasbeentheopeningWelcomeevent.Changeofvenue?UtilizeKulas.Makethekick-offwarmandwelcomingandyetstillhaveahighdegreeofinfectiousenergy.Perhapsa“staged”eventinKulas.Itiskeytohavestationed“help&information”centersaroundcampus(onthegroundsaswell).

Pre-Celebrationbreakfastopentoanystudent,butwillbetargetedtowardsmulticulturalstudents.Thiswillincluderepresentationfromcurrentstudentorganizations,ODA,DEI,JCUAlumni,reslife,etc.

NEW(REVISITED)EVENTCONSIDERATIONS

• InstantDecisionDay(CMSD)• OvernightVisit(highabilityseniors)• HonorsBreakfast@BSPD(targetedstudents)• SignatureProgramsEvent@BSPD• DEISponsoredreceptionatCelebration(Outreachbased)

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CALLCAMPAIGNS

Ourstudentcallcenteroperatesfivenightsaweekduringtheacademicyear,withfourstudentscallingeachnight.Upto300callscanbemadeinasingleevening.Whilewecanadaptthefocusofcallingtoanybody(prospects,inquiries,applicants,admittedstudents,depositedstudents,anyonewhotakesaparticularaction,anyonefromamorefocusedsegment),ourlargestobstacleisactuallyreachingaperson.Weonlyhaveabouta15%successrateofspeakingwithsomeonewhenplacingacalltoaninquiryoradmittedstudent,anda3%successratewhencallingprospects.

Anumberofsenioradministratorsreachedouttoapproximately20-25studentseach.ThesestudentswereidentifiedamongthosewhowereofferedaplaceintheHonorsProgram,orinsomecases,thosewhoappliedfortwoorthreesignatureprogramswithoutmovingforwardintheselectionprocessforanyofthem.Atotalof257studentswerecontacted.

SeveralmembersoftheBoardofDirectorsalsoengagedinoutreachtospecificallyidentifiedstudentsfromcertaingeographies,incomelevels,orothercriteriasuggestedbytheBoardmember.142studentswerecontactedbyBoardmembers.

Aspreviouslynoted,alumniambassadorsalsoreachedoutto548admittedstudents.


- Adjustaswelearnmorefromthedata- Bettertietotheoverallcommunicationsandengagementactivities

o Reviewandadjustcallscripts(Maybe) - Experimentwithotherwaystoengageprospectivestudentsduringthestudentcallcenterhours-onlinechat

staffedbystudentcallcenterstaffforexample

COMMUNITYPARTNERSHIPS

Enhanceanintegratedandholisticapproachtooutreach.Thisshouldincludeevents,visitopportunities,clearoutcomes,marketing,communicationsactivities,andscholarships.Therelationaldevelopmentofthesepartnershipshasbegun,andwillcontinuetogrowandenhanceaswecontinuetodeliberatelydeveloprelationships.

TheprojectofOutreachforJohnCarrollUniversity’sOfficeofAdmissioncurrentlyincludesapartnershipwithClevelandareacollege-accessorganizations,TheHigherEducationCompactProgramofGreaterClevelandandCollegeNowofGreaterCleveland.AsapostsecondarypartnertotheCompact,JCUsupportseffortstoeducatestudentsonthetopicsofcollegereadiness,access,andpersistence.Inreturn,JCUisabletoremaincurrentonrecentClevelandPublichighschoolmatriculationtrends.ThisinformationispresentedthroughanannualsymposiumattendedbyrepresentativesofJohnCarrollUniversity.

CollegeNowofGreaterClevelandprovidesscholarshipstoClevelandareastudentstoattendareaschools.StudentsthatattendJCUareencouragedtoparticipateinthePeerMentoringProgramfacilitatedbyJCU’sCenterforDiversityandInclusion.TheseeffortshavebeenbaselineandkeepusintheconversationsurroundingourCMSDcommunity.


Moreoutreacheffortsareneededincluding:

• SLTandotherstafftojoinstrategically-selectedboardsofdirectors/committeesanddeveloppartnershipswithgroupstogaininroadsintohistoricallyunderrepresentedcommunities

o IdentifyJCUboardparticipationtoleverageforpartnerships(i.e.leaderships,Governmentaffairs,HS,communityorgs,etc.)

o Identifyboardsweshouldbeonbasedonstrategicpriorities

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• Partnerwithselecton-campusnon-recruitmenteventsandactivitieso Reviewhowenrollmentisactivelyinvolvedinserviceprogramsthattargethighschoolstudents,summer

learningandHScollegecreditprograms.§ Compileinventoryoftheseactivities§ Completethoroughassessmentofrecruitmentpotentialofeachevent,takingintoaccount

primarycontactperson,sizeofgroup,abilityandinterestlevelsofstudentsinvolved,potentialchallengestocoordination,costsofparticipation,etc.

§ Determinelevelofinvolvement(ifany)witheachevent—tacticsshouldinclude:• Accesstoparticipantcontactinfo• Giveawaysandmaterials(non-athletes)• “Tabling”presenceateventandcollectionofcontactcards• PresentationbyJCUrepresentative• Customizedfollow-up• Add-onpaneldiscussionortourofJCU

§ ConnectwithadditionalorganizationsincludingCollegeNowGreaterCleveland,Esperanza,SayYestoCollege,etc.

INTEGRATEDOUTREACHPROGRAM(PILOT)

WeseektobetteroptimizeUniversityresourcesthroughanintegratedapproachtoimproveinternalcollaboration,optimizehumanresources,andengageouralumniandparentsofcurrentstudentsineffortstoraisetheprominenceofJohnCarrollUniversity.

REGIONS

Wehaveidentifiedfour(4)targetcitiestopilotthisapproachduringthefallsemester2017.Whilewehavetriedtochooseareaswherewefeelthatthereislikelihoodofsuccess,ourdata-analysiscapabilitieshavebeenlimited.WewillbecontractingwithHumanCapitaltohelpusbetterunderstandopportunitiesingeographicmarketsandkeyaccounthighschools.Therefore,whileourcurrentplanistofocusontheseareasforatleast3years,improveddataanalysismayresultintheeliminationoradditionofregions.

• WesternNY(Integratedvisitdays:Buffalo)• Pittsburgh• Chicago• EastCoast:NY/NJ/CT(Integratedvisitdays:NewYork)

CAMPUSPARTNERS

Enrollment,IMC,Development,Alumni,Careers,StudentAffairs,AcademicsandAthletics,Colleran(President)Santilli(Provost),Riley(VPforAdvancement),McCarthy(VPStudentAffairs),S.Vitatoe(AVPEnrollment),Love(EnrollmentPartnerships),Mazanowski(AVPMarketing),D.Vitatoe(Alumni),Mullane(AVPCareerServices),Massa(AthleticDirector),andotherpersonnelasidentified.

INTEGRATEDVISITS

Thisintegratedstrategywillbemostvisibleinplanned2to3dayvisitstoeachtargetcityorregion.

Ineachcityactivitiesmayincludealumniandparentreceptionsornetworkingevents,“roundtable”eventsforalumniandparentstoinvitefeedbackandparticipation,high-profilealumnivisitsrelatedtointernshipsandfundraising,visitswithotherhighereducationinstitutionstodevelopadvanceddegreepartnerships,andhighschoolvisitstoselectschools

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TRANSFER&OTHERPOPULATIONS(OVERVIEW)

TRANSFERADMISSION

TransferEnrollmentatJohnCarrollhasfluctuatedoverthepastseveralyears,andisnowinneedofastrategicrecruitmentplantoattractandretainmoretransferstudents.Thisplanwillnotonlyincludecurrentindustryrecruitmentpractices,butinnovativewaysinwhichthevalueandstrengthofaJohnCarrolldegreecanbearticulatedtoprospectivestudents.

Ourmostsignificantgroupoftransferstudentsarethosethatplanonbeingfull-timeandenrollinthefallandspringsemesters.Althoughwespendasignificantamountoftimewithpart-timeandre-admittedstudents,thefull-timepopulationrequiresayear-roundstrategytoattractthesestudentsatthepointinwhichtheyarereadytoenroll.Toincreaseenrollment,ourpracticesandpolicieswillreflectthefluidnatureofthetransferstudentpopulationandallowustobereadytomeetthemwheretheyare.

FALLFT

SPRINGFT

APPS ADMITS DEPOSITS CANCELS NET

APPS ADMITS DEPOSITS CANCELS NET2012 251 136 94 1 93

2012 106 54 44 0 44

2013 287 142 88 4 84

2013 134 73 54 2 522014 280 131 78 4 74

2014 122 55 41 0 41

2015 288 132 91 3 88

2015 97 46 33 0 332016 223 112 69 1 68

2016 153 74 40 1 39

2017 255 130 83 0 83

2017 126 61 44 0 44

CURRENTRECRUITMENTSTRATEGIESANDPROCESSES

Recruitment

Currentstrategiesinclude:

§ Meetingswithprospectivetransferstudenttodeterminehowtheircreditswilltransferandtodiscussapplicationprocess.

§ MonthlyvisitstoCuyahogaCommunityCollege(threemaincampusesand1corporatecampus),LakelandCommunityCollegeandLorainCountyCommunityCollege.

§ Postcardsandvariouscommunicationsbeingmailedtoapplicantsandinquiries.§ PurchaseofnamesfromCollegeFishtoincludeincommunicationplan.§ IndividualappointmentswithprospectivestudentsatTri-C.§ Attendtransferfairsatareacc’sandOhioPTKRegionalConference.

Visits

§ StudentsareabletositinonaregularinformationsessionandthenmeetwiththetransferEnrollmentManagertoaskspecificquestions.Themostrecentpresentationwasnotdesignedtoaccommodatetransferstudents.

§ Prospectivetransferstudentscanscheduleapersonalizedvisittoseecomponentsofcampusthatinterestthem.§ Wehavehostedvarioustransfereventsinconjunctionwithourcurrenteventsincluding“TransferOneStopDays”

and“WelcometoJCU”luncheons,buttheyhavenotproventobesuccessfulintermsofattendance.

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Orientation

Newtransferstudentsandre-admittedstudentsenrollinginthefallarerequiredtoattendanall-dayTransferOrientationthroughoutthesummermonths.StudentsenrollinginthespringarerequiredtoattendthisOrientationtheFridaybeforeclassesstart,althoughtheyareallowedtoregisterearlyinsomecases.

ThestandardOrientationscheduleisasfollows:

§ 9:00-9:30am-Check-in§ 9:30-10:00am-WelcometoUniversityLifeatJCU§ 10:00-11:00am

o Students:ForeignLanguagePlacementTestso Parents:SupportingYourStudents

§ 11:00a–Noon:o GeneralAcademicSessiono CampusToursRodmanHallo CarrollCardPictures

§ Noon–12:30pm–Lunchwithfacultyadvisors§ 12:45-4:00pm-AdvisingandCourseRegistration§ 1:00-4:00pm-Alternativeactivities

TRANSFERENROLLMENTCHALLENGESANDBARRIERS

§ ForeignLanguagePlacementTest§ LackofArticulationAgreements§ LackofDegreePathways§ LackofLong-RangeScheduling§ LackofNon-TraditionalCourses(Hybrid,On-line,Off-site,Accelerated)§ IntenseCompetitionintheMarketplace§ ReactionaryRecruitmentStrategiesandPractices§ WeakPartnershipswithCommunityColleges§ DifficultRegistration/MatriculationProcess§ Sharedannualtransferadmissiongoals(number,NTR,DR)§ Numerousrequestsfromfacultyforsyllabiofcompletedcoursestoawardtransfercredit

CHANGESFOR2017-2018

Transferstudentsarenowabletositinonaregularinformationsession.Thepresentationwillalsodiscussthetransferapplicationprocesswhenapplicable.

§ TransferstudentsnolongerneedtowaittotheavailabilityofthetransferEnrollmentManagertovisitcampus.Theycanregisterforeventsinthesamewayaprospectivefreshmancan.

§ WehavebegunmeetingwithMarketingandCommunicationtoaddressmarketingandcommunicationgapsfortransferstudents.Thetravelroadpiecenowincludesmorecompleteinformationfortransferstudents

§ Conversationhavebegunbetweenthethreecommunitycollegestodraftarticulationagreements§ TheForeignLanguagePlacementTestisonlyrequiredforstudentsthatwanttotestoutofalanguageorensure

theyaretakingthecorrectcourse.NostudentthathastakenalanguageinhighschoolwillberequiredtotakethetestunlesstheyaretakingthelanguagehereatJCUanddonotwanttostartinthe101levelcourse

LONGER-TERMBARRIERSOLUTIONS

§ Re-evaluationofTransferOrientation§ Re-evaluationoftransfercredits

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§ Robustarticulationanddual–admissionagreementswithourcommunitycollegepartners§ Degreepathwaysavailableforeverymajor§ Developmentoftransferaccessiblecourses(on-line,etc.)§ PathwayprogramsbuiltfordegreecompletionincludingMasters’degree§ Guaranteedcoursescheduling/planningincludingdegreemapsthattellstudentsexactlywhatcoursestotakeand

when

NEWSTRATEGIES

§ DevelopaMarketingandCommunicationplanspecifictothetransferpopulation§ Createdeliberateandfocusedbrochuresfortransferstudentstoincreaseyield§ HostCommunityCollegeCounselorsandTransferCenterStafffora“Connection”event§ DevelopamorerobustTransferVisitProgramtostrengthenccstudents’familiaritywithJCU’scampus,peopleand

resources§ Workwithcommunitycollegepartnerstoimprove/rethinkpartnershipprograms§ BuildrelationshipswithPhiThetaKappaadvisors§ EstablishapresenceonthePhiThetaKappaWebsiteandwithstudentsbyattendingmeetings,sendingfinals“care

packages,”etc.§ AttendandinvestigateservingasasponsorfortheOhioAll-AcademicTeamrecognitioneventandthestatePhi

ThetaKappameeting

VETERANSTacticalrecruitmentofourVeteranshastakenaslightpauseoverthepastfewyearsandeffortshavebeenmadethisyearinordertoassesscurrentpractices,reinvigoraterecruitmentandsupportcurrentlyenrolledVeterans.

OUTREACH/RECRUITMENTSTRATEGIES

§ RevitalizedpartnershipsonCommunityCollegecampuses§ FacebookpageupdateandutilizeFacebookadstotargetVets§ Veteranspecificbrochureswithstep-by-stepguidesforadmission§ Off-siteoutreachonmilitarybases(wehopetoreceivepermissiontospeaktogroupsofservicemenontheirlocal

basesabouttheirfutureplansafteractiveduty)§ Sharedadsincommunitycollegenewspapers

CURRENTVETERANS

TheVeteransLoungeisahighlyusedspacethatthecurrentstudentsutilizetostudy,relaxandsocialize.Itallowsthestudentstofeelmoreathomeandto“talkmilitary”freelywithoutoffendinganyone.TheloungeislocatedinDolanDE224.TherearesomeneedsinthisspaceandweareaddressingthemincollaborationwithotherUniversitypartners.

§ Loungeneedstobeaddedtotheregularweeklycleaningschedule§ TVtobeactivatedsothatstudentscanwatchTVetc.(makesureallcapabilitiesarebeingmaximized)§ Bookshelf(studentsleavetheiroldtextbooksforotherstudentstoutilize)§ Regularwaterdelivery§ Additionalcomputerwiththesamefunctionalityascomputersinthelabs§ Inkfortheprinterthatisinthelounge(HPDeskjet6940)§ Coffeeandtea(coffeepotalreadyinthere)

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EventsforcurrentVeteranstudentshaveincludedeventssponsoredbytheJCUStudentVeteransClub,whichhasdonevariouseventsonandoffcampus.Thisyearwewillexecute/continuethefollowing:

§ Welcome(back)tocampusinloungewithstudentsandvetalliesacrosscampus(earlySeptember)§ Off-siteVeteranFriendlyEmployergathering§ VeteransDayeventwithcurrentstudents,alumni,vetalliesandvetemployees(aroundVeteransDay)§ PlacementofYellowRibbonsontreesaroundcampusaroundVeteran’sDay§ Footballtailgate§ PotentialHomecomingfundraiserbooth§ SpringWorkshopSeries(Gradschool,CareerCenter,PDsocialmedia)§ ChristmasPartyforstudentsandtheirfamilies§ VeteranDayPhysicalChallenge§ VeteransCookoutwithproceedstobenefitFisherHouse§ MilitarySpeakersoncampus§ ParticipationinMemorialDayparadeinUniversityHeights

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MARKETING&COMMUNICATIONSANALYSIS&TACTICS

JCUrecognizesaneedtogetitsnameinfrontofabroadaudienceofyoungpeople,parents,andeducatorstocreateafavorableimageandreputationamongprospectivestudentsandinfluentialadults.AcompleteIMCplanforenrollmentisbeingdevelopedandimplemented.Thisfull-cycle,multi-channelprogramwillengageandguidestudents,parentsandtheirinfluencersthroughtheirjourneyfromawarenesstointeresttoadmissionandenrollment.

IMCwillmanagethetopoftheenrollmentfunneltoapplicationandwillsupportcontinuednurtureafteradmission.

Outcomesfromactivitieswillbemonitoredandrefinedregularly.IMCwillworkcloselywithEnrollmenttoanalyzenumbersaswellasconversionateachstageinthepipelinetoreallocateeffortsaswegainabetterunderstandingofthedata.

Thefollowingprovidesanoverviewofpreviousandplannedactivities.PleasereferencetheIMCDetailedPlanforAdmissionsformoreinformation.

THEADMISSIONSFUNNEL

Anecessaryprecursortoarelevantandeffectivemarketingplanisdefiningourrecruitmentpipelineframework.Doingsowillestablisha“commonlanguage,”informthedevelopmentofkeymessages,andguidetheschedulingoffull-cyclerecruitmentcommunicationsandcoordinationwithadmissionactivities.Foreachstageinthepipeline,wewillanalyzeandformalizehowthesestudentsarecaptured/categorizedinourdatabases,whatstudentsneedandwanttoknow,andprimaryCTAs.Inaddition,wewillworktodeterminethecostandROIbyactivity/channelperinquiry,applicantandenrolledstudent

KEYPERFORMANCEINDICATORS&ROI

Keyperformanceindicatorswillvarydependingonthestageinthepipelineaswellasthechannel,butwillinclude:

• Emailopenratesandclick-throughs• Adandemailclick-throughrates• Timeonwebsitefordigitalmarketingstrategies(mosteasilycapturedwithonlineadvertisingandemails)• Inquirycardscollected(admissionsKPI)• Continuedengagementthroughcalls,formandsurveycompletion,socialmediainteraction• Visitregistration/attendance• Conversion:Applications,Deposits,Enrollment

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THEADMISSIONSPIPELINE

NEXTSTEPS:Multi-ChannelContent&EngagementCalendar.

PROMOTIONOVERVIEW

Wewilluseamultichannelapproachtotargetprospectivestudentsthroughrelevant,targeted,andpersonalizedcommunication.Wewilluseanintegratedapproachtoensureconsistencyacrossallchannelswhileadjustingasneededforregionorsegment.

Oureffortswillensurethatweareshepherdingprospectivestudentsthroughthefunnel,providingtheinformationtheyneedwhentheyneeditwhileensuringtheyunderstandthekeybenefitsofaJohnCarrolleducation.

TREND:DIGITALFIRST• Top2sourcesofinfogatheringfor

prospectivestudents:Schoolwebsite,InternetSearch

• 82%ofstudentsdosomecollegeresearchonmobileplatforms

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LISTPURCHASES

Wetypicallypurchaseroughly120KnamesfromACTandCollegeBoard(includes55,000recentlypurchasedandgoingthroughacampaignnow)–totalcostof$84,000($0.42per).Wetypicallyhavedonethreeroundsofnamepurchases:August15,September30,November1


• EvaluatelistsourceROI• WorkwithHumanCapitalanddigitalmarketingdatatorefineliststoimproveROI,expandtolikestudents

DIGITALMARKETING

Themoreinformationwehave(region,year,areaofinterest,etc.),themorewecanrefineourengagement.Additionally,withtoday’stechnology,wecanuseonlinedatatoinformmessaging(e.g.regionbasedonFacebookinformation).Forexample,ifaprospectvisitsthePre-healthsectionofthesite,anemailmessagewillbesentadaylatertofurtherspotlightthebenefits.

DIGITALADVERTISING

WeengagedAdvanceOhiothispastyeartoplanandexecuteonapaidsocialmediastrategy(digitalmarketing).Thecampaignstargetedbothprospectiveandadmittedstudents,aswellasparents,throughdisplayandsocial(FacebookandTwitter)advertisingaswellasretargeting.Thecampaignsutilizedthemicrositesaswellastheadmissionssite.ThecampaignwasprimarilytargetedtoNorthernOhio,PittsburghandErie,withsecondarytargetsinBuffalo,Rochester,ChicagoandDetroit.

Unfortunately,duetowebsiteandgoogleanalyticsissues,wewerenotabletotrackkeyconversionoutcomes(eventattendance,application,deposit,enrollment).

JCUwillcontinuetouseanoutsideagencytofacilitatedigitaladvertisingthisyear.Theseeffortsincludepaidsearch,bannerads,anddisplayadsonsocialmedia.


• Improvedplanningandfunnelmanagemento FullRFPo Leveragedollarsacrosscampus–undergradandgrado MonitorYOYdataandadjusttacticsifdataindicatesitcouldbebetterusedelsewhereo Improvedintegrationandtrackingwithwebsiteo Yeartwo–Leadscoring

• Contentimprovements• Targetcriteriaadjustmentstorefinesearchselectioncriteria.

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EMAILMARKETING&NURTURINGPROGRAMS

Fortheprevious4to5years,weusedRuffaloCodytoconductourjuniorsearch.Thispastyear,weelectedtomovethisin-house.

Thefocusofcommunicationlastyearwasprimarilyonyield:wehadanextensiveyieldcommunicationstream,composedofmorethan150emailsandtextmessagesoverthespanof4.5months.

WiththeexitoftheVPofEnrollment,ourjuniorsearch,whichtypicallybeginsinJanuary,wasnotinitiateduntilMay.Wesegmentedthecampaigninto5groups:Boler(pictured),STEM,Health,LiberalArts,Undecided.Wedevelopedallnewcontent,CTAs,subjectlines,andaddedtestimonialswhereappropriate.

WhileourinitialKPIforthisanonymousgroupwastimeonesite,wefoundthatstudentsactuallytookactiontolearnmoreaboutourcook-out.Wearecurrentlyanalyzingclick-throughtoregistrationandattendance.Openandclick-throughratesweregenerallyhigherthanexpected.Whiletheresultsofthesearchcampaignwerepositive,wearedownapproximatelyXXinquiriesoverlastyear,butwearesignificantlyupinyear-over-yearapplications.


• Implementmarketingautomationsystemtonurturestudentstoadvancethroughtheirlifecycle

• Full-pipelinenurturestreams,highlysegmentedwithdynamicandpersonalizedcontent,

• Development,testing,andanalysisaswellasintegrationofwebsiteCTAs,forms,andlandingpagestoadjust/improvein-cycleanddriveinquiriesandapplications

• Developparallelcommunicationsscheduleforparents,teachers,counselors,etc.

• Deliverkeymessagestoalldirectlyadmittedstudentsatappropriatetimes

• Yeartwo:Improvedleadscoring,robustROIcalculationstoattributeengagementandadmissionsmychannel

SOCIALMEDIA

WeoperateaFacebookgroupexclusivelyforadmittedstudentsasaplacetoshareinformation,butmoreimportantlyforadmittedstudentstovirtuallymeeteachother.Weutilizecurrentstudenttourguidestoaddressquestions;professionalstafftriestostepbackandletthestudentsrunthegroupthemselves.Wehad324studentsjointhegroupthispastcycle.Wehearrepeatedlythatdepositedstudentssearchforandfindroommatesthroughthisgroup.

Additionally,wepostregularlyonourTwitterandInstagram

TREND:EMAILFOR1STCONTACTEmailisthepreferredfirstcontactforstudentsat49%,followedbydirectmailat37%

BESTPRACTICE:CONVERSIONS

AccordingtoCASE,institutionsthataresuccessfulwithsocialmediauseitforprospectresearch:identifyingnewprospectsandidentifyingnewareasofinterestforcurrentprospectsbasedontheirengagementwithsocialmedia

Spring2017JuniorSearchEmail

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accounts,andhostPeriscopesessionsthroughouttheyearonvarioustopics,rangingfromacademicallyfocuseddiscussionswithcurrentmajorstoimmersionstoathleticsto“whyIchoseJCU.”


• AlignJCUandenrollmentsocialmediahandlesandactivities• Trainand/ordefineEMsonhowtoengageandinteract

online• Establishpolicies,protocolsandschedules• Focusonconversioninoursocialmediastrategy:signupfor

moreinformation,inquireaboutJCU,etc.• Newideas:SnapChatvideotours,Instagramstories

VIDEO&NEWMEDIA

Videoallowsustoshowprospectivestudentswhatmakesusgreatinsteadoftellingthem.Lastyear,ayear-in-reviewwasproducedforourCelebrationeventforadmittedstudents.


• Incorporatevideoandothernewmediaintostudentsuccessstories/testimonials

• OtherTBDàHaven’thadtimetoplan,butmightinclude:Funvideotoshowkeyelementsofcampusandcity;Youtube/Onlineads;livevideo,Parenttestimonials;Improvedvirtualtour;andInteractive“chooseyourownadventure”app;regularinfographics;

TRADITIONALADVERTISING&SPONSORSHIPSTraditionaladvertisinghasbeenhaphazardornon-existentinthepastfewyears.WepurchasedspaceintheCarnegieCatholicUniversityGuideandHobsons(?).


• Developanadvertisingplan.o Advertiseinregionalnewspapers,magazine,college

editions,catholicpublicationsandwebsites,etc.tosupportoverallaswellasregionalstrategy.

o Wealreadyhavepurchasedadsin:USATodayCollegeGuide;Pittsburgh,WesternNYandChicagoCatholicPublicationsandwebsites;Crain’sseriesoffiveadvertorials;CarnegieCatholicUniversityGuide;ClevelandMagazine’sGuidetoEducation

• ExploreHSsponsorships,especiallyrelatedtoregionalstrategies.Sponsorshipsinclude:BagLadyLunch,Cleveland• EvaluateStudentPathsSponsorshipprogram($36K)whereweuseaconsultanttopresentoncollegechoiceprocessà

Refinesothatthisisnotjustasponsorshipbutinsteadisanopportunityforpersonalengagementwithenrollmentmanagersandalumni

TREND:VIDEO

• 1/3studentsusevideowhenresearchinganinstitution

• Videoisthe#1mostinfluentialsourceinchangingperceptions

BESTPRACTICE:SOCIALCONTENT

• Multi-channelpresence• Shareablecontent• Crosspromotion• Eventpromotion• Real-timeupdates• Regularcampaigns/contests• Communityengagement

Fall2017Ad-CatholicNewspapers

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MEDIAOUTREACH&REPUTATIONMANAGEMENT

Inthecomingyear,mediarelationswillbemorecloselytiedtothestrategicgoalsoftheUniversitywithregardtoimprovingreputationandenrollment.Wewillpitchstoriesnotonlyregionally,butnationally.Wewillselectstoriesthatraiseourreputationintermsofbotheducationandscholarship.Wewillsetgoalsforminimumoutput(#ofreleases,pitches,etc.)aswellasmediacoverageimprovements.

• Securecoverageaboutuniqueprogramsorscholarships• Promoterecruitmenteventsthroughtraditional&newmediaoutlets• PromotestoriesaboutsuccessfulJCUstudentsandalumniàIMCPlanrelatedtoMerit• EnsureIMCplansupportsstrategicenrollment• ImproveduseofMerit• Monitorcollegereferencesites?

WEBSITE

COMPLETEOVERHAULSCHEDULEDTOBEGINNOV1

WewilllaunchourwebsiteoverhaulprojectinNovember.TheRFPwasreleasedatthebeginningofSeptember,withselectionscheduledforearlyOctober.Weaimtocompletetheoverhaulbytheendofnextsummer.Thisprojectwillensurethatthesiteismobile-firstandisalignedwithdigitalmarketing(emailandadvertising)todrivetheuserexperiencetowardmeasurableimpact–timeonsite,visitregistration,informationrequest,andultimatelyapplicationandenrollment.

Wehavebegunwebsiteanalyticstounderstandcurrenttrafficandperformance,whichwewillusetoinformandadjustourstrategygoingforward.

INTERIMIMPROVEMENTS/ADJUSTMENTSFOR2017-2018

Intheinterim,wehaveupdatedtheAdmissionssiteandplantoupdatekeyareasforprospectivestudentsthroughoutthefall–degreeprogrampagesandstudentlife.Thesiteisbuiltformobilefirstandisdesignedtoprovideprospectivestudentswiththemajorityoftheinformationtheyneed–fromprograminformation,tofinancialaidandstudentlife.Thisinterimsitewilllaunchmid-September:jcu.edu/admission

• RefineInterimadmissionssite• Interimupgradestorelatedsites(programs,studentsexperience,etc.)• Region/Citywebsitelandingpages• Campaignlandingpages• Selectprogrammicrositeoverhaul

TREND:WEBSITE

75%ofJCU’sadmissionsitevisitshappenonamobiledevice.

Prospectivestudentsaremostdrawntopagesaboutacademics(e.g.,programlistings,details,andrankings),money(e.g.,costandscholarships),andenrollment(e.g.,applicationprocess,admissionsevents,andcounselorcontacts.

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PRINTCOLLATERAL&DIRECTMAIL

Thecurrentprintmaterialsareusedforin-personcontactonly.Outsideofeventpostcards,wedonothaveanydirectmailpieces.Inaddition,thecurrentpiecesarecopy-heavyandfrequentlyprovideunnecessaryinformation(e.g.eightorsopiecesonClevelandandapieceonJCUfacilities).

WhileIMCconductsabrandoverhaul,wewillauditexistingcollateralanddevelopaseriesofinterimpiecesfocusedonprovidingkeyinformationfortheappropriatestageinthepipelineinacompellingway.Asmuchaspossible,wewillletstudentsandalumnistoriesillustrateourvalueanddistinction.


• Catalogue,assessandredesignrecruitmentmaterialsanddevelopnewmaterialstobetterrepresenttheJCUbrand• ReviewandreviseJCU’sadmissionsletterandpackagereceivedbyadmitstoappropriatelyreflectourprimarycalls-to-

actionandstandoutagainstthecompetition• Strategicuseofdirectmail–exploreexperimenttoseeifwecanmovepeopleoff“thebubble”

INFLUENCERCOMMUNICATIONS

Wewilldevelopparallelcommunicationsscheduleforparents,teachers,counselors,etc.

• Sendinitialpacketsofinformationforschoolpersonneltohave“onfile”incasestudentshavequestions• CollaboratewithAdmissionsonexistingcommunicationtotheseindividuals• HSàHumanCapitalnewaccounts

o Packet,includetestimonialsfromHScounselorso Invitetocounselorfly-in(Feb)

OTHERADMISSIONSSUPPORT

• DegreeProgramoverviewsandcontentdevelopment• Presentation&scriptwriting• Admissionstrainingsupport

MESSAGINGThisyear,wewilldevelopabrandframeworkforlong-termusethroughinternalandexternalresearch.Intheinterim,wearecreatingmessagingthatemphasizeshowtheuniquecombinationofsize,location,Jesuit-liberalartsfoundation,androbustalumninetworkprovideapersonalizedexperiencethatdevelopsintellect,leadership,characterandservice.Wehavebeguntousethisinads,print,andemails

Wewilldefinemessagesinordertobetterarticulateouruniquevalueproposition—comparewithcompetitors,usingrealstatisticsandstories,andfocusingonactualbenefitstostudents.Thislistisneitherdefinitivenorcomprehensive.• Differentiation

o Clevelandconnections:Internships,research,serviceo Jesuit/liberalartseducation–wholeperson,engage

theworld,etc.o Alumninetworko Supportiveenvironmentandpersonalattention

“Tostandoutinthemarketplace,aninstitutionmustpublicizethatwhichconvergesinthesweetspotofbeing(a)somethingthatisagenuinestrengthoftheinstitution,(b)somethingthatisrelevanttoanddesiredbystudents,and(c)somethingthatclearlydistinguishesitfromitscompetitorinstitutions.Whenaninstitutioncanidentifyitsdistinctiveniche,itcanthengoabouttargetingspecificaudiencesthathaveapropensitytowardappreciatingitsspecialty.”

~2016TrendsinHigherEducationMarketing,EnrollmentandTechnology|HanoverResearch

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o Hands-onresearchandinternshipexperienceo Selectdistinctorhigh-valueprograms:Boler,entrepreneurship,sportsstudiesandexercisescience,STEM,pre-

health,communications,andcomputer,dataandhealthinformationsciences• Pointsofparity(Needtomakesuretheseareonlineandinprintmaterials)

o Studyabroado Studentlife(housing,clubs,servicelearning,volunteering,leadership)o Athleticso Academic&careersupporto Signatureprograms

RELATED:JCUIMCPLAN

TheJCUIMCPlanprovidesaframeworkforbuildingafoundationforexcellenceinmarketingandcommunicationsbyaligningtheworkoftheunitwiththestrategicgoalsoftheuniversity.Inadditiontothemarketresearchdescribedabove,somekeyactivitiesoftheplanthatarerelevanttoenrollmentinclude:

• DevelopingabrandframeworktobetterdefinetheJohnCarrolldifferenceandvalue• Improvingthevisualidentitytobetterrepresentthebrandacrossallchannelsandacrosstheorganization,

includingacatalogueofphotos/videosthatbetterrepresentthebenefitsofourprogramsandlocationaswellasouraspirationtobecomeamorediversecampus

• Developingaminimumof48studentandalumnistoriesthatreflecttheJohnCarrollbrand.Thesestorieswillbeusedinprintandonlineandwillbetiedtoareasofexcellence

• DevelopingamediarelationsplantoimprovetheawarenessandperceptionofJCU.• Leveragingadvertisingcostsacrossbothundergraduateandgraduateenrollment

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PROJECTMANAGEMENT

MEASUREMENT&EVALUATION

Wewillcreateadashboardandreportingschedule,thatwillinclude:• Regularreportsonnumberofstudentscontactedandlevelofresponsiveness&interest• On-goingtrackingofstudents(detailedbyqualityindicators,point-of-entranceintopipeline,etc.)• Analysisofincreasesininterest/ratinglevels,deposits,housingapps,orientationregistration/attendance,

enrollment(establishabaselineformoreaccurateestimates)• Openandclick-throughratesforemailsandadvertisingaswellasconversionactivities• Numberofstudentsatevent(s)• Prospectsurveys–pre/postevents,atendofrecruitmentprocess• Feedbackfromdepartmentrepresentativesafterplaniscompleted• Operational?• Enrollmentmanagers?

Itisimportanttoensureclearcommunicationtotheboard,andwerecommendre-establishingEnrollmentandMarketingboardcommittee.Untilthatoccurs,thereisanexpectationthatSeniorLeadershipcommunicatewiththeboardregularlyregardingenrollment.

ROLES&RESPONSIBILITIES

ENROLLMENTTEAM

• SteveVitatoe,InterimVPEnrollment o Overseeenrollmentstrategy,planning,andimplementationandcollaborateonenrollmentmarketing

planning o Overseeenrollmentoperations,includingsystems,data,reporting,andanalysis.Trackandreporton

recruitmentandenrollmentactivityoutcomes/evaluateprogressagainstobjectives o OverseeAssociateDirector,staffofenrollmentmanagers. o Managestudentworkersandfaculty/staff/alumnivolunteerprograms

• ClaudiaWenzel,AVPEnrollmentandFinancialServices o Overseefinancialaidandscholarshippoliciesandadministration o Manageappealprocess o Managefinancialaidandstudentservicestaff o ActasmainpointofcontactwithHumanCapital o Participateandcontributetoenrollmentevents

• StacyLove,AVPEnrollmentOutreachandStudentSuccess o Developandimplementtransferstudentrecruitmentstrategies o Overseerecruitmentandstrategyfornon-traditionalstudents,includingbutnotlimitedtoCCP,veterans,

internationalstudents o Workwithuniversityrepresentativestoallowforrobusttransfercreditarticulationandpartnerships o Overseerecruitmenteventsandthecampusvisitexperience

• ChristinaSobh,AssociateDirectoro Theassociatedirectorplaysakeyroleinofficeoperationsandstaffsupervision,includingtheplanningof

therecruitmenttravel,applicationreviewprocesscoordination,andrepresentingtheOfficeofAdmissioninmanypublicandprofessionalvenues.ResponsibilitiesoftheAssociateDirectorinclude:

§ Managementandoversightofarecruitmentterritoryincludinglocalkeyaccounts§ Hire,train,supervise,motivate,anddevelopprofessionalstaff§ Overseetheapplicationreviewprocess,ensuringthatadmissiondecisionsareinlinewith

studentsuccessanddivisionalgoalsforcompositionofenteringclass§ Co-managementofTechnolutionsSlateCRM

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§ ContributetoIntegratedMarketingandEnrollmentPlanning§ Serveasakeyleaderonadmissioncommittee§ Serveonthefinancialaidappealscommittee

• EnrollmentManagers o EachAssistantDirectorofEnrollmentworkswithprospectivestudentsthroughouttheircollegesearch

process,focusingprimarilyonguidingapplicantstotheuniversitythroughtheadmissionreview,scholarship,andfinancialaidprocesses.Theyeachactastheterritorymanagerforanassignedregionandareaccountableforarecruitmentgoal.Responsibilitiesinclude:

§ Managementandoversightofagiventerritory,includingtraveltohighschools,collegefairs,andregionalevents

§ MeetweeklygoalsforEnrollmentManagerinitiatedweeklycontacts§ Respondtoin-person,phone,andelectronicadmissioninquiresinatimelymanner§ Nurturerelationshipswithschoolcounselors,JCUalumni,currentJCUparentvolunteers,and

otherconstituents§ Reviewapplicationsandmanagescholarshipreview(500-600applicationsperEM)§ Assistancewithcampusevents§ Dataanalysis§ Presenttoprospectivestudentsandfamilies

o Eachenrollmentmanageralsohasoneormoreadditionalareasoffocusbeyondhisorherrecruitmentterritory:

§ SchoolCounselorOutreachInitiatives-AbbyJoyce§ NortheastOhioSuburbanCollegeFairandEnrollmentOutreachInitiatives-AlexandraEdwards§ AlumniandParentAmbassadorPrograms-AllisonGoldhammer§ SignatureScholarshipPrograms-ChristinaSobh§ BlueStreakAmbassadorsandStudentCallCenter-CullinFish§ AdmissionSocialMediaandVideo-LoniBen-Zvi§ StudentTourGuidesandClevelandJesuitExcellenceTourCoordination-PatrickMcDermott

• NatalieRobinson,CoordinatorofEnrollmentEvents o Coordinate,plan,andexecuteallon-campusandoff-campusrecruitmentevents

• SueGeyman,CoordinatorofEnrollmentOperations o Manage2otherstaffinprocessingandmanagementofallenrollmentdocuments,financialaid

documents,andadmissiondata o Executekeycommunicationplanssuchasallapplicationprocesscommunication,admissiondecision

letters,andfinancialaidawards • Studenttourguides

• Recruitpeers • Manageprojectsandevents,asassigned • Communicatedirectlywithprospectivestudents

IMCTEAM

• NatalieMazanowski,AVPIMCo OverseeIMCEplanningandimplementationo CoordinateIMCEplanningandactivitiestoidentifyschool,divisionandprogramobjectives,

differentiators,opportunitiesanddevelopmessaging,marketing,materials,etc.o AssistintrackingandreportingIMCEoutcomes/evaluateprogressagainstobjectives

• MeredithTayek,AssistantDirectorMarketingforEnrollmento Manageand/oroverseeday-to-daymarketingandcommunicationsactivitiesincludingadvertising,email

campaignso Assistwithacademiccontentbuildingo Supportfortrackingandreporting

• RachelPurton,WebProgrammer,andJasonLee,DirectorofWeb&DigitalMedia

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o AssistwithDigitalStrategyo Assistwithbuildingoutlandingpages,emails,etc.o Assistwithinterimwebupdateso Assistwithanalytics,tracking,reporting

• TonyaCharlesStrong,ExecutiveDirectorMediaRelationso Assistwithmediarelationsstrategiesandadvertisingbuys

SENIORLEADERSHIP&CAMPUSPARTNERS

• JeanneColleran,InterimPresidento Adviseandassistinplanning/strategyo KeepSLTapprisedofrecruitmenteffortsandpromoteengagementamongfaculty

• OtherSEMTeam:o Dennis:o Nick:

• Departmentso Informrecruitmentteamofwaystosupportdepartmentalundergraduaterecruitmentobjectiveso Encouragefacultyandstudentstovolunteerinrecruitmenteffortso KeepIMCandAdmissionsOfficeapprisedofnewprograms,initiatives,faculty,etc.

BUDGET

Overview–combinewithIMCforenrollmentplan

TIMELINE

Overview–Detailinspreadsheet

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STRATEGICPOINTSFORCONTINUEDDISCUSSION

DEFININGENROLLMENTMANAGEMENTPRIORITIES

Wemustgainconsensusregardingthetopuniversityprioritythatdrivesenrollmentmanagement–headcount,nettuitionrevenue,selectivity/studentquality,diversity—becauserecruitmentandfinancialaidstrategiestiedirectlytothis.Achievingacertainheadcountmayverywellhaveanimpactondiscountrate,selectivity,andothercriteria.Achievingacertainlevelofnettuitionrevenuewillhaveanimpactondiscountrateandheadcount.

- Reference:NetTuitionRevenueAnalysis

Additionally,wemustaddresstherolethattheboardandhighprofilealumniplayindrivingregionalstrategies.Whileweappreciatetheirpassionandparticipation,wewouldliketoensurethatJohnCarroll’senrollmenteffortsaredrivenbysounddataandmarketanalysis.

MOVINGJCUTOANENROLLMENTMODEL?

HowdowegettoatrueEnrollmentModelforJCU?Whatdoesthatlooklike?

- TheUniversityiscurrentlynotinapositiontodecidewhetherornottoincludegraduateoperations,recruitment,andadmissionwithundergraduateenrollment.AtsomepointdiscussionsshouldhappentoconsidertheprosandconsofcreatingonetrueEnrollmentDivisionaswellasthepotentialefficienciesandeconomiesofscalethatcouldresult.

- Programportfolioevaluationiskeytoastrategicenrollmentapproach,butthismeansthatwehavetobewillingtotakeahardlookatunderperformingmajors/programstodetermineiftheinvestmentcouldbebetterspentonhigherperformingoremergingprograms.

- Culturalandoperationalchangesmustcontinuetohappentotieenrollmentmorecloselytoretention.Werecommendthatoversightandresponsibilityforretentionbeplacedwithintheenrollmentdivision.Whileacommitteeincludingkeypartnersoncampusisneededtoactivelyaddressretentionissues,thereneedstobeoneentitythatistaskedwithretentiondata,analysis,andmeasurement.

- Reportingofallenrollmentdatainaconsistentandaccurateway–beyondfreshmanadmission,wherewearewithoverallenrollment,retention,graduateenrollment,discount,netrevenue,etc.Whoisresponsibleforthis?

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ADDENDUM

NETTUITIONREVENUEANALYSIS

Thenationalaveragetuitiondiscountrateforfirst-time,full-timefreshmenis48.6percent,accordingtothemostrecentreportfromtheNationalAssociationofCollegeandUniversityBusinessOfficers.TheUniversity’scurrent64%discountratefornewincomingstudentsishigherthanourpeer-group.Suchahighrateisnotsustainableandwillcontinuetojeopardizeourfuture.Wemustworktowardsloweringthediscountrate,therebyincreasingnettuitionrevenue(NTR)perenrolledstudentandoverall.Essentially,ourdiscountrateisareflectionofourpositioninthemarket.ItsignifieshowmuchfamiliesarewillingtopayforaJCUeducation.DiscountrateispartoftheNTRequation,asisenrollmentsize.

Forexample,referencingfigure1,ourfall2016incomingfreshmanclassincluded717studentsatroughlya62%discount.Withfull-timetuitionat$37,190,eachstudentwaspayingonaverage38%ofthat,orroughly$14,132each.Thefreshmanclassof717broughtintotalnettuitionrevenueofapproximately$10,133,000.Noticethat23morestudentsatthesamediscountratewouldhavenettedanadditional$325,000.

Forfall2017,withtuitionsetat$38,490,740newfreshmenatthesamediscountratewouldyieldalmost$500moreperstudentinNTR,whichwouldbringincloseto$10.8milliondollars.Noticethechangestothevariablesifthediscountratecouldbeloweredby1point,then2points.Noticealsotheresultofanevenlowerdiscount(58%)coupledwithalowerclasssizegoal.Suchasituationwouldbringinclosetothesamerevenueas40morestudentsatahigherdiscount.Finally,noticethevariablesifthediscountroseto64-65%.

Figure1.

ENTERINGFALL TUITION CLASSSIZE DISCOUNT NTR/STUDENT NTR2016 $37,190 717 0.62 $14,132 $10,132,787

$37,190 740 0.62 $14,132 $10,457,8282017 $38,490 740 0.62 $14,626 $10,823,388

$38,490 740 0.61 $15,011 $11,108,214 $38,490 740 0.60 $15,396 $11,393,040 $38,490 700 0.58 $16,166 $11,316,200 $38,490 740 0.64 $13,856 $10,253,440 $38,490 760 0.65 $13,472 $10,238,720

Sowhatdoesallofthismean?Essentially,aparticulardiscountratewillyieldacertainsizeclass,whichagainreflectsourdemandinthemarketplaceatthatparticularprice.Intoday’sincrediblycompetitivemarketplace,attemptstolowerthediscountratewithouthavingstrongpositioningofacademicprogramsandastrongvaluepropositionwillnegativelyimpactenrollment.Astatedclasssizegoal,withoutanyconfidencethatitisouroptimalenrollment,thatisbeyondthedemandinthemarketplacecanonlybemetbyusingreallyonelever–raisingthediscount.

UtilizingASEMstrategieswillleadtoarecognizedoptimumenrollmentgoalmadeupofmanysmallercohortgoals,strongerprogrampositioning,andarecognizedvaluepropositionbythemarket,thusleadingtogreaterdemand.Onlythenwillwebeabletobeginpullingbackonthediscountratewhilestillmeetingoptimumenrollmentgoals.

Additionally,“mission”goalsshouldbepartofdeterminingouroptimalenrollment.Discountrateisreallywherethe“rubberhitstheroad”intermsofourmission–evenifthedemandandrecognizedvalueofoureducationmightbestrongamonglow-incomefamilies,thesefamiliessimplycannotaffordus.Furthermore,weasaninstitutioncurrentlycannotaffordtosupportalargepercentageoflow-income,highneedstudentsinanincomingclass.DeterminingthesizeofthiscohortandhowitfitsintoouroverallgoalwillbeveryimportantasaCatholic,Jesuit,mission-driveninstitution.

Overall,JohnCarrolliscompetingmostlyonpriceatthistimeinthemarketplace.Thatisaverytoughplacetolive,anditputsusinacompetitorsetinwhichwedefinitelydonotwanttobeincluded.

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KEYACCOUNTS

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PREVIOUS&CURRENTORGANIZATIONCHARTS

SteveVitatoeAssistantVPforUndergraduateAdmission

(InterimVPforEnrollment)

JoelMullnerAssociateDirectorofEnrollment

RebeccaDinnenDirectorofTransfer

Admission

SueGeymanCoordinatorof

EnrollmentOperations

ChristinaSobhAssociateDirectorofEnrollment

AlexEdwardsAssistantDirectorofEnrollment

CullinFishAssistantDirectorofEnrollment

LoniBen-ZviAssistantDirectorofEnrollmentAbbyJoyce

AssistantDirectorofEnrollment

ErinSorooshRegionalDirectorofEnrollment

EnrollmentDivisionUndergraduateAdmission

OrgChartJanuary25,2017

JanetMirkaEnrollmentOperations

Specialist

JudyKilfoyleEnrollmentOperations

Generalist

JoanneBaudoCampusVisitAssistant

NatalieRobinsonCoordinatorofCampusVisit

Experiences

PatrickMcDermottAssistantDirectorofEnrollment

AllisonGoldhammerAssistantDirectorofEnrollment

MeganMcBrideAssistantDirectorofInternationalServices

ClaudiaWenzelAssistantVPforEnrollmentandFinancialServices

264



Open

VicePresidentforEnrollmentManagement

RebeccaDinnen

DirectorofNon-traditionalStudent

Recruitment

SueGeyman

CoordinatorofEnrollmentOperations

ChristinaSobh

AssociateDirectorofEnrollment

AlexEdwards


CullinFish


LoniBen-Zvi


AbbyJoyce


EnrollmentDivision

UndergraduateAdmission

OrgChartAugust28,2017

JanetMirka

EnrollmentOperationsSpecialist

JudyKilfoyle

EnrollmentOperationsGeneralist

NatalieRobinson

CoordinatorofEnrollmentEvents

PatrickMcDermott


AllisonGoldhammer


ClaudiaWenzel

AssistantVPforEnrollmentandFinancialServices

(SEFSorgchartonnextpage)

StaceyLove

AssistantVPforEnrollmentOutreachandStudentSuccess

Open

CoordinatoroftheCampusVisitExperience

StudentTour

Guides

2Students

VeteranStudentAssistants

JoanneBaudo

CampusVisitAssistant

SteveVitatoe

AssistantVPforEnrollment

JuliannePoremba

EnrollmentSystemsSpecialist

ClaudiaWenzel

AssistantVPforEnrollmentandFinancialServices

InezLaureano

AssociateDirectorofFinancialServices

PatriciaKandrach

FinancialServicesOperationsManager

LaurenUrban

AssistantDirectorofFinancialAid

*Open

FinancialServicesSpecialist,LoansandBilling

PatriciaMeyers

FinancialServicesSpecialist,Verification

SusanStrauss

StudentServiceCounselor

EnrollmentDivision

StudentEnrollment&FinancialServices

OrgChart

July14,2017

AndreaVenier

StudentServiceCounselorAssistant

HillaryLeonard


KellyBurt


265



ADMISSIONFUNNELANALYSIS

FA 2

013

FA 2

014

FA 2

015

FA 2

016

FA 2

017

#%

of T

otal

Rate

#%

of T

otal

#%

of T

otal

#%

of T

otal

#%

of T

otal

AVER

AGE

Purc

hase

d Se

arch

Nam

es82

,272

100.0%

88,8

0110

0.0%

91,5

0810

0.0%

NA

100.0%

83,5

4810

0.0%

86,532

S

earc

h Re

spon

ders

6,96

38.5%

6,86

07.7%

6,16

36.7%

NA

NA

4,72

55.7%

S

earc

h N

on R

espo

nder

s75

,309

91.5%

81,941

92.3%

85,345

93.3%

NA

NA

78,823

94.3%

Inqu

iries

21,5

5410

0.0%

26.2%

20,0

1010

0.0%

22.5%

23,9

4910

0.0%

26.2%

22,3

3410

0.0%

NA

20,8

1210

0.0%

24.9%

25.0%

21,732

F

rom

Sea

rch

Resp

onde

rs6,96

332

.3%

6,86

034

.3%

6,16

325

.7%

0.0%

4,72

522

.7%

Appl

icat

ions

3,72

110

0.0%

17.3

%3,

873

100.0%

19.4

%4,

087

100.0%

17.1

%3,

857

100.0%

17.3

%3,

843

100.0%

18.5

%17

.9%

3,87

6

Fro

m S

earc

h Re

spon

ders

560

15.0%

616

15.9%

520

12.7%

0.0%

314

8.2%

F

rom

Sea

rch

Non

Res

pond

ers

947

25.5%

1,06

227

.4%

1,22

129

.9%

0.0%

1,46

838

.2%

S

teal

th1,01

227

.2%

1,30

533

.7%

1,51

237

.0%

1,24

932

.4%

826

21.5%

Adm

its3,

101

100.0%

83.3

%3,

211

100.0%

82.9

%3,

352

100.0%

82.0

%3,

201

100.0%

83.0

%3,

266

100.0%

85.0

%83

.2%

3,22

6

Fro

m S

earc

h Re

spon

ders

527

17.0%

573

17.8%

486

14.5%

0.0%

297

9.1%

F

rom

Sea

rch

Non

Res

pond

ers

838

27.0%

937

29.2%

1,09

132

.5%

0.0%

1,07

332

.9%

S

teal

th72

523

.4%

936

29.1%

1,06

831

.9%

907

28.3%

505

15.5%

Gros

s Dep

osits

825

100.0%

26.6

%83

010

0.0%

25.8

%79

110

0.0%

23.6

%74

910

0.0%

23.4

%78

210

0.0%

23.9

%24

.7%

795

F

rom

Sea

rch

Resp

onde

rs14

817

.9%

169

20.4%

126

15.9%

0.0%

779.8%

F

rom

Sea

rch

Non

Res

pond

ers

206

25.0%

224

27.0%

243

30.7%

0.0%

225

28.8%

S

teal

th15

819

.2%

172

20.7%

154

19.5%

123

16.4%

678.6%

Canc

els

3310

0.0%

4.0%

3210

0.0%

3.9%

3010

0.0%

3.8%

3010

0.0%

4.0%

2510

0.0%

3.2%

3.8%

30

Fro

m S

earc

h Re

spon

ders

39.1%

412

.5%

26.7%

0.0%

416

.0%

F

rom

Sea

rch

Non

Res

pond

ers

721

.2%

1031

.3%

826

.7%

0.0%

416

.0%

S

teal

th15

45.5%

1959

.4%

826

.7%

826

.7%

416

.0%

WDs

in F

irst 3

Wee

ks---

------

------

---4

0.6%

Net

Dep

osits

(Enr

olls

)79

210

0.0%

25.5

%79

810

0.0%

24.9

%76

110

0.0%

22.7

%71

510

0.0%

22.3

%75

710

0.0%

23.2

%23

.7%

765

F

rom

Sea

rch

Resp

onde

rs14

518

.3%

165

20.7%

124

16.3%

0.0%

739.6%

F

rom

Sea

rch

Non

Res

pond

ers

199

25.1%

214

26.8%

235

30.9%

0.0%

221

29.2%

S

teal

th14

318

.1%

153

19.2%

146

19.2%

115

16.1%

638.3%

266



RELATEDPROJECTS&DOCUMENTATION

• UniversityStrategicPlan• UniversityIMCplan• IMCEDetailedPlan• FinancialStrategyConsultingdocumentation

267