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Dear 17³Ô¹ÏÔÚÏß Community: 

We hope you are all enjoying the summer. Following several recent key milestones, we want to continue updating you on our enrollment levels for FY25 and their impact on the university budget. As we noted in , numerous factors are contributing to difficult enrollment conditions both at 17³Ô¹ÏÔÚÏß and across higher education. The enrollment outcomes will continue to affect the budget and require additional steps that are outlined in this message. The enrollment and budget challenges are serious but solvable, and in a moment where we can act strategically and creatively, we will address them together as a community.

Earlier this month, we completed the undergraduate transfer student enrollment process and the regular mid-July assessment of graduate enrollment results and projections. Total fall full-time undergraduate enrollment is projected at 7,004, which is 400 students below our budget targets. For the incoming class, we are projecting a total of 1,864 full-time students, which is 386 students below our targets. For returning students, we are currently projecting 5,140 full-time students, which is only 14 students below our targets and a hopeful sign for our ongoing retention efforts.

Through this challenging enrollment season, we have maintained 17³Ô¹ÏÔÚÏß’s commitment to affordability and access. Despite not meeting our incoming student targets, the incoming class has demonstrated more need than anticipated, and we invested our resources to meet this need. Thus, we will not realize any financial aid savings. Regulatory changes to the FAFSA calculations, evolving student demographics, and the highly competitive higher education market contributed to this outcome.

For graduate enrollment, traditional in-person credit hours (which is how we track graduate enrollment) are currently four (4) percent above our forecast. Graduate programs have rolling applications and admissions, and we continue to enroll students. However, online graduate programs are slightly below targets, due in part to challenges with external program partners and less-than-anticipated growth in some in-house online programs.

The enrollment outcomes produce a $23 million revenue gap in the FY25 budget. When we built the FY25 budget earlier this year, we already solved for approximately $25 million primarily through spending adjustments.

These challenges have been a core focus of President Alger and the leadership team for the past several months. As we move forward together with President Alger’s engagement and leadership, we will work collaboratively on the FY25 budget and enrollment in the following ways:

Shared Governance––Addressing these challenges will feature community participation in decision-making at all levels from problem identification to developing alternative solutions and through the implementation and evaluation of any plans. We will continue to meet with key community stakeholders such as the University Budget Committee, Faculty Senate, and Staff Council and will also seek the input of others.

Community Engagement and Creative Ideas––Every member of the 17³Ô¹ÏÔÚÏß community can help. Our faculty and staff have important insights about our work, and we ask for your ideas about how to generate new revenue, create additional efficiencies and savings, and support our students. We all are ambassadors for 17³Ô¹ÏÔÚÏß, and we can individually and collectively support our crucial enrollment and retention efforts. For example, , our premier open house event for prospective students and families. We encourage all community members to participate and help welcome potential future Eagles. Additionally, we will provide some specific possible actions to our teams to promote this engagement.

Hiring and Vacancies––As discussed in our , we are reviewing all open positions and hiring decisions. We must focus on mission-critical vacancies and determine what positions or functions can be paused as part of our savings. Further details will be shared by Human Resources in the coming weeks.

Reserves––Our enrollment reserves will be part of the solution, but we cannot rely solely on these funds.

New Budget Savings Targets––In the coming weeks, we will provide each school/college/administrative unit with updated FY25 savings targets. The University Budget Office will work with our teams to implement these new spending levels.

Revenue Growth––We are actively exploring new revenue opportunities. The foundation is to consistently meet enrollment goals, but diverse revenue streams are critical. We are developing ideas in areas including increased rental income from our commercial properties, conference services, fundraising, and licensing, among others, and we will continue to explore ways to augment resources.

Next Steps on Structure and Benefits––We will be engaging the community on potential actions and next steps based on the reviews and assessments conducted last academic year, including the workforce study and the benefits study.

This will be an ongoing shared effort throughout the summer and fall. Final fall enrollment levels and any further changes to the FY25 budget will be determined in the census, which takes place in early October. We will provide updates as we work through these steps, following the fall census, and as we plan for the FY26-27 budget later this fall. As we have in previous semesters, we will hold a series of forums and community engagement opportunities beginning early in the fall.

Thank you for your engagement in these important matters, your creative input, and your commitment to working together as we solve this challenge and position 17³Ô¹ÏÔÚÏß for future growth and success.

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Jonathan R. Alger
President, 17³Ô¹ÏÔÚÏß

Vicky Wilkins
Acting Provost and Chief Academic Officer

Bronté Burleigh-Jones
CFO, Vice President, and Treasurer

Sarah Baldassaro
Chief of Staff and Counselor to the President

Matt Bennett
Vice President and Chief Communications Officer

Traevena Byrd
Vice President, General Counsel, and Board Secretary

JM Caparro
Director, Athletics and Recreation

Nkenge Friday
Vice President, Inclusive Excellence

Dan Luperchio
Interim Vice President, University Advancement

Steve Munson
Vice President and Chief Information Officer

Raymond Ou
Vice President, Student Affairs

Evelyn Thimba
Vice President, Undergraduate Enrollment Management