based on where they may be in the process.
Develop a student-centered atmosphere with exemplary customer service.
Develop and enhance a transfer program for KSU.
Capture data on transfer students to evaluate processes, procedures, and policies to improve services.
Personalize communication and marketing campaigns to target prospective students.
Optimize enrollment through continuous improvement and integration of campus services, resources, best practices, policies, and procedures to attract, retain, and graduate more transfer students.
Facilitate ease of enrollment for transfer students.
In addition to increased enrollment, a consistent tuition setting strategy is required to
stabilize revenues. Published tuition prices are projected to increase 4% per year
between the fall semesters 2017 and 2020. Additional operating funding from the state
will lower the required tuition increases. Operating reductions in state funding will
necessitate higher tuition increases or further expenditure reductions that could threaten
the long term financial stability of the University.
As tuition revenues increase, institutional aid funding will increase proportionally, as is typical for universities. Projected institutional aid expenditures are approximately 30% of gross tuition and fee revenues. Four years of revenue projections are outlined below.
(Dollars in thousands)
| FY 2018 | FY 2019 | FY 2020 | FY 2021 |
|---|
| Gross Tuition and Fees | 16,299 | 18,361 | 20,567 | 21,389 |
|---|
| Institutional Aid | 5,000 | 5,600 | 6,200 | 6,500 |
|---|
| Net Tuition and Fees | 11,299 | 12,761 | 14,367 | 14,889 |
|---|
| State Appropriation* | 26,729 | 27,029 | 27,029 | 27,029 |
|---|
| Other Income | 1,160 | 1,263 | 1,365 | 1,445 |
|---|
| Total Operating Revenue | 39,188 | 41,053 | 42,761 | 43,363 |
|---|