UNLV Differential Fee Proposal Business

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1 UNLV Differential Fee Proposal Business (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 3 of 24

2 UNIVERSITY OF NEVADA LAS VEGAS DIFFERENTIAL FEE PROPOSAL FOR UNLV COLLEGE OF BUSINESS Response to Specific Board Policy Questions: 1. Student Involvement. Two open forums were held the week of Oct 11 th to solicit student input into the differential proposal request. About thirty students attended in all. The vast majority of students understood the financial situation UNLV and the MBA is confronting. No one spoke out against differential tuition and many seemed to appreciate that we are planning to phase in the differential tuition over a three year period as this would allow most students in the program to complete their degree before the full amount of differential tuition would take effect. However, it is important to note that no students embrace paying higher fees, and for many they would prefer any impact to occur after they complete the program. The students do understand, however, that differential fees are being proposed as an alternative to possible program elimination. Concern focused in two areas. The first involves differential tuition on out-of-state students. Tuition for out-of-state students is in line with other institutions and some students commented that the differential would place us at a competitive disadvantage in the market. That said, it seems politically indefensible to charge differential tuition for just in-state students. The second area of concern focused on what would be done with the money. Students were interested in seeing it be reinvested in the program. Several commented on the need for better career services as well as greater availability of graduate student assistantships. Others mentioned using some of the money to hire more faculty so that a greater number of course offerings could be offered per semester. These comments have been incorporated into our spending plan which includes money for these purposes. 2. Special Course Fees. The proposed differential fees will not impact the existing special course fees, as there are no such fees for any of the graduate level course designators subject to the differential fee levels. 3. High Demand Programs. Business MBA Program Program Enrollments (Note: This program does not use wait list ) Annual FTE Course Prefix FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 Fall 2010 (1) FIN BLW MGT MKT MBA Total (1) Fall 2010 is semester FTE times two to approximate annualized. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 4 of 24

3 Student Admissions Applicants Wait Listed Denied Admission % Denied Admission FY % FY % FY % FY % FY % The program has strong demand, as noted below. Table 2: MBA Applicant Data Academic Year Applications Denied Denied % 21% 25% 29% 36% 36% 37% Admitted Enrolled Yield 74% 74% 89% 93% 92% 76% Avg (GMAT) Out of State N/A % 42% 35% 29% 21% Total Enrollment SCH Grads Table 2 provides information on the number of applications, admissions, enrollment and student credit hour generation for the last six full academic years. These numbers show that: (1) applications remain strong, typically averaging about 300 per year; (2) that we have denied enrollment to an increasingly higher percentage of applications each year; (3) that our yield rate is very high typically between 75 and 80% of the students we admit actually enroll (the yield rate); (4) student quality as measured by GMAT scores has remained fairly constant; and (5) program enrollment (and student credit hour generation) has steadily increased for several years. Enrollment for stood at 295 students. Given the average number of courses students take per year and the number of seats we have available if we ran all sections with 60 seats, we couldn t accommodate more than 360 students. Thus we are already above 80% of capacity. In two years, ( ; and ) we enrolled more than capacity for any given year which is 120 students. This high demand is because the MBA is an extremely good investment: Our students get good high-paying jobs upon graduation. It is very difficult for us to get good data on the placement and salaries of our MBA students because, unlike the vast majority of programs, we do not have the resources to offer any career services targeted at MBA students. Some MBA students do report their salaries to UNLV s centralized career services. Data for the last few years is provided in Table 3 below. Note the number of responses are very small and represent only about 15% of graduates, but they do show numbers consistent with those reportedly nationally. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 5 of 24

4 Table 3: MBA Applicant Data Academic Year Currently Employed 75% 90% 100% 92% 67% Average Salary $77,600 $68,852 $69,844 $61,800 $65,800 High $143,000 $97,760 $95,000 $120,000 $150,000 Low $48,000 $31,500 $35,000 $20,800 $28,000 Number Responded Response Rate 12% 9% 12% 13% 18% 4. High Cost Programs. The information below compares the average cost per FTE student for the differential fee program to the average cost per FTE student for the entire institution. Note: the data below is estimated based on relatively conservative assumptions, given that these differential fees would apply only to a portion of all College of Business graduate level enrollments. Program Average Cost per AAFTE Program Cost Rank at UNLV Institutional Average $11,833 MBA Related Courses $14,382 9 th out of 62 Subject to differential fees MBA Related Courses: The data below is for the following graduate level courses for the following course disciplines: MBA; FIN; MKT; MGT. Non- Instruction Pro-Rated General Fund Costs 2 Total General Fund Program Costs State General Fund Portion of Registration Fees Pro-Rated General Fund Revenue % of GF Revenue to Total Revenue Instruction Program Costs 1 Collected Tuition Total State Supported Revenue FY 07 1,429, ,516 2,374, , ,724 1,704,443 2,374, % FY 08 1,560,333 1,059,627 2,619, , ,716 1,868,264 2,619, % FY 09 1,691,084 1,181,824 2,872, , ,265 1,960,335 2,872, % FY 10 1,616,422 1,060,354 2,676, , ,399 1,722,752 2,676, % FY 11 1,628,850 1,055,701 2,684, , ,132 1,638,748 2,684, % 1 2 Accounts for Programs were identified by the College of Business and the Budget Office Gathered Expense Data for the identified accounts from Advantage. This is a per AAFTE calculation using the department's AAFTE to appropriate the non-instructional functions to the department's expenses. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 6 of 24

5 5. Projected Revenues and Expenditures. Summary of Projected Annual Revenue from Differential Fees NOTE: The estimates below are based on FY10 enrollment numbers. The implementation of the differential fee program could impact the total number of enrollments and therefore the total incremental revenue. The revenue projected below is generated beginning in Spring 2012 at $100 per SCH. This fee amount is part of a proposed approach to phase in a larger differential fee increase over a three-year period with the initial differential fee proposed to start out at $100/SCH, then move to $175/SCH in the second year, and topping out at $225/SCH in the third year. However, it is understood that each of these future requests would need to come back to the Board for approval, and therefore they are not assumed in this specific action item before the Board. Projected Annual Revenue from Differential Fee Distribution Dept/ Acad Year Summer Total Program Fin aid Course Total Business $446,700 $29,400 $476,100 $404,685 $71,415 $0 $476,100 Uses for the Funds The investments in the MBA program would be made up of efforts to improve student quality and outcomes. This involves three types of expenditures: (1) Additional monies to market the MBA program. (2) Career services this is the most pressing need for the program. Two positions are required. One is a career counselor position that will help students prepare for the job market (e.g., resumes, interviewing, branding themselves etc.). The second position will be devoted to developing relationships with recruiters and employers in the business community. (3) Clinical faculty (i.e., non-tenured practitioner) to teach in the program. At current rates, we could only afford one such faculty member ideally a retired executive who has the credentials to teach the capstone and strategy courses in the program so as to underscore the applied value of the degree. We would increase the allocation to this area if additional differential fee increases were approved by the Board in the future. Given the state financial crisis as the reason for considering differential fees, we assume that the institution will be required to adjust our current base state budget, but that we will be left with a net increment to address priorities identified above. These incremental dollars would be invested back into the program to improve student quality and outcomes. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 7 of 24

6 Distribution of Fees and Tuition Differential Fees UNLV School College of Business MBA Related Courses The following fee distribution for the University of Nevada, Las Vegas, College of Business course designators that support the MBA program, (based on the course designator noted below) has been approved by the Board of Regents: Fees Effective January 1, 2012 MBA (MBA designator) Upper Division Undergraduate Graduate Graduate Financial Aid N/A 15 % of Diff Fee Non-Consumable Course Fee N/A 0% of Diff Fee Offset Program direct revenue N/A 85 % of Diff Fee Finance (FIN designator) Graduate Financial Aid N/A 15% of Diff Fee Non-Consumable Course Fee N/A 0% Offset Program direct revenue N/A 85% of Diff Fee Marketing (MKT designator) Graduate Financial Aid N/A 15 % of Diff Fee Non-Consumable Course Fee N/A 0 % of Diff Fee Offset Program direct revenue N/A 85 % of Diff Fee Management (MGT designator) Graduate Financial Aid N/A 15% of Diff Fee Non-Consumable Course Fee N/A 0% Offset Program direct revenue N/A 85% of Diff Fee Distance Ed Rates: Would reflect the same differential fee increment. 6. Proposed Fee. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 8 of 24

7 DIFFERENTIAL FEE LEVELS EFFECTIVE SPRING SEMESTER 2012: DIFFERENTIAL FEE INCREMENT IN ADDITION TO REGISTRATION FEES The differential fee rates for the MBA program related course disciplines will remain as noted below unless changes are approved by the Board (for Academic Year and Summer Terms). The differential fees will apply to courses with designators as noted below: Fees Effective January 1, Discipline Course Pre-Fix Course Level Amount (per credit hour) MBA MBA 500 and above $100 Finance FIN 500 and above $100 Marketing MKT 500 and above $100 Management MGT 500 and above $100 The goal of our differential tuition request would be to get us to the median of our competitor set and thereby providing us with the resources necessary to provide a more competitive MBA experience at UNLV, one that best prepares our students to compete in the professional job market and in business generally. The above analysis shows that we are severely underfinanced largely because we are under-priced and that at current rates we are losing money. The results also show that the UNLV and UNR MBA programs are an especially good buy for in-state students, but that they are at about market rates for out-of-state students. Finally, there is the issue of fair notice to students already in the program: a very steep increase, especially without a perceptible increase in the program s value proposition is likely to be seen as unfair. Balancing the need for immediate resources with concerns about price and equity sensitivities is an art not a science. We would propose a three-year phase in period where differential tuition in year one would be $ per credit hour, $ per credit hour in year two and $ per credit hour in year three and thereafter. We understand that the Board is only considering the first phase of this increase at this time, and we would be required to bring forward any additional differential fee increases at a future date. This differential surcharge would be applied to any student taking a 500 or above-level course carrying an MBA, FIN, MKT or MGT prefix these are the courses that make up the MBA program. Cost Comparisons with other Institutions: The benchmark institutions represent peer and aspirant institutions in contiguous states as well as a few on-line and bricks and mortar programs that operate here in Las Vegas. As a group they represent our competitor set and include the programs that GMAC reports are most commonly referenced by students who are also applying to our program. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 9 of 24

8 Table 4: Regional Competitor Analysis: Total MBA Program Tuition Business School Name AACSB Accred. Status Inst. Control Full MBA Program Cost for In-State Out-State Ratio California, Berkeley,Walter A. Haas School of Business Yes Public $64,851 $91, California, Davis, Graduate School of Management Yes Public $54,062 $78, California, Irvine, Paul Merage School of Business Yes Public $66,651 $88, UCLA Anderson School of Management Yes Public $81,970 $97, California, Riverside, Anderson Graduate School of Management Yes Public $58,543 $83, California, San Diego, Rady School of Management No Public $70,000 $82, Cal State Poly, San Luis Obispo, Orfalea College of Business Yes Public $17,500 $32, Cal State Poly, Pomona Yes Public $17,797 $29, Cal State Fullerton, Mihaylo College of Business and Economics Yes Public $21,276 $39, Cal State Bakersfield Yes Public $20,244 $34, Cal State Fresno, Craig School of Business Yes Public $15,977 $29, Cal State Long Beach Yes Public $21,164 $39, San Diego State Yes Public $21,756 $39, Cal State Los Angeles Yes Public $20,646 $31, Cal State Northridge Yes Public $21,584 $32, Cal State Sacramento Yes Public $15,684 $27, Arizona State University, Carey School of Business Yes Public $41,700 $68, Arizona, University of, Eller College of Management Yes Public $38,790 $68, Northern Arizona University Yes Public $13,868 $36, Southern Utah University, School of Business Yes Public $7,454 $23, Utah State, Huntsman School of Business Yes Public $19,000 $31, Utah, David Eccles School of Business Yes Public $36,943 $69, Regis-Las Vegas No On-line $23,100 $23, Pheonix Las Vegas On Line No On-line $23,580 $23, Pheonix Las Vegas Campus No On-line $19,300 $19, University of Southern Nevada No Private $19,765 $19, Kaplan No On-line $26,460 $26, Median Cal $65,751 $85, Median Cal State $20,445 $32, Median Arizona $38,790 $68, Median Utah $19,000 $31, Las Vegas Privates/On-Line $23,100 $23,100 1 GRAND Median $21,584 $34, Nevada, Las Vegas, University of, College of Business Yes Public $10,776 $37, Nevada, Reno, University of, College of Business Administration Yes Public $11,400 $36, UNLV with $225 per SCH Professional Fee $21,576 $48, The comparisons in Table 4 show that for in-state students, the UNLV MBA program is an extraordinary good buy. The total cost of a UNLV MBA degree is less than half of the cost of the other options present in southern Nevada. The UNLV program is also less than half the cost of the median Cal-State system program. Of all the programs in Table 4, only the program at Southern Utah is less expensive for in-state students. In contrast, the total cost of the UNLV program for out-of-state students is above the median cost for the programs listed in the table as well as for the median Cal-State system or Las Vegas-based programs. The different result for in-state versus out-of-state cost comparisons stems from the fact that NSHE institutions charge out-of-state students a much larger premium in percentage terms than the other institutions in Table 2. The median institution in Table 4 charges out-of-state students 160% of the tuition and fees paid by in-state students, while the figure for UNLV is around 330%. Out-of-state tuition might not seem like a big concern since our MBA program is an evening offering that caters to local students. Yet, it should be noted that about 20% of our current MBA students pay out-of-state tuition with the vast majority of them being international students. Thus large increases in out-of-state tuition and fees may very well result in a significant decline in the number of students coming to our program. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 10 of 24

9 This huge price gap sends a message about the quality of our program and constrains our ability to compete. Information on the total resources devoted to a school s MBA programs is not publically available, but MBA programs are a significant source of financial and reputational capital for business schools. As a result, the correlation between MBA tuition and schools operating budgets is very high. Table 5 reports the operating budgets, number of full-time faculty and operating budget per full-time faculty for most of the institutions reported in Table 4 (a few did not report the data to AACSB). Table 5: AACSB Business School Financial Data School Operating Budget Full Time Faculty Op. Bdt Per FTF UCLA $74,498, $730,377 Cal Irvine $33,163, $650,266 Cal Davis $16,388, $546,267 S Cal $98,228, $491,140 Arizona $44,241, $417,373 ASU $95,816, $375,749 Cal Riverside $10,355, $369,831 Utah $27,406, $334,221 Ut State $20,238, $297,632 Cal State Fullerton $44,268, $293,168 N. Az $14,349, $265,740 Cal State Fresno $13,680, $224,262 Cal State San Luis Obispo $12,898, $214,971 Cal State Northridge $17,454, $187,679 Cal State Pomona $15,645, $186,250 Cal State LA $12,819, $180,550 S Utah $3,621, $144,871 Median $297,632 UNR $11,353, $206,431 UNLV $16,079, $203,536 Operating budget per faculty member is the single most comparable indicator of the financial resources of the school. Note this budget is not just faculty salaries but total expenditures by the school including salaries for staff, travel, career services, equipment, etc. Note that UNLV is about $100,000 per FTF below the median for this group. In other words, our two NSHE institutions have only about two-thirds of the resources available to the other institutions in the table. Also note that two of the three top institutions in Table 5 UCLA and Davis do not have undergraduate programs. Their high operating budgets per FTF reflect in part the much higher resources needed to provide a high-quality graduate business education. (BOARD OF REGENTS' AGENDA 03/10/2011 & 03/11/2011) Ref. BOR-22, Page 11 of 24

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