Increasing the prestige of being accepted into an Illinois State University undergraduate degree program by decreasing the yield rate (ratio of acceptances to applications) from 75 percent to 63 percent

Increasing the percentage of first-time freshmen who indicate on the ACT examination that Illinois State University was their first-choice university from 40 percent to 50 percent.

Increasing undergraduate student commitment to Illinois State University by increasing the show rate (ratio of enrollments to acceptances) from 41 percent to 44 percent

Increasing enrollments of motivated learners by enrolling the majority of students from the 22-27 ACT range

Increasing the enrollments of high-achieving learners by increasing the proportion of first-time freshmen enrolled at the University from the top 10 percent of their high school graduating class from 11 percent to 23 percent

Increasing the enrollment of high-achieving, motivated transfer students by increasing the mean transfer grade point average of new transfer cohorts from 3.01 in fall 2003 to 3.10

Increasing the peer assessment rating of the academic quality of undergraduate education at Illinois State University (published in U.S. News and World Report) from 2.5 to 2.9

Increasing the number of degree-seeking students who apply for graduate admission by 10 percent from 1,500 to 1,650

Enrolling new master’s students with a mean grade point average of 3.50

Enrolling new doctoral students with a mean grade point average of 3.65

Developing, implementing, and supporting a plan to make discipline-specific graduate assistant stipends competitive with national competitor institutions

Placing in the top third in U.S. News and World Report’s Graduate Rankings in education, business, nursing, and fine arts

Defining and achieving optimal enrollment targets for first-time freshmen

Defining and achieving optimal enrollment targets for new transfer students

Defining and achieving optimal enrollment targets for new graduate students

Defining and achieving undergraduate enrollments at or below optimal capacity in every academic program to support instruction, scholarship, and service activities of excellence

Defining and achieving graduate enrollments at or below optimal capacity in every academic program to support instruction, scholarship, and service activities of excellence

Defining and achieving undergraduate enrollments consistent with University targets

Defining and achieving graduate enrollments consistent with University targets

Documenting the implementation of new, five-year integrated B.A./M.A. or B.S./M.S. programs

Exceeding the Illinois Board of Higher Education’s peer group median for faculty salaries

Exceeding the Illinois Board of Higher Education’s peer group median for professor salaries

Exceeding the Illinois Board of Higher Education’s peer group median for associate professor salaries

Exceeding the Illinois Board of Higher Education’s peer group median for assistant professor salaries

Developing comparisons for non-tenure-track faculty salaries

Exceeding published benchmarks for civil service salaries

Developing comparisons for administrative/professional staff salaries

Increasing the five-year retention rate of faculty from 59 percent to 64 percent

Increasing the five-year retention rate of administrative/professional staff from 45 percent to 50 percent

Increasing the five-year retention rate of civil service staff from 71 percent to 76 percent

Completing and documenting outcomes from the Enhancing Faculty Distinctiveness and Excellence Self Study for accreditation team