Enrollment Management

Dr. Dennis PruittVice President for Student Affairs,

Vice Provost and Dean of StudentsUniversity of South Carolina

College Business Management Institute, 2016Email: dpruitt@mailbox.sc.edu

Text message: 803-603-8721

This presentation can be viewed online at: slideshare.net/UofSC_SAAS

http://www.sacubo.org/

To Class Participants:This interactive session will present enrollment management in light of the “new normal” and the new pressures facing institutions of higher education. Our conversation will focus on gaining an understanding of the important, essential role the recruitment, financial aid, retention, and graduation of students has in the financial and brand stability of our institutions.

Participants will acquire an introduction and orientation to the philosophical, operational, fiscal, and practical aspects of enrollment management. The session is filled with stories and practical examples that bring life to the material. Bring your own stories and questions to contribute to our learning.

3

Learning Outcomes for CBMI Participants

An overview of the philosophical and operational approaches to enrollment management

Exposure to trends and issues impacting enrollment management on college campuses

An understanding and appreciation for the complexity of the “assumption of risk and consequence of error” that enrollment management plays in institutional reputation and financial stability

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….the challenges Fiscal support is decreasing Costs are rising Family incomes are flat or falling Demographics are changing The admissions arms race is escalating Expectations for demonstrating our

value are growing

5 - Whiteside and Verzyl (2012)

Higher Education “New Normal”Traditional public higher education model unsustainable

Increased competition for enrollment Essential net tuition revenue Performance funding metrics Resource allocation priorities and efficiencies Program necessity

Limits on tuition price increase Political and market forces

Demand remains strong but with limits Quality and price

Comprehensive universities in small markets with limited drawing power are under the greatest stress

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A little bit about you… Who are you? At what type of institution are you

employed? What do you want/need to learn from

this presentation to advance your own work?

*** Disclaimer

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Defining Enrollment ManagementEnrollment Management is a process that brings together the often disparate functions having to do with recruiting, funding, tracking, retaining, and replacing students as they move toward, within, and away from the university.

9 - Maguire, 1976

Defining Enrollment ManagementEM is an organizational concept and systematic set of activities designed to enable educational institutions to exert more influence over their student enrollments. Organized by strategic planning and supported by institutional research, enrollment management activities concern student college choice, transition to colleges, student attrition and retention, and student outcomes.

10 - Hossler and Bean, 1990

Defining Enrollment ManagementSEM is the systematic evolution of an

institution’s competitive market position, the development of research-based definition of the desired or preferred strategic market position relative to key competitors, and then marshalling and managing institutional plans, priorities, processes, and resources to either strengthen or shift that market position in pursuit of the institution’s optimal enrollment, academic, and financial profile.

11 - Kalsbeek, 2003

Evolution of Enrollment Management

Age of Recruitment

Age of Structure

Age of Academic Context

1970s – Mid 1980s Mid 1980s – Early 2000s

Early 2000s - Present

Focus on increasing enrollment, enhanced

recruiting, and financial aid leveraging

Organizational structure became

important and enrollment

management divisions began to be defined

The need to include

academic divisions became

evident as institutions

realized EM is an institution-

wide responsibility

-Black, 2001; Henderson, 2005

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What’s Next? Anticipatory Enrollment Management“AEM is a mindset and work schedule that asks enrollment managers to add to their basic enrollment and retention management programs another layer of activity: anticipating new and future enrollment that can introduce additional revenue streams by creating new academic programs or by a new and creative use of technology.”

-Dennis, 2012

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Anticipatory Enrollment Management Research trends inside and outside of education Connect trends to future enrollment

opportunities Grounded in Customer Relationship Management Diversify and increase revenue stream by

anticipating new markets

-Dennis, 201214

In the September 1989 issue of Change, Richard Chaite, Executive Director of the National Center for Postsecondary Governance and Finance at the University of Maryland, describes the following memorandum:

To: The Dean of Enrollment ManagementFrom: President (or Faculty Senate)

Welcome aboard. Please recruit more and better students from a smaller and weaker pool of prospects without increased costs, more financial aid, or drastic program changes. Would like to see the results reflected in next year’s class. Best wishes.

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Fast forward to 2012. A similar memo could read:

To: Dean of Enrollment ManagementFrom: President (or Faculty Senate)

Welcome aboard. You may attend one conference this year and it will be the annual meeting of the World Future Society. You may only read one report and it will be data from the recent U.S. Census, and before you send any recruiter abroad, I would like to review a copy of the Stratford report. I would like you to identify three new national and international markets and recommend two new academic programs based on recent market analysis. Would like to see the results reflected in the next academic year. Best wishes.

-Dennis, 2012

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Basic Expanded Comprehensive

Admissions & Recruitment

Financial Aid Orientation Registration

and Records Enrollment

Research Retention

Pre-College Programs

First Year Programs

Academic Support Programs

Academic Advising

Career Services

Institutional Research

Institutional Marketing

Community Relations

Alumni Relations

Parent Programs

Composition of EM Organizations

-Adapted from Bontrager, 2004

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Enrollment Management Structural Continuum

-Bontrager, 2004

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Why is EM Important for Institutions?

“Enrollment management was a logical response for higher education when suddenly the marketplace changed from seller to buyer and admissions directors transitioned from gatekeepers to salesmen. Simply stated, it was all in the numbers.”

Initially…

-Kurz & Scannell, 2006

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Helps us manage a complex and changing environment Declining federal and state resources Changing student demographics Fewer number of high school graduates Need to balance discount

rates/scholarships Impact of enrollment statistics on

university rankings, accountability, and perception

Introduction of for-profit institutions as legitimate competitors

Influence of enrollment profile on BOND RATINGS

Retention, graduation, and employment!

Why is EM Important for Institutions?

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Importance to Institutions College rankings Financial stability Programs of study Recruit Seniors/graduates Delivering on the promise Recruiting the next class BOND RATINGS

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Enrollment Profile

Environment

• Program capacity• Student retention• Market/recruitment effectiveness• Auxiliary income

• Pricing• Financial aid• Cost of student populations

Net Operating Revenue

Operational Expenses

Institutional Positio

n Student Demand

Noel-Levitz. “Data and Fiscal Analyses to Support Strategic Planning”

Are you ready for the next generation of students?

Kodi Smit-McPhee

Elle Fanning Gabby Douglas

Kendall Jenner

Harry Styles

Cody Simpson

Jaden Smith

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The Mindset of Our Students

From This…. To this!

Who are the next generation of students? The high school class of 2014 is projected

to have approximately 3.2 million graduates. This number is expected to slowly decline during the next 3-5 years.

There is wide variation in the projected increase/decrease in high school graduates by state.

There is also variability among racial/ethnic groups.

-U.S. Dept. of Education, 2014

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Characteristics of this Generation of College Going Students

Just-in-time

Team-oriented

Pressured

Achieving Low receptivity to helpConfide

nt

Fame and fortune

OverwhelmedLess concerned with life’s purpose and meaning

System vs. DIY

Seek effortless accomplishments

Conventional

Multi-task vs. Mulling

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College readiness

http://www.wiche.edu/info/publications/knocking-8th/ch2.pdf

27

http://www.wiche.edu/info/publications/knocking-8th/ch2.pdf

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-WICHE, 2013

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-WICHE, 2013

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Projected Change in US Public High School Graduates By Race

2015 - 2024

Academic YearNative

American Asian Black Hispanic White

2015-2016 31,684 186,448 414,653 602,242 1,699,256

2024-2025 38,152 261,979 443,882 807,087 1,639,604

Change +6,468 +75,531 +29,229 +204,845 -59,652

- WICHE

-NCES, 2015

What are students studying?

32

33-U.S. Department of Education, 2016

34-U.S. Department of Education, 2016

Undergraduate Degree Fields

From 2003-04 to 2013-14, the number of associate’s degrees conferred increased by 51 percent, from 665,300 to over 1 million, and the number of bachelor’s degrees conferred increased by 34 percent, from 1.4 million to 1.9 million.

Chapter: 4/Postsecondary EducationSection: Programs, Courses, and Completions

35 -U.S. Department of Education, 2016

Chapter: 4/Postsecondary EducationSection: Programs, Courses, and Completions

36 -U.S. Department of Education, 2016

37-U.S. Department of Education, 2016

Women will continue to outpace men in enrollment, numbers, and persistence

Women are making gains in educational aspirations

More women are pursuing traditionally “male” fields

-CIRP DATA 2014

National Demographics

http://postsecondary.gatesfoundation.org/student-stories/america-as-100-college-students/

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What jobs will be available in 2030? Body part maker: Create living body parts for athletes and

soldiers. Elderly wellness consultant: As an aging population

increases in size, we’ll need folks to tend to their physical and mental needs.

Vertical farmers: The future of farming is straight up. Vertical farms in urban areas could significantly increase food supply.

Virtual lawyer: As international law grows to supersede national law, lawyers will be needed to handle cases that involve people living in several nations with different laws.

Classroom avatar manager: Intelligent avatars will replace classroom teachers, but the human touch will be needed to properly match teacher to student.

Narrowcasters: As in, the opposite of “broadcaster.” Media will grow increasingly personalized, and we’ll need people to handle all those streams

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Why Students Attend College

Challenges and Issues Facing Institutions of Higher Education Admissions and Recruiting

College choice Changing demographics Stealth applicants Arms race Quality/Diversity/Headcount tensions Brand management Personalization Consumer behavior “Shopping” for best investment

43

Challenges and Issues Facing Institutions of Higher Education

Financial Decreased Federal and state funding Increased reliance on tuition revenue Student debt / Return on investment Cost of attendance Merit vs. Need based institutional aid Ability of institution to provide accurate cost of attendance

Must manage in fluctuating economy Fewer students with the ability to pay Learning outcomes and accountability measures44

Challenges and Issues Facing Institutions of Higher Education New SAT New state uniform grading Coalition application SCOTUS Guidance on Affirmative Action Freshmen emotionally unprepared to

enroll/college readiness Institution stake in student borrowing Student loan income based repayment

plans High school dual enrollment

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Challenges and Issues Facing Institutions of Higher Education Discounting Retention – Persistence – Graduation Rates Financial literacy and debt Free college Free community college / Free higher

education Loan collection, loan forgiveness Institutional Financial Health Standards and

F.A. Default rates Dependent/independent schools46

Enrollment Management

Science

Craft47

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Evolution Of Enrollment Management Admissions stage (“order taking”) Recruiting stage (proactively seeking

students) Marketing stage (increase promotion) Enrollment management (an integrated and

comprehensive process) Strategic enrollment planning

“A student body by design rather than chance”

Noel-Levitz. “Keys to Enrollment Success”

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Phases Of Enrollment Management Develop a positive institutional image among

key publics. Create institutional awareness and interest

among prospective students. Influence the decision to apply and enroll

through communication and relationship management.

Sustain the commitment to enroll. Retain enrolled students by providing high

quality educational programs and services.

Noel-Levitz. “Keys to Enrollment Success”

What factors influence college choice?

Academic reputation Job placement of graduates Financial assistance Campus visit (amenities and “fit”) Cost of attendance Good reputation for social activities Size Admission to top graduate and

professional schools

-CIRP, 2011

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What Factors Influence College Choice? Cost of available programs of study Academic reputation School size, faculty-student ratio Distance from home/Location State and institutional financial assistance Campus safety Statue measures (ranking, selectivity) Campus visit Number, quality, and timeliness of cultivation contacts Perceived faculty-student relations

Endorsement of high school counselors, AP teachers, parents, peers Educational amenities (study abroad, living-learning centers) School traditions Scholarship and financial aid awards Small class size Type of institution Quality of student life (residence hall, recreation center, student union, student health center, student legal services/ ombudsperson) Successful athletic programs

What factors influence college choice? Parental influence Close to home National rankings College or university website Early decision/early action Could not afford first choice

college

-CIRP, 201252

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New Performance Metrics

Input to Output

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New Performance Criteria Freshman to

sophomore retention rates Sophomore to senior persistence

rates Graduation rates Length of time to

degree Placement Gainful employment

Manageable debt Institutional default

rates Value added Life-long learner # of Pell Grant

recipients

NEXT: Transferability55

From: The New Yorker, May 23, 2005.

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New Performance Criteria Workplace Readiness Civic-Service Competencies Life Management Proficiencies Life-Long Learner Four Year College Completion

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Enrollment FunnelProspectsInquiries

ApplicantsCompleted Applicants

Admits

Deposits

EnrolledContinui

ng Student

sGraduates

-Adapted from Noel-Levitz, 2009

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Top Tips for Enrollment Managers Focus on fully canvassing the enrolled student

population- but remember the real target is non-enrolling students who resemble current enrollees.

Remember that prospective students will enter the funnel at a time and manner of their choosing, and design communication strategies accordingly.

Deliver a Web site experience that encourages students to begin a conversation with your campus, personalizing that experience as much as possible.

Be prepared to replace general messaging with increasingly targeted communications based on students’ expressed interests using a combination of direct mail and electronic contacts.

-Noel-Levitz, 2009

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Example 4-Year Enrollment Funnel

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Admissions “Arms Race” Students applying to more colleges

75% apply to 3 or more 25 % apply to 7 or more 65.5% average acceptance rate 41% average yield rate

Average cost to recruit $585 per applicant $806 per admit $2,408 per enrolled student

-NACAC, 201161

Admissions “Arms Race” Colleges and universities are more image

and public relations conscious as well as more “customer oriented.”

Extensive marketing plans and budgets are in place.

Steady increases in promotion budgets to attract students.

Direct mail more sophisticated—buy names from various sources.

Well-conceived and developed web sites more commonplace.

High priced/well polished videos/social media being used to “woo” students.

-Noel-Levitz62

Admissions “Arms Race”Colleges are finding strategies to ensure they

meet target enrollment goals in terms of size, profile, and diversity

Use of waitlist – 48% of colleges Early decision and early answer Competitive scholarship offers to “woo”

students Marketing and recruiting segmentation Predictive modeling

-NACAC, 201163

Effective Enrollment Strategy Know Yourself

Institution’s mission, vision, strategic directions and clientele

Know your Enemy Top competitors and aspirants

Know the Ground Campus culture, limitations, barriers and

opportunities, priorities, traditions, structures and politics

Know the Weather External environmental factors that may impact

your institution’s enrollment outcomes-Black, 200864

Effective Enrollment Strategy Take action based on strategic insights Manage enrollment operations with a focus on

continuous improvement of all aspects of the operation

Intentionally manage relationships with all internal and external constituents

Manage knowledge to ensure accuracy and quality service

Make innovation the cornerstone of the enrollment enterprise

-Black, 200865

Effective Recruitment Techniques Integrated marketing

plan Purchase prospective

student lists Direct mail Internet /Web presence Telecounseling Publications Predictive modeling Regional recruiters Involve alumni and

students

Leveraging Institutional

scholarships, grants, work, discounts

CPRS (cost per recruited student)

Campus visits College fairs (college

night programs) Campus events Social networks

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Eight Truths of Effective Recruitment There is no substitute for a good image or reputation. An institution will succeed or fail in its primary market. The campus visit is now of the best conversion and yield strategies. Recruitment is a campus-wide responsibility. Communication is the key to successful conversion and yield rates. All inquiries are not equally important, so grade and qualify early and often. Effective financial aid packaging leads to optimum yield. Personalize, personalize, personalize.

-Noel-Levitz67

Market Segmentation through Predictive Modeling

The students who fall within

this area are the ones you need

to focus marketing and

recruiting efforts.

These students will not

enroll regardless

of what you do

These students

will enroll regardless

of what you do

-Adapted from Noel-Levitz, 201268

Contemporary Approach to Marketing

•

•

Source: Topor & Associates

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Branding Equity Generates Values

BRAND EQUITY

Reduced Marketing CostsTrade Leverage Attracting New Customers • Create Awareness • Reassurance Time to Respond to Competitive Threats

Anchor to Which Other Associations Can Be Attached Familiarity – Liking Signal of Substance/Commitment Brand to Be Considered

Reason-to-Buy Differentiate/Position Price Channel Member Interest Extensions

Help Process/Retrieve Information Reason-to-Buy Create Positive Attitude/Feelings Extensions

Competitive Advantage

Brand Awareness

Perceived Quality

Brand Associations

Other Proprietary

Brand Assets

• Interpretation/ Processing of Information • Confidence in the Purchase Decision • Use Satisfaction

Provides Value to Customer by Enhancing Customer’s:

Provides Value to Firm by Enhancing:

• Efficiency and Effectiveness of Marketing Programs • Brand Loyalty • Prices/Margins • Brand Extensions • Trade Leverage • Competitive Advantage

-Aaker, 1991

BrandLoyalty

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Keys to Enrollment Success Set realistic enrollment goals – not

projections Identify and secure sufficient resources to

meet enrollment expectations Develop a well-conceived, endorsed, and

executed enrollment management plan Develop a longer-term strategic enrollment

plan

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Keys to Enrollment Success Build a comprehensive database and an

inquiry pool that is developed by design rather than by choice

Track the results of each marketing and recruitment strategy and activity

Develop a well-conceived and executed communications flow

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Where do student/parents get their information? College websites (internal and external to

the institution) College publications Post admission communication Electronic communication Financial aid communication Visit to campus Contact with current students (in person

and social media)

-College Board, 2011

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Managing the Brand

74

Controversy in Admissions Image of college admissions process Special admits Recruiting graduates rather than freshman College readiness College rankings obsession Diversity/Affirmative action Out-of-state enrollment Transferability International students

75

Student (and their Family) Consumer Issues

Precise/exact cost of education Educational amenities to support

 persistence towards degree Length of time to degree Graduation rates Placement Manageable debt Valued added educational benefits Actual  return on the investment of their

college cost76

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Trends in Admissions Students applying to an increasing number of

schools, makes predictions difficult: apply vs. accept vs. enroll

Increased competition between institutions: Should we start hiring people with degrees in sales?

Sophisticated branding, marketing activities Data-based decisions Use of technology (blogs, Facebook, Twitter) Financial aid as key enrollment component Focus on outcomes, return on investment

(delivering on the promise) Widespread institutional efforts and

responsibilities

As a summary…

Access, Affordability and Accountability

78

Effect of the Economy on College Choice

Visit fewer college campuses

Obtain a larger loan

Rely more heavily on financial aid counseling

Live at home while attending college

Attend college closer to home

0% 10% 20% 30% 40% 50% 60%

25%

47%

38%

24%

44%

34%

21%

53%

38%

-Longmire & Company, 2009

79

Is College Still a Good

Investment?80

81 -PEW Charitable Trusts, 2015

Cost of Attendance

82

College is Still a Good Investment The earnings premium for a college

degree relative to a high school degree has nearly doubled in the past three decades.

Government statistics show that the jobless rate is 4.4% for college grads and 7.6% for people who attended college but didn't achieve bachelors degrees.

-Avery & Turner, 201283

Student Debt The number of students who have to go

into debt to get a bachelor’s degree has risen from 45% in 1993 to 94% today.

There is now more than $1 trillion in outstanding student loan debt in the United States.

Over the last 10 years, tuition and fees at state schools have increased 72%.

This year, national, state and local spending on higher education reached a 25-year low.

-Avery & Turner, 201284

85 -PEW Charitable Trusts, 2015

Student Debt Transparency

86

87 -The Institute for College Access & Success, 2015

Ten Tips for Managing Your Enrollment in a Down Economy1) Formulate an economic outlook to guide

your planning2) Identify potential shifts in student

participation patterns3) Quantify the financial exposure of your

students and their families4) Devise new financing strategies to help

your students initially attend and remain enrolled at your school

5) Moderate your tuition increases-Noel-Levitz, 200888

Ten Tips for Managing Your Enrollment in a Down Economy6) Plan on more applications and lower yield

rates 7) Invest in student retention and

aggressively manage your stop-outs8) Strengthen messaging around your most

valuable benefits9) If you must cut costs, don’t cut equally10) Don’t forget the human cost of economic

troubles

-Noel-Levitz, 200889

NBT: Transfer Friendly Institutions

90

Characteristics of Undergraduate Institutions

18 million undergraduates

6.38

7.34

2.58

1.7

4-year public 2-year publicPrivate (non-profit) Private (for-profit)91

Enrollment Management is: A comprehensive institutional process that

extends beyond the recruitment and admissions functions

A complex and holistic approach to analyzing and influencing enrollment from inquiry generation through graduation

A campus-wide process that integrates often disparate functions and personnel, including recruitment, financial aid, institutional research and planning, teaching/learning, and student services

-Noel-Levitz92

Enrollment Management Functions Academic support

services Admissions Advertising Advising Alumni relations Career services Financial aid Freshman year

seminar Institutional research International student

services Marketing Market research Orientation

Parent programs Pre-enrollment

programs Recruitment Registration Residence life Retention programs Student life Student success center Social media Special population

recruitment Testing services University relations93

Dependant on Tuition and Fees

94

95-The American Academy of Arts & Sciences, 2015

Average Expense per Student

96

More Challenges and Issues Facing Institutions of Higher Education Transparency and accountability

measures New metrics for measuring success Meeting student’s demands An expectation of real outcomes

and benefits resulting from the education received

Delivering on the promise!97

98

Appropriate Role of Financial Aid Financial aid is not a reason to attend your

institution; it is part of a solution to a cost problem.

Remember to project quality and value in all of your institution's communications (outcomes, experiential learning, special facilities, and other benefits of attendance).

Make the institution affordable to targeted students who are willing to pay.

Know and understand the “price tag” of the institutional wish list.

Noel-Levitz. “Keys to Enrollment Success”

99 -The American Academy of Arts & Sciences, 2016

100 -The American Academy of Arts & Sciences, 2016

101

Purposes of Investing Dollars In Student Financial Aid To make it possible for students of all

incomes and backgrounds to attend. To overcome price disparity in your

marketplace. To generate the necessary tuition income. To attract a diversified student body. To maintain a high academic profile. What do you hope to accomplish?

Noel-Levitz. “Keys to Enrollment Success”

102 -The American Academy of Arts & Sciences, 2016

Financial Aid Determine Student Budget/Cost of

Attendance: Tuition and Fees Books and Supplies Transportation Room and Board Miscellaneous

Categories of Aid Gift Assistance Grants/Scholarships Self-Help Loans/Employment

103

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Source of Funding Federal State Institutional Private Sector

Shifting Financial Aid Sources Federal Grants Subsidized Loans Institutional Aid

Financial Aid

Trends In Financial Aid Increased gap between cost of attendance and ability to pay Offering aid to students that does not hinge on federal funds Lack of coordinated awarding philosophy by federal, sate, and institutional agencies Increasingly difficult to self-determine financial aid eligibility Self-investments in education – the loan and borrowing business Using aid to mold the institutional demographic profile Discounting and tuition waivers Consolidated loans Dependency on state lottery funded aid Institutional aid for students from families with the lowest SES National Direct Student Lending105

Student-Loan Default Rate Rising The U.S. Department of Education, demonstrating

the toll the sour economy is taking on recent college graduates, reported a jump in the student-loan default rate to 6.9% in 2009, from 5.2% a year earlier.

Raising the stakes for consumers and taxpayers, the amount that students are borrowing for their education has been increasing dramatically in recent years, with half a trillion dollars in federal student loan debt now outstanding.

Robert Shireman, a senior adviser to Secretary of Education Arne Duncan, says he expects the default rate, which reflects the early part of the recession, to continue to rise. -Wall Street Journal106

RETENTION

107

What is Retention? Retention is the retaining of a student for

consecutive regular semesters. Retention refers to students who enroll at

a college or university and stay enrolled until they graduate.

Retention rates are generally measured by the percentage of first-time, full-time students who return for the following semester.

108

Keep in mind, students are… The most important people on the campus. Without

students there would be no need for the institution. Not cold enrollment statistics but flesh and blood

human beings with feelings and emotions like our own.

Not people to be tolerated so that we can do our thing. They are our thing.

Not dependent on us. Rather, we are dependent on them.

Not an interruption of our work, but the purpose of it. We are not doing them a favor by serving them. They are doing us a favor by giving us the opportunity to do so.

109

Importance of Retention Increased enrollments Increased tuition dollars/funding Increased student learning Higher graduation rates Improved image Improved student and faculty/staff morale Improved recruitment and retention of faculty and

staff Improved focus on staff development Improved teamwork among various work units and

divisions Improved accountability measures Improved services for students Improved working environment for staff Improved institutional efficiency and effectiveness

110

Importance of Retention –

An Institutional Conscience

111

The College Completion - agendas vs a value added college completion

112

Retention Funnel

Orientation

First year

Second year

Third year and

beyondGraduation11

3

114 -The Chronicle of Higher Education, 2015

115 -The Chronicle of Higher Education, 2015

Retention Stats Nationally, 59% of first-time students who

sought bachelor’s degrees full-time in fall 2007 completed their degree at their original institution within six years.

More than one-third of students leave their institution prior to graduation.

Of the students who leave, more than half withdraw prior to beginning their second year.

Departure rates vary by admissions selectivity and institutional control.

-Department of Education, 2015116

Institutional Selectivity

Selectivity Level

ACT Middle 50%

SAT Middle

50%Definition

Highly Selective

25-30 1710-2000

Majority top 10% HS class

Selective 21-26 1470-1770

Majority top 25% HS class

Traditional 18-24 1290-1650

Majority top 50% HS class

Liberal 17-22 1230-1530

Majority bottom 50% HS class

Open 16-21 1170-1480

Open to all with HS diploma

-ACT, 2014117

First-to-Second Year RetentionFour- Year Public Institutions

Selectivity BA MA PhD

Highly Selective

93.5 90.5 89.7

Selective 83.5 80.5 83.0Traditional 68.7 69.0 73.4

Liberal 71.5 62.3 64.3Open 53.9 55.4 61.0

-ACT, 2014118

First-to-Second Year RetentionFour-Year Private Institutions

Selectivity BA MA PhD

Highly Selective

93.8 93.2 94.8

Selective 81.2 80.0 84.5Traditional 65.2 69.9 73.5

Liberal 58.1 62.8 77.4Open 53.1 62.1 60.0

-ACT, 2014119

Persistence to Degree RatesFour-Year Public Institutions

Selectivity BA MA PhD

Highly Selective

84.5 72.0 80.8

Selective 65.8 63.4 62.0Traditional 40.6 43.7 48.0

Liberal 46.0 34.5 43.9Open 19.5 25.8 26.5

6 years for a BA

-ACT, 2014120

Persistence to Degree RatesFour-Year Private Institutions

Selectivity BA MA PhD

Highly Selective

89.5 83.3 87.5

Selective 68.8 64.8 68.9Traditional 46.7 50.6 53.3

Liberal 38.4 45.5 59.8Open 29.3 42.3 65.0

6 years for a BA

-ACT, 2014121

Retention and Graduate RatesTwo-Year Institutions

1st-2nd YearRetention

Persistence to Degree

Public 54.9 19.6Private 64.3 31.1

3 years for an Associates Degree

-ACT, 2014122

Impact of Improved First-to-Second Year Retention

Rating

Fall 2002

Retention

Fall 2003

Retention

Gain/Loss

# of Student

s Enrolled

Fall 2003

Average Net

Revenue

Student

Gain

Net Rev.

Gained

I 78% 79% 1% 169 $12, 152 2 $24,30

4

II 75% 81% 6% 129 $14,377 8 $115,0

16

III 70% 75% 5% 110 $15,374 6 $92,24

4

IV 56% 72% 16% 105 $18,609 17 $316,3

53

V 57% 66% 9% 73 $20,923 7 $146,4

61

Total 68% 76% 8% 586 $17,359 40 $694,3

78-Noel-Levitz12

3

Cumulative Impact of Previous Improvement

Retention Rate Retention

Rate/Number of Additional

Students

Average Net Revenue

(5% Annual Increase)

Financial Impact

First- to second-year (actual) 76% (40) $17,359 $694,378

Second- to third-year (projected) 88% (35) $18,400 $644,000

Third- to fourth-year (projected) 94% (32) $19,320 $618,240

Total $1,956,618

-Noel-Levitz124

Common Retention Myths Retention means lowering standards Retention efforts are primarily remedial A goal should be zero attrition Dropouts are flunkouts Students drop out for reasons mostly out of institutional

control, such as finances, work, or personal Retention is primarily the responsibility of student

services Retention and graduation rates will improve without

changing attitudes and behaviors Students bring a cogent map of college success to

higher education “Quick fix” retention strategies are effective12

5

What Leads to Student Departure? Vincent Tinto has identified five major causes

of student withdrawal: Academic difficulty Adjustment difficulty (incongruence and

isolation) Goals: Uncertain, narrow, or new Commitments: Weak and external Financial inadequacies

The decision to leave is not so much cost, but the perceived quality and value of what a student is receiving for the cost.

-Tinto, 1975126

What Leads to Student Departure? Financial reasons Dissatisfied with social

life Problem with

roommates or housing Lack of guidance or

support Did not like size Confusion about career

and major goals Missed family

Academic programs Not challenging Quality

disappointing Course content

not satisfied Attending another

college Desire to relocate Lonely

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Key Retention Concepts Retention encompasses virtually everything an institution

does to improve the quality of student life and learning Retention is not the goal Retention is complex and multi-variant Some attrition is inevitable and acceptable Some attrition is predictable and even preventable The best non-cognitive predictors of student persistence

are: Motivation Desire to persist Engagement/affiliation Time-on-task, energy, and effort

-Noel-Levitz

128

Key Retention Concepts Many students have misconceptions about what it takes

to persist, as well as the actual likelihood of persisting Increases in retention and graduation rates are a

function of the current state of retention efforts and a more comprehensive and systematic approach

There are identifiable “conditions” or “critical success factors” of successful retention programs

Quality educational programs/services, while important, cannot compensate for the absence of competent, caring, and concerned faculty and staff

Retention is a campus-wide responsibility and requires a coordinated and collaborative approach to improving the quality of student life and learning

The teaching/learning process is at the core of all successful retention programs

-Noel-Levitz129

Insights About Retention The freshman year is the most crucial

period in student retention. Degree completion requires more than

four years for more students. The eventual degree completion rate (at

private and public schools) for entering freshmen is estimated at 66%.

Retention and graduation rates are consistently higher for women.

-Noel-Levitz130

Insights About Retention More selective institutions generally have

higher retention and graduation rates. Institutions with a higher percentage of

part-time undergraduate enrollment have lower retention and graduation rates.

Students attending private institutions graduate earlier and at a higher rate.

-Noel-Levitz

131

Best Practices Highest ranked practices in 2011 included widely-

used practices such as academic support and first-year student programs as well as a few practices that were only used by about half or less of respondents.

Honors programs and mandatory advising were among the top-ranked practices.

The general trend in cohort graduation rates over the past three years showed a stable or slightly increasing rates for the majority of institutions.

Just over half the respondents reported that they identify effective practices primarily based on outcomes measures, with the rest reporting that they primarily use student feedback.

-Noel-Levitz132

Best Practices ROE vs ROI Engagement Advising Student Success Centers Early warning systems Freshman seminars

133

10 Most Effective Practices at 4-Year Public Institutions

% Very Effective

% Somewhat Effective

% Using

MethodHonors programs for academically advanced 58 33 79

Academic support program or services 44 50 99

Programs designed specifically for first-year students

40 48 94

Programs designed specifically for conditional admits

39 25 67

Programs designed specifically for at-risk students

33 40 91

Using a CRM software application to help track students

33 25 19

Giving students practical work experiences in major

31 53 94

Mandatory advising, one-on-one and face-to-face 30 48 76

Title III or Title V funding 29 41 54Learning communities 29 49 85-Noel-Levitz13

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10 Most Effective Practices at 4-Year Private Institutions

% Very Effective

% Somewhat Effective

% Using Method

Programs designed specifically for first-year students

45 44 93

Giving students practical work experiences in major

39 43 95

Academic support program or services 37 59 99Institution wide emphasis on undergraduate learning

37 48 92

Mandatory advising, one-on-one and face-to-face

34 51 84

Early-alert and intervention system 34 50 92Programs designed specifically for at-risk students

30 54 88

Honors programs for academically advanced 29 49 56Collaboration between student and academic affairs

29 45 93

Using on campus employment to engage students

27 43 83-Noel-Levitz135

10 Most Effective Practices at 2-Year Private Institutions

% Very Effectiv

e

% Somewhat Effective

% Using

MethodInstitution wide emphasis on undergraduate learning

35 51 77

Academic support program or services 34 59 99

Programs designed specifically for first-year students

27 53 90

Providing each continuing student with academic plan

24 37 67

Title III or Title IV funding 23 48 60Using web-based course engagement tools 22 59 95

Honors programs for academically advanced students

21 40 48

Academic advising program 20 60 97Mandatory advising, one-on-one and face-to-face

18 50 61

Using student life evaluations to make changes to programs

18 38 56

-Noel-Levitz136

Other Practices Using web-based tools such as Blackboard to engage

students Social networking to engage students in online

communities Requests for permissions to remain in contact with

students who are leaving Programs specifically designed for veterans Programs specifically designed for second-year students Using student engagement assessments to make changes

to the way faculty and staff interact with students Interviews or surveys with students who are withdrawing Requests for intended re-entry dates from students who

are leaving Using established communication procedures to regularly

communicate persistence, retention, and completion rate data throughout campus -Noel-Levitz13

7

Traits of Top Retention Plans Update their retention plan annually Have a designated retention leader of

good or excellent quality Have a committee of good or excellent

quality Have a committee that was empowered to

make decisions that affected multiple areas of campus

-Noel-Levitz

138

Elements of Successful Retention Programs Collect, compile, and analyze pertinent

retention/attrition data and research Monitor and address student expectations

and levels of satisfaction Conduct periodic audits of key program and

service areas Create programs and services based on

meeting students’ individual needs and differences

Exceed student service requirements and expectations

Emphasize benefits of class attendance

-Noel-Levitz139

Concentrate energies on the importance of the teaching and learning and academic advising processes

Provide faculty/staff training and development programs

Improve academic support services Mandate assessment and course placement Provide enriched or accelerated academic

experiences Increase frequency of out-of-class contact

among faculty, staff, and students Establish an organizational

structure/mechanism for quality of student life and learning issues and an institutional change process

Elements of Successful Retention Programs

-Noel-Levitz140

Elements of Successful Retention Programs Implement early identification/alert and

intervention strategies Address students affective, as well as

cognitive, needs Emphasize a deliberate strategy of student

engagement and involvement Develop a comprehensive approach to

undecided/ exploratory students Respond more systematically to the needs

of “high-risk” student groups Enhance the quality of residential life

-Noel-Levitz141

Elements of Successful Retention Programs Modify the financial aid program Develop a student-centered institution Implement an extended orientation program

or first-year seminar Commit to both “front-loading” and

“progressive responsibility” Revise admissions materials and procedures

to improve student/institutional fit Make improvements to the physical plant Validate administrative support and

commitment to the student retention process model

-Noel-Levitz142

Best Practices in Retention for Specific Subpopulations Orientation programs customized for each

population Academic support programs for adult learners

that are available earlier in the morning and later in the evening

Ensuring classes are offered in a sequence that allows students to graduate on time and has some back-up plans

Articulation agreements that match students’ prescribed curriculum at the previous institution and provide an easy transfer process

Identifying classes with highest D, F, or W grades and determining highly interactive and intrusive activities to ensure students complete the course with expected learning outcomes

-Noel-Levitz143

Delivering on the Promise Improving the quality of student life and

learning needs to be a continuing and important priority.

Engaging in a quality of student life and learning (retention) initiative should provide an approach to organizing a systematic effort, while at the same time enhancing overall institutional quality, effectiveness, and student success.

Persistence depends upon the extent to which an individual has been integrated into the academic and non-academic components of the campus environment.

144

Delivering on the Promise Retention tools, systems, staff development

activities, computer software, and professional consultation can make a significant contribution to an organized retention effort.

Increases in retention rates are a function of the current state of efforts to improve the quality of educational programs and services. Most institutions engaging in a systematic and comprehensive retention effort should be able to expect a “lift” in cohort graduation rates and improvement in annual retention rates.

145

Delivering on the Promise Retention strategies already in place can

serve as an excellent foundation for developing an ongoing, more systematic approach to improving the quality of student life and learning (retention).

Retention is a key component of a comprehensive enrollment management program.

Dropouts are expensive, and improvements in retention rates can add to the annual operating budget.

146

Delivering on the Promise Attrition is a problem for which there is a

solution, and retention is one aspect of an enrollment management program over which an institution can exert considerable influence and control.

Single causal factors of student attrition are difficult to ascertain.

Key to improving the quality of student life and learning (retention) are student-centered policies, procedures, and programs.

147

Practical Examples Placement exams ASAP programs Early intervention Class attendance workshops Tutorial services Supplemental instruction Faculty advisement training Faculty workshops introducing faculty to

millennial learners Student success programs

148

Practical Examples Freshmen/sophomore calling centers Predictive modeling Financial aid strategies Attitudes toward transferability Attachment/bonding/affiliation Campus appearance Parent programs Lifestyle management workshops

149

Practical Examples of Retention Research CSEQ (College Student Experience

Questionnaire), Indiana University Center for the Study of Postsecondary Research

NSSE (National Survey of Student Engagement), Indiana University Center for the Study of Postsecondary Research

SSI (Student Satisfaction Inventory), Noel-Levitz

Graduation studies Perception studies in residence halls Persistence studies by demographic type DFW course studies

150

Trends in Retention Customer service perspective Programs for the overwhelmed Invisible students: Programs for students

who fall between the cracks High-risk student programs Grade inflation Sophomore retention programs First-generation student programs Outcome/accountability measures Institutional conscience Scholarship and aid renewal

151

Questions and Discussion

152

Reference

Much of the information in this presentation was obtained from research and presentations by

Noel-Levitz, an enrollment management consulting group.

For more information, contact

Noel-Levitz(800) 876-1117

info@noellevitz.comhttp://www.noellevitz.com

153

Acknowledgement

Ms. Elizabeth Orehovec, M.Ed.and

Ms. Susan Hudson, M.Ed.and

Ms. Corley Hopkins, M.Ed.

for assistance with research and design of this presentation

154

155

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