It’s Not Just Admissions… It’s Enrollment Management… Reframing the Conversation SEM November 11, 2013

1. It’s Not Just Admissions…It’s Enrollment Management…Reframing the ConversationSEM November 11, 2013

2. So…a little about me

3. And now I look like…

4. A little about SJU… • About 9,000 students • 4,500 UG (50-50 Business & Art/Sci) • 1,000 Adult • 3,500 GR and Online • About 50-50 male/female • 14% FR SOC + 2% Int’l • Private/Catholic/Jesuit • Border of Philadelphia and ‘burbs

5. Enrollment Management Model2007

6. Enrollment Management Operating Model…Today

7. Principles of a Successful Organization • Surround yourself with character people • Work hard • Show people you care • Be unselfish • Celebrate successes • Operate with consistent fundamental data driven practices and execute them

8. So where do you begin? It begins by developing a mission statement for the division – grounded in retention – that ties all areas together and is consistent with the institutional mission

9. We do it by… • Holding a divisional retreat (x2 – to set and to check progress) • Assigned seating by cross department areas • Dedicating an exercise where each table develops a mission statement • Post retreat synthesizing the different statements into one • Sharing it out across the division • Repeating it over and over and over…

10. EM Mission Statement To recruit, enroll, retain, and graduate students who will add value and contribute to the institutional mission of “men and women for others”.

11. Notice the mission statement is not all about admission…

12. It’s about seeing a student achieve his or her dreams of attaining an SJU degree

13. Then by developing a goal for each area…

14. EM Goals

15. You see here UG Enrollment’s goal is no more important than the other areas…

16. Selectivity ain’t all of it - Admit Rate by Retention * US News; ** College Navigator

17. Next you develop a series of operating principles for the division…these are not goals…they are the guiding principles under which you operate

18. EM Operating Principles • Set the example for excellent student service via curapersonalis; stress the importance of collaborative effort by all individuals in order to reach our enrollment management goals • Empower all students by supporting and educating them to become active participants in their educational career • Actively participate, create, and support diversity in all its forms within and outside the SJU community • Live greater within the Jesuit mission; be role models within the campus community • Analyze, rework, and improve business processes for the benefit of students and the SJU community as a whole through campus wide collaboration • Provide opportunities for internal and professional growth while sustaining morale and team appreciation

19. Cross Tab Goals by OP’s

20. Next…Begin educating your BOT on the importance of retention

21. Admittedly…keeping the BOT focused on retention involves persistence b/c they gravitate towards admissions…we talk about it at each Academic Affairs BOT meeting to keep it front and center

22. This also involves reporting…or rather shouting…out to the community on a regular basis on the importance of retention and the progress being made… “Class Of” reporting Persistence reporting

23. How do we keep it front and center…Focusing on retention does 4 things…

24. Enrollment vs. AdmissionWhy Retention is Important • Achieve intuitional mission • Increased net tuition revenue (1% increase = $280k NTR 1 Yr) • Increased value and market proposition (positive external word of mouth) • Positive U.S. News Rankings (30% of formula with graduation rate)

25. Additional NTR from Retention 1.) FR to SO:Tuition (less discount) x number of additional students retained ($280k)+2.) SO to JR: New Tuition (less discount) x remaining (x%) number of additional students retained ($270k)+3.) JR to SR:New Tuition (less discount) x remaining number (x%) of additional students retained ($260k)that’s…$810k NTR over a 4 year cycle!

26. For us…this has led to…

27. Historical Retention Rates • National Average: 77% • 85.5% vs. 89% retention rate = $1M NTR • Plan 2020 Goal: 90% by 2013 and 92% by 2020

28. So we have all heard…“Retention is everybody’s job”right?

29. But who is the point person?

30. If it is not coordinated or led by a person or a cross departmental committee…Then it becomes nobody’s job

31. Once person is identified or a committee is formed…need to set aShort Term and Long Term institutional goal

32. This is a critical step b/c…If you don’t have a goal…any road will get you there

33. Needs to be based on historical data…tied to the institutional mission…while setting realistic aspirational attainment

34. This then leads to the development of a retention strategic plan…

35. Developing a Strategic Retention Plan • What are the retention related activities now? • Are they coordinated? What are the gaps? • What data do you collect? What other data is needed? • Why are students leaving? Exit interviews (1QEI) • How does this tie to the institutional mission?

36. Reasons for Withdraw Responses from 88 of 110 withdrawals 9.21.2012

37. This takes an institutional commitment to establishing a Student Success area or a cross departmental Student Success Committee

38. If it is One Person… Responsibilities Include: • Coordinating retention activities on campus • Managing and analyzing retention data • Meeting with at-risk students (including conducting exit interviews)

39. Data to Capture… Pre Enrollment: • Demographic information (location, gender, ethnicity, citizenship) • Admissions data (HS GPA, test scores, resident/commuter) • Financial aid (FAFSA (Y/N), scholarship, different loans taken, EFC) • Summer melt activities (placement exams, attended orientation)…we call it “16 Points of Engagement” • Conducting pre-enrollment survey (1st choice?, likelihood of transfer)

40. Data to Capture… Post Enrollment: • Holds (type, date) • Mid term grades • Conducting Checking-in Survey (would make same decision?, likelihood of transfer) • Filed FAFSA for 2nd year (other colleges listed?, position of your institution) • Completed transcript request for another institution • Tracking major, major changes or no major • Completed financial aid requirements • Class withdrawals • Change of Status (FT to PT) • Residence Hall and roommate changes • Tracking first term grades • Payment plan defaults

41. The Key is… To track is information by student and the number of activities or at-risk variables

42. This leads to… The development of retention scoring so proactive outreach can be conducted for those students exhibiting at-risk behavior

43. Retention Analysis…

44. Which led to …

45. From a reactive perspective… Once you ID who are the at-risk students post 1st term…

46. Implement a program…

47. …We call it Rebound

48. Determine what the disparate retention related activities are • Identify the gaps • Collect the data needed • Determine why are students leaving • And then tie it to the institutional mission… • So you can develop an actionable strategic plan with realistic and achievable goals… Final Thoughts At the end of the day… To me, it is about seeing a student achieve his or her dreams of attaining a college degree… If you can get your institution to a place where it commits to a person or committee with the ability to influence… You can:

49. Questions & Hopefully Answers