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Partnering for Retention

Partnering for Retention East Central University Oklahoma Higher Education Conference on Enrollment Management Public economic benefits: increased tax revenues, greater productivity, increased consumption, increased workforce flexibility, and decreased reliance on government financial support

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Partnering for Retention

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  1. Partnering for Retention East Central University Oklahoma Higher Education Conference on Enrollment Management

  2. Public economic benefits: increased tax revenues, greater productivity, increased consumption, increased workforce flexibility, and decreased reliance on government financial support Individual economic benefits: higher salaries and benefits, employment, higher savings levels, improved working conditions, and personal/professional mobility Individual & Public Benefitsof Higher Education Higher Education Policy (1988), p. 20

  3. Colleges and Universities face two issues: Attracting students to postsecondary education Retaining students so that they succeed and graduate Recruitment & Retention

  4. Recruitment & Retention The cost of recruiting one new student to college approximates the cost of retaining 3-5 already enrolled students. • Noel, Levitz, & Saluri. (1985); Rosenberg & Czepiel. (1983); Tinto. (1975);. • Astin, A.W. (1993). What matters in college? San Francisco: Jossey Bass; Pascarella, E. T., & Terenzini, P. T. (1991). How college affects students: Findings and insights from twenty years of research. San Francisco: Jossey-Bass; Tinto, V. (1993). Leaving college: Rethinking the causes and cures for student attrition (2nd ed.). Chicago: University of Chicago Press.

  5. “Resources trumped all other factors in retention.” Source: Educational Policy Institute, 2004

  6. Oklahoma State Appropriated Funds • 1998 75.3% • 2006 49.5% _________________ Decrease 25.8%

  7. “Resources trumped all other factors in retention.” Source: Educational Policy Institute, 2004

  8. East Central University Mission Statement • East Central University’s mission is to foster a learning environment in which students, faculty, staff, and community interact to educate students for life in a rapidly changing and culturally diverse society. Within its service area, East Central University provides leadership for economic development and cultural enhancement.

  9. Stakeholders from ECU Mission Statement Students University Community/Area

  10. Nothing matches the vibe of a college town…universities produce an energy that infuses their communities with culture, creativity, and a love of learning.

  11. Every College Town Needs • Here is the minimum a great college town must possess: • One coffeehouse with espresso strong enough to make you consider a pacemaker • One athletic team high-powered enough to make the playoffs, or lousy enough to be endearing • One mountain bike shop • One chamber music series • One alternative nightclub populated by threateningly coiffed people in torn T-shirts • One leafy nook where, beneath a marble bust of the college’s founder, you can read Shelley to your beloved • And ……….

  12. Valet Parking

  13. Actual Student and Family Needs • Cost • Reputation • Safety and Security • Quality of Life

  14. University Needs • Salaries above the national level • Surplus money for every need/want • Large home for University President • And……

  15. Valet Parking

  16. Actual University Needs • Accomplish our mission • More efficient use of State’s resources by: • Educating more students at a lower cost per student • More fully utilizing University Facilities • Strengthening Alumni

  17. Student Multiplying Effect (Tuition, fees and state appropriation) 1 student = @ $8000 per year 10 students X $8000 = $80,000 per year 1 student X 4 years = $32,000 10 students X $32,000.00 = $320,000

  18. This does not include: • Revenue from bookstore • Revenue from food service • Revenue from residence halls • Donations from a future alumni • Revenue to local business

  19. Added Revenue Could Provide • Additional resources to recruit qualified students, staff and faculty • Better educational experiences for our students • More in depth services in tutoring, advising, at risk student support, etc. • More campus employment opportunities for students • Improved equipment, furnishings, and facilities • Better professional development opportunities for faculty and staff

  20. Community Needs • Major corporations clamoring to move to our city • High tech businesses at every store front • Customers waiting in line • Educated workforce knocking at the door • And…….

  21. Valet Parking

  22. Actual Community Needs • Economic Development • Growing existing businesses • Creating and attracting new businesses • Venues to attract visitors to the community either for pleasure or business • Highly Educated and Highly Skilled Workforce • Graduates to remain in the community • Improving Quality of Life for all Citizens

  23. ECU’s Economic Impact on Ada Area University Expenditures 13 million Faculty/Staff Expenditures 21 million Visitors to the University 6.8 million Student expenditures 66.7 million Total Economic Impact Generated $107.5 million Each Student’s Annual Economic Impact $19,000

  24. It is evident that the Needs of the Students, University and Community are IntertwinedSo how can we best accomplish meeting these needs?

  25. A PLAN FOR PARTNERING 1. Determine basic and enhanced unfulfilled needs of the university to recruit and retain students, e.g.: • Wellness center • Food service choices • Off campus place to relax and be entertained • Venue for conferences and speakers • New bookstore

  26. PLAN FOR PARTNERING 2.Determine the unfulfilled needs of the community, e.g. • Wellness center • Convention center • Arts District • Performing arts facility • Outdoor performance and arts venue • Expanded educated workforce 3. Identify the common needs 4. Identify the critical areas and prioritize

  27. PLAN FOR PARTNERING 5. Identify and Communicate with Potential Community Partners • Identify the community organizations and leaders that may be interested in partnering • Visit with organizations and leaders to gauge interest and seek support • Seek grants and other outside funding to accomplish need • Finalize plan based on actual support and cost • Present plan to the community and seek support

  28. Here’s How We Implemented the ECU Partnering Plan

  29. Worked with Community to Identify Joint Needs Convention/Conference Center Wellness Center Arts District for community, university and tourism Plaza for outdoor activities Specialized training center Business incubators Urban renewal around university Historical, cultural and art gallery

  30. Hallie Brown Ford Fine Arts Center

  31. Fine Arts Center with Plaza

  32. Grant Funded Proposed Arts District and Grant Funded Artisan Incubators

  33. What are the plans for the East Main Cultural Arts District? Designated area that focuses on the arts Contains arts related buildings such as Hallie Brown Ford Fine Arts Center Contains arts related activities such as musical performance venues, galleries, art studios and theatre Provides a broad array of support related businesses such as cafes, restaurants and shopping opportunities Provides outdoor area for arts related activities

  34. How does Ada benefit from the East Main Cultural Arts District? Provides economic development for Ada by Attracting new businesses Retaining current businesses Attracting tourists to Ada Keeps dollars in Ada for dining, entertainment, galleries, and shopping Supports convention center

  35. How does ECU benefit from the East Main Cultural Arts District? Attracts and retains students Cultural venues for university community Entertainment venues for University community Social venues for University community Opportunities for internships Improves quality of life Improves area around campus Supports conference center

  36. Partnerships for University Center Expansion and Arts District $4 million community partner 1.5 million food vendor $250,000 bookstore plus $90,000 per year $175,000 community development entity $500,000 Ada Jobs Foundation (pending) $160,000 federal grant $100,000 synergistic learning grant $623,000 federal grants for planning for East Main Arts District and artisan incubators $500,000 City of Ada plaza/street renovation (pending) $1 million separate community partner (pending)

  37. “Universities are attracting students with recreation centers that help them stand out to potential students.” Source: Associated Press, 2007 • “Participation in recreational sports programs and activities is a key determinant of college satisfaction, success, recruitment, and retention. Source: “The Value of Recreational Sports in Higher Education: Impact on Student Enrollment, Success, and Buying Power,” NIRSA, 2004

  38. Ten More PromisingHigh Impact Practices 1.First-year seminars 2.Common intellectual experiences 3. Learning communities 4. Service learning 5. Undergraduate research 6. Study abroad 7. Diversity 8. Internships 9. Capstone courses 10. Capstone projects Source: “College Learning for a New Global Century,” AACU, 2007

  39. Partnering for Retention East Central University Oklahoma Higher Education Conference on Enrollment Management

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