Ruffalo Noel Levitz All material in this presentation, including text and images, is the property of...

Ruffalo Noel Levitz

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Identified Keys to Enrollment Success: A Review of Successful Practices in Meeting Enrollment Objectives

Senior Vice President

Peter S. Bryant

National Small College Enrollment ConferenceCharleston, South CarolinaJuly 14, 2015

Ruffalo Noel Levitz

A challenging time for colleges and universities

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Media has been relentless in questioning and focusing on the:

Value of higher education Cost of higher education Level of student

indebtedness With federal and state support

for higher education flat or declining, there is greater need for tuition-driven revenue

Due to growing price sensitivity among students and families, colleges and universities are attempting to keep costs aligned with ability and willingness to pay

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With the advent of greater transparency (college scorecard, college results online, net price calculator, etc.) institutions are even more intentional in monitoring and affecting student success

Performance-based funding is here, prompting institutions to be even more strategic and aggressive in student progress, persistence, and success

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Operating in an increasingly competitive environment

Many located in a highly competitive state and area—many other college options

Far more aggressive marketing and recruiting by both public and private institutions—two-year and four-year

More sophisticated marketplace—plans, systems, and advanced tools being developed to attract and retain students

The expansion of for-profit institutions as well as online and distance education options

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Fewer students with the ability to pay for the ever-rising costs of higher education

Strong scholarship programs to “woo” students are prevalent

Students and parents are far more results-oriented in their selection of a college—they want to know outcomes and benefits

Changing demographics

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Institutions are facing never-ending expectations

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What are your enrollment expectations?

More students? Different students (mix)? Filling under-enrolled

programs? Improving gender balance? Improving diversity? Reducing the discount rate? Keeping the cost to recruit a

student in check? Attracting higher ability

students academically?

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Building the inquiry pool by academic profile

Some perspective

© Copyright 2013 ACT Profile Report—National. All rights reserved.Reprinted with permission. This material may not be posted, published, or distributed without further permission from ACT, Inc.

2%11%

18%

26%

25%

14%

4%

National distribution of ACT scores

33-3628-3224-2720-2316-1913-15≤ 12

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Key question

What are the enrollment management challenges and opportunities at your institution?

Increasing enrollment?

Under-enrolled programs?

Retention?

Diversity?

Staff development?

Geographical representation?

Attracting better-qualified students?

Improving operations efficiency/effectiveness?

Program demand?

Awareness, image, and perception?

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Responding to enrollment expectations

Is there a consensus on enrollment goals?

Are enrollment goals and challenges well-understood campuswide?

Are resources available to accomplish goals?

Are staff professionally trained and stable to respond to the increased challenges?

Is institutional data and research available to make informed enrollment decisions?

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A few reminders on college choice

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Miles from home

5 or less 6 to 10 11 to 50 51 to 100 101 to 500

Over 5000.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

4.8%6.2%

26.3%

17.4%

31.4%

14.0%

© 2012 The Regents of the University of California. All Rights Reserved.

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Top 5 reasons noted as “very important” in influencing student’s decision to attend this particular college

© 2012 The Regents of the University of California. All Rights Reserved.

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

63.7%54.6%

44.0% 42.5% 40.6%

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Enrollment factors and influences on college choice

Why did students choose their institution?

© 2014 Noel-Levitz, LLC. • The 2014 National Student Satisfaction and Priorities Report

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Factors in the decision to enroll

Adult students

Rank Item Importance

1. Academic Reputation 6.26

2. Future employment opportunities 6.11

3. Availability of evening and weekend courses

6.09

4. Cost 6.03

5. Campus location (close to home/work) 6.01

6. Financial aid/scholarships 5.99

7. Personalized attention prior to enrollment 5.85

8. Recommendations from family/friends/employer

5.49

9. Size of institution 5.99© 2014 Noel-Levitz, LLCn: 89,1252014 Noel-Levitz National Student Satisfaction and Priorities Results

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Trends in the college financing environment

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Six major issues in managing affordability

1 26

4

35

Rising college costs

Declining yield rates

Shifting demographics

Increased family borrowing

Decreased purchasing

power of federal aid

Sustaining discounting

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19

Overview: Tuition 2014-15

Average Tuition and Fees 2014-15 2013-14 $ Change % Change

Public universities $9,139 $8,885 $254 2.9%

Private colleges and universities $31,231 $30,131 $1,100 3.7%

Public two-year colleges $3,347 $3,241 $106 3.3%

Source: Data derived from 2014 Trends in College Pricing. Copyright © 2014, the College Board. www.collegeboard.org.Reproduced with permission. This data may not be posted, published, or distributed without permission from the College Board.

http://www.collegeboard.org/

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20

2014-15 college costs

Average Comprehensive

Costs2014-15 2013-14 $ Change % Change

Public universities $18,943 $18,383 $560 3.0%

Private colleges and universities $42,419 $40,955 $1,464 3.6%

Public two-year colleges $11,052 $10,781 $271 2.5%

Source: Data derived from 2014 Trends in College Pricing. Copyright © 2014, the College Board. www.collegeboard.org.Reproduced with permission. This data may not be posted, published, or distributed without permission from the College Board.

http://www.collegeboard.org/

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The latest NACUBO Tuition Discounting Study findings

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Participating institutions

The information in these slides is based on the following institutional breakdown

NACUBOConstituent Group

Number of Responding Institutions

Comprehensive/Doctoral 55

Research 34

Small institutions 312

All institutions 401

*Because the Tuition Discount Study includes only independent institutions, the Community Colleges constituent group is not included in the analysis.

© 2014. NACUBO 2013 Tuition Discounting Study Report.Reprinted with permission. This material may not be posted, published, or distributed without permission from NACUBO.

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Distribution of total undergraduate enrollment changes from fall 2012 to fall 2013


3.30%9.90%

37.70%

35.90%

10.40%

2.80%Gained over 10%

Gained 5.1% to 10%

Gained .1% to 5%

Decreased 0% to 5%

Decreased 5.1% to 10%

Decreased over 10%

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Average tuition discount rate:first-time, full-time freshmen and all undergraduates


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 201325.0%

30.0%

35.0%

40.0%

45.0%

50.0%

37.9% 38.1% 38.0% 38.6%39.1% 39.9%

41.6%42.0%

44.3%45.0%

46.4%

33.9% 34.3% 34.3% 35.1% 34.7%

36.9% 36.1% 36.4%

38.6%39.7%

40.9%

First-time, full-time freshmen All undergraduates

*Preliminary estimate

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Average tuition discounting rates for first-time, full-time freshmen at institutions that participated in the NACUBO Tuition Discounting Survey 2003 to 2013*


Group 2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013*

Comp/Doc 34.6%

34.2%

31.5%

33.5%

34.1%

37.1%

36.3%

36.0%

38.8%

39.2%

40.5%

Research 34.8%

34.7%

34.9%

33.7%

33.8%

37.4%

38.9%

38.8%

40.9%

43.0%

42.1%

Small 38.9%

39.2%

39.4%

40.0%

40.5%

40.6%

42.8%

43.3%

45.6%

46.0%

47.9%

All 37.9%

38.1%

38.0%

38.6%

39.1%

39.9%

41.6%

42.0%

44.3%

44.8%

46.4%*Preliminary estimate

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Knowing and responding to the demographics of your marketplace

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Areas of change in the next five years

© 2014 Noel-Levitz, LLCDownload the report: 2014-24 Projections of High School Graduates by State and Race/Ethnicity, Based Primarily on Data From WICHE

Severe decline(≥ 10%)Moderate decrease(3-10%)Minimal change (<3%, up or down)Moderate increase(3-10%)Large increase (≥10%)

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© Copyright 2011, The Chronicle of Higher Education.Reprinted with permission. This material may not be posted,

published, or distributed without permission from The Chronicle.

Projected change in numbers of new high school graduates 2011-12 to 2021-22

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Number of colleges and universities, 2014-15

78

9

87 52

460 93

241

147

21

19

187 86

67

67 81

73

32

116

119

42

137

23

4327

44

311

149

21

227

66

65

270

79

25

112

273

42

87

13243

9111

24

27125134670

1265

Chronicle analysis of U.S. Department of Education Data.© Copyright 2014, Almanac of Higher Education 2014. All rights reserved.Reprinted with permission. This material may not be posted, published, or distributed without permission from The Chronicle of Higher Education.

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IowaThe competition factor

33,593 high school seniors / 2013-14*

67 institutions of higher education**

66.6% college continuation rate (22,373)***(ranks 13th among states)

14.5% leave the state to go to college (3,233)****(ranks 33rd among states)

Sources: *Western Interstate Commission for Higher Education, Knocking at the College Door, 2012**The Chronicle of Higher Education, 2013***Postsecondary Education Opportunity, Chance for College by Age 19 by State 1986-2010, 2013****Postsecondary Education Opportunity, Interstate Migration of College Freshmen 1986-2010, 2012*****National Center for Education Statistics, IPEDS Fall Enrollment Survey (2010)

11,767 students ÷ 64 institutions = 183 students per institution††

† In-state institutions receiving the largest number of in-state freshmen.†† Competition factor equals college continuation rate less number of students migrating and the three in-state institutions receiving the largest number of in-state freshmen.

Three Largest Institutions†***** Number of In-state Freshmen*****

Iowa State University 3,178

Des Moines Area Community College

2,149

University of Iowa 2,046

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Know with whom you compete in order to position your institution

Larger/Smaller institutions

Public/Private institutions

Four-year/Two-year institutions

Higher-cost/Lower-cost institutions

A non-matriculant survey on an annual basis is one of the most important things you can do.

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Dealing with a more sophisticated and demanding consumer

Students and parents know it is a “buyer’s market”– college shopping is pervasive

The search for the right college or university is starting earlier – junior year of high school, or even sophomore year (market research shows for some institutions that 70% are in a database by the end of the sophomore year)

Students expect to be courted – and not just high ability, but those who are average academically

Well-conceived and executed parent/family communication programs in place for both new and returning students

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2013 − Top 10 most effective recruitment strategies and tactics by institution type

© 2013 Noel-Levitz, LLC.2013 Marketing and Student Recruitment Practices Benchmark Report for Four-Year and Two-Year Institutions

Rank

Four-year private Four-year public Two-year public

1. Campus open house events Campus open house events Encouraging prospective students to apply on the admissions website

2. Campus visit days for high school students Campus visit days for high school students

Academic programs within high schools for students to earn college credits to your institution

3. Encouraging prospective students to apply on the admissions website

Encouraging prospective students to apply on the admissions website

Campus visit days for high school students

4. Encouraging prospective students to schedule campus visits on the admissions website

Weekend visits for high school students High school visits by admission representatives to primary markets

5. Using enrolled students in recruitment/marketing

Encouraging prospective students to schedule campus visits on the admissions website

Campus visit events designed for school counselors

6. Weekend visits for high school students Community college articulation agreements

Campus open house events

7. Routine contacts by admissions office professional staff to assess student reactions to financial aid awards

Campus visit events designed for school counselors

Admissions decisions “on the spot” in high schools or during campus visits/open houses

8. Campus visit events designed for school counselors

Using enrolled students in recruitment/marketing

Off-campus meetings or events for high school counselors

9. Telecounseling program to coordinate continuous, regularly scheduled flows of phone calls at a high volume

College-paid trips to campus for prospective students

Television ads

10. High school visits by admission representatives to primary markets

Off-campus group meetings for prospective students and/or their parents

Encouraging prospective students to schedule campus visits on the admissions website

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A student body by design rather than chance

The 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 and revenue planning

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A simple definition of enrollment management

Institutionwide

Systematic

Comprehensive

Research-driven

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Enrollment management systems

Market researchMarketingAdvertisingDirect mailRecruitmentAdmissionsFinancial aid

BillingOrientationRegistrationAdvisingAcademic support

servicesAtmosphericsResidence lifeStudent lifeInstructionPlacementAlumni relations

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Strategic thinking and planning is key

Your position and perception in the marketplace

Pricing issues and the price sensitivity of students and families

Appropriate and effective student financial aid policies and procedures

The real cost of student populations; putting a price tag on the wish list:− Multicultural students− Selected majors− Geographical diversity: in

district and out-of-district

− Student retention issues and opportunities

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Colleges and universities are finding ways to become more strategic, efficient, and effective

Developing longer-term plans Identifying and eliminating

barriers to enrollment Knowing the profile of the

persister Cultivating current students Reminding current students and

parents that they made a good decision

Identifying and responding to the marketplace

Conducting meaningful market research

Mobilizing the campus to assist with recruitment and retention

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Critical elements of a successful recruitment program

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Setting realistic enrollment goals—not projections

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Developing enrollment goals

2015 2017 2020

Total enrollment– undergraduateTotal enrollment– graduate

New students• Freshman• Transfers

Retention

Minorities represented

In-state/in-province

Out-of-state/out-of-province

International

Residential/commuters

Adult/non-traditional

Other

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Set goals by academic program

Major 2015 2017 2020

Agriculture

Business Management

Communication, Journalism

Computer & Information Services

Education

Engineering

Family & Consumer Sciences

Health Professions

Liberal Arts & Sciences

Parks, Recreation, Leisure, & Fitness

Visual & Performing Arts

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Set goals by key areas of attendance

Area Goal 2015 % of goal enrolled

50-mile radius

100-mile radius

In-state/province

Contiguous states/province

Secondary markets

Other

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Identifying and securing sufficient resources to meet enrollment objectives

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Identify and secure sufficient resources to meet those goals

Know the cost to recruit and retain per enrolled

Know the cost to compete in your marketplace

Determine the “price tag” on your desired student body

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Median cost to recruit a single student

Four

-yea

r priv

ate

Four

-yea

r pub

lic

Two-

year

pub

lic*

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000$2,433

$457$123

*Limited sample size for this sector.

© 2013 Noel-Levitz, Inc.2013 Cost of Recruiting an Undergraduate Student: Benchmarks for Four-Year and Two-Year Institutions

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Developing an annual marketing & recruitment plan and a three- to five-year enrollment & revenue plan

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Strategic Enrollment Plan

Clear Goals

Key Strategies

Annual Marketing / Recruitment Plan

Annual Retention Plan

Detailed Action Plans:

Objectives, Timetables,

Responsibility, Budgets, Evaluation

Institutional Strategic Plan

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An ongoing market research opportunity

Student satisfaction

Institutional priority survey

Student outcomes—alumni survey

College choice Withdrawn student

survey Competition study

Image and perception

Program demand and capacity study

Employer perceptions

Parent perceptions High school

counselors’ perceptionsWhat do you know?

What do you need to know to be more successful in attracting and retaining students?

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Enrollment management planning should have a cohesive approach

Recru

itm

ent

Admissions

Retention

Mar

ket

rese

arch

Orientation

Financial

aid

Enrollment management planning

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Devoting as much attention to retention as recruitment

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If your institution wants to grow by 10 percent…

Retain 5%

more

Recruit 5%

more

GROWTH

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Making retention a campuswide responsibility—faculty and staff are the key

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2013 − Top 10 most effective retention strategies and tactics by institution type

© 2013 Noel-Levitz, LLC.2013 Student Retention and College Completion Practices Report for Four-Year and Two-Year Institutions

Rank

Four-year private Four-year public Two-year public

1. Academic support program or services Honors programs for academically advanced students

Tutoring

2. Programs designed specifically for first-year students

Programs designed specifically for first-year students

Academic support program or services

3. Giving students practical work experiences in their intended major to apply their learning

Academic support program or services Honors programs for academically advanced students

4. Honors programs for academically advanced students

Providing supplementary instruction Mandatory advising by professional staff, one-on-one

5. Tutoring Learning communities Giving students practical work experiences in their intended major to apply their learning

6. Advising by professional staff, one-on-one Mandatory advising by professional staff, one-on-one

Programs designed specifically for students of color

7. Mandatory advising by professional staff, one-on-one

Giving students practical work experiences in their intended major to apply their learning

Programs designed specifically for first-year students

8. Early-alert and intervention system Tutoring Advising by professional staff, one-on-one

9. Advising specifically for students approaching graduation to ensure they are on track

Programs designed specifically for students who are at risk academically

Mandatory faculty advising, one-on-one

10. Programs designed specifically for students who are at risk academically

Programs designed specifically for international students

Programs designed specifically for veterans

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Building a database and inquiry pool based on design rather than chance

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Primary ways to maintain, increase, or shape enrollment

The success of the funnel begins withsetting specific conversion and yield goals

Increase/improve the inquiry pool Improve conversion rate (inquiry to

application) Offer admission to more students Improve yield rate (admit to

enrollment) Increase retention rate Ensure financial affordability for

thosewho wish to enroll

Add academic programs orextracurricular activities

Alter delivery of programs to be moreaccessible and responsive to students

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Setting specific conversion and yield goals and building and managing the inquiry pool accordingly

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Four-year private institutions

FTIC funnel rates

FTIC = New freshmen enrolled for the first time in college

© 2014 Noel-Levitz, LLC.2014 Recruitment Funnel Benchmarks Report for Four-Year Institutions

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Four-year private institutions

Transfer student funnel rates


Transfer student = A student who previously attended college at another institution prior to enrolling

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Four-year public institutions

FTIC funnel rates


FTIC = New freshmen enrolled for the first time in college

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Four-year public institutions

Transfer student funnel rates


Transfer student = A student who previously attended college at another institution prior to enrolling

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Conversion rate (inquiry to application) and yield rate (admit to enroll) by:

Source (initial contact) Multiple contacts Geographical area Academic profile Major field of interest Underrepresented

populations Residential Commuters

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Conversion rate (inquiry to application) and yield rate (admit to enroll) by:

Traditional Non-traditional Special talent Key initiatives (visit days,

scholarship programs, off-campus information meetings, etc.)

FAFSA placement Test scores placement First choice position on:

− FAFSA− Test score

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Ensure the ability to track the results of each marketing and recruiting strategy and activity

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Track everything that moves

What are you tracking? Are you tracking the right

things? Who is responsible for tracking? Are you getting the research in

a formthat is useable?

Are you using the data to make informeddecisions?

Is it making a difference in your effectiveness?

Number of students? Kind of students? At a cost you can afford?

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Establish the ability to qualify and grade prospective students

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Time-tested strategy, but still an opportunity for improvement

Number of inquiries very interested in your institution

Number of inquiries somewhat interested in your institution

Number uncertain “on the fence” Number expected to apply Number who have dropped (inactive) The primary factors upon which your

inquiries will decide on a college Number who are concerned about

financing and not concerned about financing

Number who have been identified as highly desirable future students

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Time-tested strategy, but still an opportunity for improvement

Ability to penetrate existing markets Desire/Need to explore new markets Limited or reduced budgets Need to differentiate institution in

marketplace Inflated inquiry, applicant, and admit

pools Increased number of “secret shoppers”

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Are you enrolling students who want you more than students you want and are likely to persist?

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E-Expectations research

Finding answers since 2005

Visit any partner site to find the latest studies, including the “2014 E-Expectations Report: The Online Preferences of College-Bound Seniors and Their Parents” white paper and trend reports for our recent international student studies.

See also: 2014 E-Recruiting Practices Report available at noellevitz.com

©2014 Noel-Levitz, LLC. 2014 E-Expectations Report: The Online Expectations of College-Bound High School Seniors and Their Parents.

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A state-of-the-art website

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When was the last time you looked at a college or university website?

Students Parents

14% 15%

49%39%

26%29%

11% 17%

Within past 3 monthsWithin past monthWithin past 7 daysEarlier today


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What resources are most reliable?97%

85%80%

53%

97%81% 78%

49%

89%

75%62%

41%

Seniors2013 SeniorsParents


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Students’ top content priorities on a campus website

Listing of academic programs—47%

Cost—36% Scholarships—34% Financial aid—32% Details on academic

programs—28% Housing details—24% Enrollment/admissions

information—20% Student Life information—

14%

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Strategic use of scholarships and financial aid to attract and retain students

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Establishing an effective financial aid and scholarship strategy

Makes the program affordable to students who are willing to pay without spending more than is necessary to enroll or retain each student

Contributes directly to enrollment goals

Maximizes net revenue so the college can maintain or improve the quality of programs and services

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Key questions in strategic use of scholarships and financial aid

Who can you serve best academically?

Who is most likely to persist? How important is attracting

talented and gifted students? Do you need to fill under-

enrolled programs? Do you need to have greater

diversity? Are residence halls at

capacity? Is there or can there be a

consensus on your campus of the appropriate academic profile?

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Final thoughts

If you are seeking

More students… Better students (fit)… Different students… Students likely to persist…

think incrementally!

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Identify 1% opportunities by seeking incremental improvement in:

Prospects

Inquiries

Graduation

Untapped

potential

Retention

Yield

Accept

+1%

• Prospecting

• Inquiry conversion

• # of admissible students

• # of accepted students who enroll

• # who are satisfied with educational experience

• # who complete their intended purpose for enrolling

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Identify 1% opportunities if convert +1 percent of 10,000 inquiries

+ 100 applications+ 80 admits (80%)+ 32 enrolled (40%)

32 x $10,000 net tuition revenue = $320,000

$320,000 x 2.5 = $800,000

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Thank you

Senior Vice President

Peter S. Bryant

800.876.1117[f] [email protected]

mailto:[email protected]

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