Noel-Levitz session on contemporary thinking around enrollment opportunities and challenges

1. All material in this presentation, including text and images, is the property of Noel-Levitz, Inc. Permission is required to reproduce information.
Identified Keys to Enrollment Success: A Review
of Best Practices in Attracting and Retaining
Students
Presented by Stephanie Geyer
Vice President for Web Strategy and Interactive Marketing Services
March 27, 2013

2. Nearly 40 years; 60+ consultants; 500 years
experience; 2,700 campuses served

3. Noel-Levitz Partnership Funnel

4. Then
• Name purchase—The College
Board, ACT, NRCCUA, CBSS
• High school visits
• College fairs
• Group and individual campus visits—
open house events
• Mass mailings of printed pieces
• Off-campus interviews
• Telemarketing/Counseling
• Qualifying and grading of inquiries
• High school counselor liaison
• Tele-qualifying
The ever-changing world of
enrollment management
Life was
simpler then.
“
”

5. Now
• Use of statistical multi-variant
analysis in: (predictive modeling)
− Prospecting (student search)
− Inquiry pool qualification
− Applicant/Admit stage
− Student persistence/retention
• Recruitment – data-based
management
− Tracking effectiveness of all
strategies and tactics
The ever-changing world of
enrollment management

6. Market segmentation by:
• Populations
• Academic programs
• Academic ability
• Talent areas
• Geographic areas
• Potential new sources of
revenue
− Online
− Continuing education
The ever-changing world of enrollment
management

10. Landing pages
are easily
duplicated and
customized to
meet specific
market
segment needs
and interests

11. • Advent of Web sites as
primary source of
information, including
micro-sites
• Growing number of social
media outlets
− Facebook
− Twitter
− LinkedIn
− Google+
− YouTube
− Vine
− Instagram
The ever-changing world of enrollment
management

12. How many students cite the following resources as influential?

13. • More students using
mobile devices not
just to explore your
Web site but to
complete forms and
engage with your
faculty and staff
• Skype, Google
Hangouts and
Webinars provide
new ―remote‖ face-to-
face connections.
The ever-changing world of enrollment
management

14. How many students are interested in using the following resources?

15. • Greater orientation to
ongoing market research
− Demographic trends
− Student satisfaction
− Brand/Image research
− Price sensitivity
− Program demand
− Lost inquiries and
applicants
− Delivery format
preferences
− Perception
− Non-matriculant studies
− Competitor analysis
The ever-changing world of enrollment
management

16. Measuring Advertising
Performance

17. Measuring Advertising
Performance

18. Measuring Advertising
Performance

19. 37%
Measuring Advertising
Performance

20. 37% 42%
Measuring Advertising
Performance

21. 37% 42% 21%
Measuring Advertising
Performance

22. Testing Customer
Conversion Behaviors

23. Testing Customer
Conversion Behaviors
?

24. Testing Customer
Conversion Behaviors

25. • A more
cohesive, integrated
approach to
enrollment
management –
removing silos
(admissions, marketin
g, recruiting, retention
, financial
aid, orientation)
The ever-changing world of enrollment
management

26. • Introduction of net
price calculator to
help students and
families qualify
affordability and to
help influence college
interest and choice
• Greater orientation to
longer-term strategic
enrollment planning –
―No room for error‖
The ever-changing world of enrollment
management

27. • Greater attention to
continuity, stability, and
professional development
in the enrollment office
• Aggressive efforts to
mobilize the campus
community in recruitment
and retention
• Recognition of importance
and value of
comprehensive goal-
driven retention plans and
programs
The ever-changing world of enrollment
management

28. Institutions are
facing never-ending
expectations

29. • Most colleges are as interested in
―shaping‖ the student body as
meeting FTE or headcount goals
(academically, geographically, by
major, diversity)
• Enrollment goals are not well
understood campuswide
• Resources available to accomplish
goals are limited
• Staff turnover in enrollment
services is prevalent
• Adequate research and data to
make informed decisions is
lacking
The enrollment expectation bar continues
to be raised each year

30. • 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?
Organizing for the “new normal”

31. 1. Not doing the right things
(fundamentals)
2. Not doing things right (implementation)
3. Not having the necessary resources
4. Product is inadequate
5. Product is adequate—not positioned
properly or negative image
6. Environmental factors—
demographics, economy, price
sensitivity, etc.
Six reasons for not maximizing
enrollment potential

32. Demographic and economic change
Institutions need to
analyze the demographic
and economic changes
projected to take place in
their marketplace.
• High school grads
• Non-traditional students
• Ethnicity
• Program demand
• Price sensitivity
• Competition

33. 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?

34. Reconsidering college plans
47 percent of
students reported
that the economic
crisis has caused
them to
reconsider their
college plans
• Avoiding private school options—26%
• Commuting instead of living on
campus—25%
• Working while going to school—25%
• Attending a community or technical
college—19%
• Vo-tech instead of traditional—4%
• Part-time attendance instead of
full-time—1%
• Not attending college at all—1%

35. • Students will likely apply to more schools as they ―shop‖
for the best deal.
• Because of the increase in applications, plan on
declines in completion rates and yield.
• Campuses may need to prepare (and budget) for
decreases in fall 2014 enrollments
• Students may seek lower cost options like community
colleges and regional public institutions
• Campuses will need to step up marketing efforts
to sell value
• Families will seek more aid like never before
• More adults seeking college courses
and/or degrees
What assumptions should
we make

36. • Operating in an increasingly competitive
environment
• 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 market place…plans,
systems, and advanced tools being
developed
• The addition in recent years of multiple ―for
profit‖ institutions as well as online and
distance education options
Among the challenges facing
colleges and universities

37. • Fewer students with the ability to pay
for the ever rising costs of higher
education
• Strong scholarship programs to ―woo‖
students are even more prevalent
• Students and parents are far more
results-oriented in their selection of a
college–want to know outcomes and
benefits
• Changing demographic
Among the challenges facing
colleges and universities

38. Projected change in numbers of new high
school graduates 2011-12 to 2021-22
© Copyright 2011, The Chronicle of Higher Education.
Reprinted with permission. This material may not be posted, published,
or distributed without permission from The Chronicle.

39. Number of colleges and
universities, 2012-13
© Copyright 2012, The Chronicle of Higher Education.
Reprinted with permission. This material may not be posted,
published, or distributed without permission from The Chronicle.

40. † 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.
Missouri: The competition factor
64,456 high school seniors / 2013-14*
154 institutions of higher education**
61.4% college continuation rate (39,576)***
(ranks 31st among states)
17.3% leave the state to go to college (6,830)****
(ranks 27th among
Three Largest Institutions†***** Number of In-state Freshmen*****
University of Missouri – Columbia 4,063
Saint Louis Community College 3,023
Metropolitan Community College – Kansas City 2,445
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 (2012)
23,215 students ÷ 151 institutions = 154 students per institution††

41. • Are they defined and understood by the
board, staff, faculty, alumni, and friends?
• Are they categorized by short-term
(1-3 years)?
• Are they categorized by long-term
(3-5 years)?
• Is there a plan of action to address each
challenge?
• Is there an understanding and appreciation
of the net revenue implications of any
demographic and,
therefore, enrollment changes?
What are your enrollment challenges?

42. Larger/Smaller institutions
Public/Private institutions
Four-year/Two-year institutions
Higher-cost/Lower-cost institutions
Know with whom you compete in order to
position your institution
A non-matriculant survey on an annual
basis is one of the most important things
you can do.

43. • 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
• Dealing with ―snowplow parents‖
(formerly ―helicopters‖)
Dealing with a more sophisticated and
demanding consumer

44. • How satisfied are your students with
the quality of their educational
experience?
• What is your graduation rate?
• What are my chances of getting a
degree, diploma, or certificate in a timely way?
• How qualified and student centered
are your faculty?
• Does your financial aid keep pace
with price increases?
• How supportive is the learning
environment?
What are the tough questions you
are receiving?
Have you thought through your responses
as a team?

45. Top 10 most effective practices – 2011
student recruitment practices and strategies
Rank Four-year Public Four-year Private Two-year Public
1. Campus visit days for high school students Hosting open house events Admissions decisions ―on the spot‖ in high
schools or during campus visits/open houses
2. Hosting open house events Campus visit days for high school students High school visits by admissions
representatives to primary markets
3. Using enrolled students in
recruitment/marketing
Encouraging prospective students to apply
on the admissions Web site
Campus visit days for high school students
4. Encouraging prospective students to apply
on the admissions Web site
Using enrolled students in
recruitment/marketing
Using enrolled students in
recruitment/marketing
5. Community college articulation agreements Using a statistical, analytical approach to
determine financial awards
Campus visit days designed for school
counselors
6. Weekend visits for high school students Routine contacts by admissions office
professional staff to assess student
reactions to financial aid awards
Offering loans directly from the college or
university
7. Encouraging prospective students to
schedule campus visits on the admissions
Web site
Weekend visits for high school students Hosting open house events
8. Using a statistical, analytical approach to
determine financial awards
Routine contacts by financial aid office
professional staff to assess student
reactions to financial aid awards
Academic programs within high schools for
students to earn college credits to your
institution
9. Campus visit days designed for school
counselors
Telecounseling Encouraging prospective students to apply on
the admissions Web site
10. Admissions decisions ―on the spot‖ in high
schools or during campus visits/open
houses
High school visits by admissions
representatives to primary markets
College-sponsored trips to campus for
prospective students

46. Top 10 most effective practices – 2011
student retention practices and strategies
Rank Four-year Public Four-year Private Two-year Public
1. Honors programs for academically
advanced students
Programs designed specifically for first-
year students
Institutionwide emphasis on the teaching of
undergraduates and undergraduate
learning
2. Academic support program or services Giving students practical work experiences
in their intended major to apply their
learning
Academic support program or services
3. Programs designed specifically for first-
year students
Academic support program or services Programs designed specifically for first-
year students
4. Programs designed specifically for
conditionally admitted students
Institutionwide emphasis on the teaching of
undergraduates and undergraduate
learning
Providing each continuing student a written
academic plan/roadmap of remaining
courses needed
5. Programs designed specifically for at-risk
students
Mandatory advising, one-on-one and face-
to-face, between faculty and students
Title III or Title V funding
6. Using a CRM (custom relationship
management system) software application
to help track and manage student retention
Early-alert intervention system Using Web-based course engagement
tools such as Blackboard, WebCT, etc.
7. Giving students practical work experiences
in their intended major to apply their
learning
Programs designed specifically for at-risk
students
Honors programs for academically
advanced students
8. Mandatory advising, one-on-one and face-
to-face, between faculty and students
Honors programs for academically
advanced students
Academic advising program
9. Title III or Title V funding Collaboration between academic affairs
and student affairs to minimize attrition
Mandatory advising, one-on-one and face-
to-face, between faculty and students
10. Learning communities Using on-campus student employment as a
strategy to engage/retain students
Using student life evaluations to make
changes to student life programs and
services

47. Top-ranked practices in student
retention across sectors
• Academic support programs and
services
• Programs targeted to first-year
students
• Mandatory advising, one-on-one
and face-to-face
• Honors programs for advanced
students
Best Practices in Retention
© 2011 Noel-Levitz, Inc.
2011 Retention Practices at Four-Year and Two-Year Institutions

48. Making retention a campuswide
responsibility – faculty and staff are the key

49. 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
A student body by design
rather than chance

50. A simple definition of
enrollment management
Institutionwide
Systematic
Comprehensive
Research-
driven

51. Enrollment management systems
• Market research
• Marketing
• Advertising
• Direct mail
• Recruitment
• Admissions
• Financial aid
• Billing
• Orientation
• Registration
• Advising
• Academic support
services
• Atmospherics
• Residence life
• Student life
• Instruction
• Placement
• Alumni relations

52. By understanding and addressing:
• The marketplace in which the college
operates
• The institutional position within that
marketplace
• Student demand for programs and services
and being responsive to those needs and
interests
• Developing a cohesive and well-coordinated
approach to enrollment management within
the framework of a comprehensive annual
and strategic enrollment plan
How can your institution meet
immediate and long-term
enrollment objectives?

53. • 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
Strategic thinking and
planning is key

54. • 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
Colleges and universities are finding
ways to become more strategic,
efficient, and effective

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