Ruffalo Noel Levitz Blog: Higher Education Enrollment, Student Retention, and Student Success

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Prior-Prior-Year update: 13 ways to maximize early filer conversion and yield rates this winter and spring

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This is part two of a two-post series on opportunities associated with the new FAFSA PPY (Prior-Prior Year) regulations which went into effect in fall 2016. See part one.

How well is your enrollment team tracking the impact of FAFSA PPY? Are you maximizing your early filer conversion and yield rates?

In September of 2015, the Department of Education announced that we would be moving to Prior-Prior Year (PPY) or Early FAFSA Filing for the fall 2017-18 academic year. This change was largely supported by higher education institutions, policy groups, and lawmakers with a number of goals in mind:

  1. Simplify the aid application process
  2. Increase FAFSA completion
  3. Increase the accuracy of the FAFSA
  4. Provide families an earlier and more accurate idea of their anticipated financial aid and college costs
  5. Provide all students more time to plan and make informed enrollment decisions

And of course the ultimate goals: greater affordability and greater access for students.

Now that PPY and fall 2017 recruitment are well under way, it is important to review the early results of FAFSA PPY and identify specific strategies to maximize filer conversion and yield rates.

Early FAFSA PPY filing rates: What the data show

FAFSA PPY filing started off quickly in comparison to previous years but slowed during December. In the absence of previous filer rates for October, the Department of Education in its reports decided to compare FAFSA filing rates from 2016 to 2017 by week. For example: Week 4 of 2017 included filing data through October 21 compared to Week 4 of 2016 which included data through January 22:

FAFSA PPY filing rates 2016

Above, we can see the first 4 weeks of filing this year were exceptional with 497,884 filers compared to 390,819 in the previous cycle, a 27.4 percent increase. The FAFSAs submitted were also more accurate, with the number of rejected ISIRs dropping by 12.6 percent in the first month. This translates to a 34.1 percent increase in the number of completed FAFSAs submitted during the first four weeks of the FAFSA cycle for 2017.

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Share your student success assets with others

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We all live in and enjoy the benefits of a sharing economy, where individuals are able to borrow or rent assets owned by someone else. We see this regularly when the price of the asset is high (a car, a home) and not fully utilized all of the time, think Airbnb, Uber. But it can also apply to the sharing of information technology and intellectual resources. It’s that sharing of intellectual resources, specifically, college student success assets, that I want to focus on today.

As educators, the reality of our work today is that we face intense pressure to address our college student success needs. Think performance-based funding, budgeting and net revenue issues, accreditation, local, regional, and national employment trends. And student needs are changing as demographics change; we have less time and resources to design an effective solution, not to mention we have very little room for error. Instead of designing something from the ground up, we often take advantage of our student success sharing economy and frequently look to established best practices, associations, vendors, and colleagues for an idea that can be customized to fit our unique needs and situation.

Descriptions of more than 170 award-winning retention programs

I hope you’ve taken advantage of the body of knowledge Ruffalo Noel Levitz contributes to the student success sharing economy. One way we contribute is by celebrating effective college retention programs with the Lee Noel and Randi Levitz Retention Excellence Awards (REAs). More than 170 colleges and universities have been honored with Retention Excellence Awards and they all have shared their retention assets via our compendium. If you’re looking for new ideas to serve minority students, to create a comprehensive retention plan, to recruit back stop outs or virtually anything else, check out the retention assets your colleagues have shared.

Apply for a Retention Excellence Award

Naturally, giving is as important as receiving in the college student success sharing economy. I invite you to share your retention assets by applying for a 2017 Retention Excellence Award (REA). Applications are now being accepted and must be completed by March 17, 2017. The application process is brief and is similar to submitting a proposal to present at a conference. Up to three winners will be recognized and the honor includes a free conference registration to the National Conference on Student Marketing Recruitment and Retention being held in Denver, July 26-28, 2017. Winners are featured in a national webinar hosted by Ruffalo Noel Levitz and will serve as a judge in selecting the 2018 winners.

Please take the time to contribute to the student success sharing economy. I encourage you to review the application and consider applying. The process is easy, and the rewards for your campus and our student success sharing economy are many!

Questions? Please contact me directly by email or call me at 800.876.1117, ext. 8787.

Build enrollment from the inside: 6 strategies to implement this spring to improve your retention and graduation rates

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January is a key month on college campuses for enrollment managers and others who are monitoring enrollment. Recruitment leaders are looking forward to monitor how the entering class is shaping up. And simultaneously, those responsible for retention are looking backward to assess the fall term and any progress made in improving term-to-term persistence rates.

The connection between retention and recruitment has never been stronger. As my colleague, Kevin Crockett, observed in his recent blog, “the number of high school graduates is expected to show virtually no growth over the next seven years.” The likelihood of maintaining, much less increasing, the number of students enrolled on college campuses across the country is not going to be the result of just recruitment efforts. Retaining the students already enrolled is an increasingly important strategy.

What can you do now, this term, to improve your retention and graduation rates?

Let me offer 6 college student retention strategies that you can implement now to have a direct impact on the enrollment numbers on your campus through retention:

  1. Connect first-year students to their end goals. Our data from the Mid-Year Student Assessment (MYSA) indicate an overwhelming desire for career development assistance as students move into their second terms of enrollment. All too often, career development programs and services are designed for upper-level students, but students in their first-year also have their hands raised for this critical educational planning information. When students have a plan that helps them see the pathway through college to a career (even though they may change their plan), they are more likely to push through barriers and remain enrolled.
  2. Look backward carefully.  To pinpoint opportunities for improvements, take a careful look at your institution’s internal trendlines for term-to-term persistence for the past three to five years, then compare these to external benchmarks. Slice these trends by program, by subcohorts, by GPA, and other indicators that allow you to get your arms around pertinent issues.
  3. Expand your academic recovery programs beyond students on academic warning/probation. Students who are low-performing (below a 2.5 GPA) are at risk, even if they aren’t on probation. I was studying data from a client campus recently and saw a consistent pattern of significantly lower retention and graduation rates of “under-performing” students. Many campuses have strong academic recovery programs but these are too often focused on students on academic probation. What would it take on your campus to expand your academic recovery program to those who are “underperforming”? Helping these students improve their GPAs (and finding a clear path) is worthy of your efforts, too.
  4. Pay attention to your second-year students, too. Many campuses continue to experience double-digit attrition after the third and fourth terms. If graduation rates are going to improve, attention must be given to second-year students as well as first-year students. We advocate clients develop a first through fourth semester/term student success plan. The data we have gathered from the Second-Year Student Assessment indicate high demand for information about internships, employment options related to their majors, academic support and study skills development, and affirmation that their educational plan will help them graduate on time.
  5. Develop a robust “Recruit Back Strategy.” Do you know which of your students are planning on leaving at the end of this term? Most of these students will be in good academic standing. Who has requested a transcript be sent to another institution? Who has not registered for classes, signed up for housing, or applied for financial aid for the next academic year? Monitoring these “attrition triggers” and engaging students in meaningful, problem-solving conversations can help improve retention rates for the next term.
  6. Take advantage of the Prior-Prior Year financial aid changes and award current students their financial aid packages earlier. We recommend awarding for the next year in the spring term prior to students leaving campus for the summer. Provide these awards in a timely manner with a strong communications follow-up plan so that students who are anticipating not returning for financial reasons have time to work with you to resolve their issues and increase their likelihood of continuing enrollment with you.

Start out strong in 2017 with enrollment firing on all cylinders

We hope find these suggestions for your college student retention strategies helpful as you work at building enrollment through both recruitment and retention in 2017. Our research and regular visits to campuses show us that many institutions have substantial, untapped opportunities to grow enrollment by enhancing student success.

Questions? Want to discuss your strategy with an expert?

If you have questions or would like to discuss college student retention strategies with an expert, please email or call us at 800.876.1117.

Prior-Prior Year: How well are you addressing students’ concerns about affordability in the new environment?

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This post is the first part of a two-post series on opportunities associated with the new Prior-Prior Year regulations which went into effect in fall 2016.

Prior-Prior Year is now in its fourth month. How well prepared is your campus for the new realities of today’s marketplace? And how are you making a stronger case for your affordability using P-P-Y for today’s cost-conscious families? Consider:

  • 2 million students will graduate from U.S high schools every year for at least the next 10 years (Western Interstate Commission for Higher Education, 2016).
  • Approximately 62 percent of American students annually will consider postsecondary education (National Center for Higher Education Management Systems, 2016).
  • The price tag of higher education has nearly doubled in the last 20 years (Perry, 2016). There are no consumer goods or services that have increased more than the annual cost of college education since 1996. If we compare the overall consumer prices of all goods and services during this same period, the cost of higher education has increased in real dollars by more than 94 percent.

Need evidence that cost is a growing concern? The Cooperative Institutional Research Program (CIRP) Freshman Survey is part of the Higher Education Research Institute, which is part of UCLA. The survey, which has a fifty-year history, is administered to incoming first-year students before they start classes, allowing campuses to understand student perceptions about college prior to time on campus and in classrooms. The 2015 CIRP Freshman Survey indicated that the top reason students chose the institution they attended was academic reputation—not surprisingly, this has remained the number one reason for several years. The third and fourth reasons focused on financial aid and cost. The overall amount of financial aid offered was the third reason, and the overall cost of attending the college was the fourth (Cooperative Institutional Research Program, 2016).

In addition, a study by Ruffalo Noel Levitz found that Caucasian and African American students are more likely to have discussions regarding college financing versus parents of Hispanic and Asian American students. Of the parents who are “very involved” in the college selection process, as many as 72 percent have had conversations with their students about college financing (Ruffalo Noel Levitz, 2016).

Address the cost conversation earlier—Prior-Prior Year brings new opportunities

There is no doubt that institutional awards and state financial assistance affect students’ choices of postsecondary institutions; unfortunately, students and families often are not informed of their financial aid package or other sources of financial assistance until after students are admitted (Renn & Reason, 2013). This is changing, however. Fall 2016 was the first fall in which campuses were able to begin awarding financial aid to admitted students as early as October 1—which many campuses are referring to as Prior-Prior Year awarding. Because many students and families have an unrealistic understanding of how they will pay for college, the additional time in the process to assess financial aid and determine how much a family can contribute to total cost of attendance is beneficial.

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Enrollment challenges likely to persist for U.S. colleges and universities as WICHE releases flat high school graduate projections

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Last month the Western Interstate Commission on Higher Education (WICHE) released updated high school graduate projections through 2032 . The report contained the following findings and observations:

  • The steady growth in high school graduates that led to significant expansion of higher education in the United States in recent decades is coming to an abrupt halt. While the percentage of graduates grew 30 percent from 1995 to 2013, the number of high school graduates is expected to show virtually no growth for the next seven years.
  • Dramatic increases in graduates who are Hispanic or Asian/Pacific Islander will continue. The racial/ethnic mix of high school graduates in the United States will shift significantly toward a more diverse population of graduates fueled primarily by large increases in the number of Hispanic (50 percent) and Asian/Pacific Islander (30 percent) public high school graduates through about 2025.
  • Marked regional differences will continue as well. There is significant regional variation, with the Northeast and the Midwest experiencing continuing declines in the number of high school graduates, while the West will see slight increases and the South significant and steady increases. Most notably, the South is the engine of growth for high school graduates.

The enrollment challenges noted in these findings are probably not a surprise to most higher education leaders who are already feeling the impact of weakening student demand. Indeed total enrollment in degree-granting institutions declined by more than 800,000 students between fall 2010 and fall 2014 according to IPEDS. The National Student Clearinghouse, which produces data ahead of IPEDS, has now reported enrollment declines for ten consecutive terms through fall 2016.

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Seven ways to understand your prospective student pool using conversion benchmarks

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How healthy is your pool of prospective students for 2017? Are you on track to achieve your enrollment goals? Our latest set of recruitment conversion benchmarks can help you better understand the quality of your pool now–and throughout the cycle–and can help identify possible strategies to take now to close any gaps.

Accurate prospective student conversion data is the key.  Below are some specific suggestions for how to use peer institution benchmarks to take your prospective student conversion to the next level.

1) Be sure to track separate student populations in your institution’s conversion rates. As the latest data from Ruffalo Noel Levitz’s 2016 Recruitment Conversion and Yield Rate Benchmarks demonstrate, different types of prospective students convert and yield at different rates, so it is no longer possible to use a “one-size-fits-all” tracking approach. We recommend that four-year public and private campuses should, at minimum, be separately tracking freshmen and transfers, in-state and out-of-state, international, traditional and nontraditional-age, and campus applications versus applicants from third-party services. In addition, applicants whose first contact is the application (stealth applicants) should be tracked separately from those who are inquiries before applying.

2) Develop more accurate enrollment projections using your institutions’ conversion data from previous years. Look back at your own internal conversion rates first, even before examining external benchmarks such as those from Ruffalo Noel Levitz. By examining your institution’s historic conversion rates at each stage of the cycle and for each type of applicant, you can better predict where your future enrollment will end up as each week of the admissions cycle unfolds. For effective internal benchmark comparisons, we advise our client institutions to store and analyze three to five years of comparative data. To more fully understand how to use this historical trend data to predict and influence enrollment, see the table and illustrations on pages 2 and 3 of the Ruffalo Noel Levitz white paper, 7 Categories of Admissions Data to Guide Decision-Making.

3) Strengthen your recruitment strategies by using peer benchmarks to identify strengths and challenges/opportunities. This will allow you to keep building more efficient and effective programs for student recruitment and admission. For example, in places where you see that your conversion rate is significantly lower than peer institutions, you may need to initiate new activities aimed at raising your rate. Or, in cases where you see that your rate is above a given benchmark, you may decide to build on that area as a particular strength of your admissions/recruitment/marketing program.

4) Measure conversion of students from your search purchases to assess your effectiveness in drawing them to your institution.  The days of the convenient “response card” are long gone, but institutions still need to assess the return on their investment in search name purchases—specifically, the percentage that convert to inquiries.  If your conversion rate is lower than peers’, you may need to step up your early contact with all, or a qualified portion, of the search pool.  Coverage rate (the percent of enrolled students who were in the search campaigns) should also be calculated.
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Highlights from 2016 enrollment research:
7 things we learned this year about college students and higher education enrollment management

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2016 research from Ruffalo Noel Levitz shows student trends and data that colleges and universities can use to guide their planning processes

Ruffalo Noel Levitz conducted numerous studies in 2016 to understand the behaviors and attitudes of prospective and current students in higher education as they relate to student recruitment, campus marketing, and student retention. We also examined current campus practices for enrollment and marketing. Here are just a few highlights from all that we learned this year:

The college website is still the #1 way to communicate with prospective students but the runner-up is now split between email and text messaging. In recent polls, campus officials rated text messaging and email almost equally effective, and 70 percent of prospective students indicated they were open to receiving text messages from colleges and universities. But fewer than half of campuses currently send mass recruiting texts. Download our 2016 Marketing and Student Recruitment Practices Benchmark Report, our 2016 E-Recruiting Practices Report, and watch for our forthcoming 2016 E-Expectations Report. 

Colleges and universities can accomplish five goals at once by increasing student satisfaction. Many consumer studies have shown that increasing satisfaction builds positive word of mouth. Now a 2016 study has confirmed that increasing student satisfaction is also linked to lower student loan default rates, adding to earlier-confirmed links with higher retention rates, completion rates, and alumni giving. Is your institution measuring and rewarding improvements in satisfaction? See the research. 

At $2,232 per student, private colleges spent nearly four times more than four-year public institutions on student recruitment last year. We also learned that budgets for recruitment and admissions remained flat over the past two years for the majority of four-year and two-year institutions. Is your institution tracking ROI on all of its recruiting activities and identifying new, high-payback opportunities? See our 2016 Report: Cost of Recruiting an Undergraduate Student.

40 percent of high school seniors apply to colleges they learn about during their senior year. In addition, 50 percent of seniors rule out institutions based only on “sticker price.” Is your institution focusing a substantial amount of its recruiting on seniors? And how are you emphasizing your institution’s value to skeptical students and parents? Download our 2016 Perceptions of Financial Aid Report and Infographic. 

54 percent of adult prospective students have clicked on a paid online ad from a college or university, as have 47 percent of high school juniors, yet most institutions place these ads only occasionally. What new digital outreach strategies should your institution be considering in 2017? Download our 2016 Adult E-Expectations Report, our 2016 E-Recruiting Practices Report, and watch for our forthcoming 2016 E-Expectations Report. 

Mathematics is a struggle for 51 percent of incoming adult learners, including 53 percent of incoming first-generation adult students. Our 2016 research shows a majority of incoming students agree with the statement, “Math has always been difficult for me.” Do you know how many students at your institution are struggling with mathematics and other areas inside and outside the classroom? Download our 2016 Adult Learner Motivation to Complete College Report.

95 percent of incoming traditional-age students express a desire to graduate, but only about half do. Our latest freshman research shows a wide array of personal, social, financial, and academic obstacles prevent students from reaching their goals. Have you explored the merits of using noncognitive surveys to better understand your incoming students’ needs early on, or do you wait until you see visible signs of struggle? See our 2016 Freshman Motivation to Complete College Report.

New edition of book, plans for 2017 research
Also in 2016, we released our 2016 update of the book, Strategic Enrollment Planning: A Dynamic Collaboration. Order this authoritative, step-by-step guide to help your campus prepare for major changes in today’s marketplace.

Looking ahead to 2017, we plan to release new benchmarks on college student satisfaction and motivation, new research on recruiting conversion and yield rates, a new study of student retention indicators, and updates on rising seniors’ perceptions of financial aid and high school students’ and parents’ perceptions of and preferences for college communications. 

Sign up to receive the latest updates
Ruffalo Noel Levitz regularly publishes white papers and trend reports. Sign up to be notified when new reports are available.

Learn more about our Higher Education Research
To help educators stay on top of the many changes in higher education, we regularly conduct trend research and share our findings widely. Learn about several ways we provide information.

Application inflation: How one college successfully responded to its stacks of incomplete applications (Part 2)

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This is part two of a two-part blog post published with the permission of Simmons College

SimmonsLogo

Recap: Simmons College (read part one here)

“The college’s system was handling a growing number of applications and the admissions team was becoming increasingly bogged down with trying to get them to an actionable status. Having to focus on the logistics of application materials limited the meaningful conversations counselors could have with interested students and their families—and lower yield rates showed it. Dolan believed it was time to reconsider how they built and cultivated the college’s inquiry and applicant pools.”

Our story continues…Adapting to a new approach

Telling your campus that you’re experiencing what was ultimately a 27 percent decrease in applications is enough to cause panic, despite the very promising indicator of a rise in campus visits that fall. Dr. Dolan is the first to admit that there was more than a little trepidation on campus as their first early action deadline neared. The raw application numbers didn’t live up to the previous year, and he realized they needed to assess (and report on) different metrics because this was a very different approach. A closer look at the status of the first round of early action applications painted a more promising picture. “Our file completion rate was 97 percent. We had never seen that before.” Without changing its admission standards, Simmons had the same number of offers of acceptance to keep it on track for its yield and enrollment targets. The trend continued through the second early action and regular decision deadlines.

What’s more, with its inquiry pool now qualified, the team could see that the number of prospective students who had a very high interest in Simmons was, in Dr. Dolan’s words, “through the roof.”

Focusing on applicants—not applications

With RNL providing unprecedented intelligence on each prospective student, the counselors were able to focus their own outreach. They could do seemingly simple things that made a tremendous difference. For example, they could reach out to all of their prospective students who hadn’t yet filed financial aid forms and advise them on the process. In the past, the applicant volume prevented being able to achieve that in the tight timeline necessary. “The team became so much more efficient. They had more time to connect with their prospective students and strengthen those relationships. They really understood their students,” said Dolan.

Focusing on the right numbers

Explaining the new approach and its benefit to students is great, but in assessing and projecting enrollment to the campus, it’s still about numbers. It’s just that the numbers they needed to look at were different now. “We needed to educate our community,” Dr. Dolan explains. With the support, insights, and counsel of the RNL team, Simmons rebuilt its metrics to evaluate the applicant pool, including building a 13-point affinity metric. “It was still a bit of a leap of faith,” Dolan admits, “but by March 11 we knew we had it.”
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Application inflation: How one college successfully responded to its stacks of incomplete applications

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This is part one of a two-part blog post published with the permission of Simmons College.
See part 2.

SimmonsLogo

Simmons College was in a good place in fall 2015. One year after enrolling the smallest class in its history, the freshman class of this Massachusetts college was now its largest ever. Not a small feat for this private, liberal arts women’s college in Boston. It was the type of success you’d want to replicate. So—for many people—it was a bit of a shock when the college completely changed its recruitment and marketing approach for the class entering in fall 2016. Why make such a seemingly risky move?

Dr. John F. Dolan, vice president of enrollment management at Simmons since 2014, explains, “Our system was full with applications that didn’t necessarily behave the way we needed or wanted…and required too much time and energy to manage.” He chose to partner with Ruffalo Noel Levitz (RNL) to more effectively manage the college’s enrollment stream.

The perils of inflated applications

In making this decision, Dr. Dolan had taken a close look at the numbers. Applications had more than doubled since 2007: to the casual observer, a positive indicator of demand. Yet the number of offers of acceptance remained steady—and not by a concerted decision to become more selective. Rather, it was because the number of completed applications actually remained flat over the same period.

This meant the college’s system was handling a growing number of applications and the admissions team was becoming increasingly bogged down with trying to get them to an actionable status. Having to focus on the logistics of application materials limited the meaningful conversations counselors could have with interested students and their families—and lower yield rates showed it. Dolan believed it was time to reconsider how they built and cultivated the college’s inquiry and applicant pools.

Refocusing on genuine interest: It’s all about getting the right applicants, not just generating more applications

In partnering with RNL to recruit and enroll its class entering for fall 2016, Simmons College utilized the company’s Enrollment Marketing Solutions and Enhanced Search Strategies. RNL employed its customized predictive analytics and its multi-channel creative communications approach to strengthen Simmons’ search program, which included rising seniors. RNL also surveyed students in the inquiry pool, scored their enrollment propensity using predictive analytics, and engaged with them via its Comprehensive Inquiry Management.
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Student success today – why it’s important to “sweat the small stuff”

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Some of you may remember Richard Carlson’s late 1990’s advice, “Don’t Sweat the Small Stuff.” A copy of this motivational book is on my bookshelf. It reminds me not to let the minutiae of life get in the way of the big picture.

However, when it comes to the college experience of today’s students, you may want to reconsider this advice and start paying attention to the little aggravations and annoyances that your students are experiencing, because we have seen that these can indeed make an impact on students’ larger perceptions of your institution. Sometimes, small details truly do matter.

First, let’s look at the big picture.

Over the past 20-plus years, we have studied our National Student Satisfaction and Priorities Reports and consistently seen that a high priority area for improvement for students at four-year private and public institutions is: “Tuition paid is a worthwhile investment.”

How four-year college students rate the statement,
“Tuition paid is a worthwhile investment”

Students attending four-year private institutions Students attending four-year public institutions
Importance to me 88% 86%
My satisfaction level 45% 52%
Performance gap 43% 34%

Source: 2015-2016 National Student Satisfaction and Priorities Report, www.RuffaloNL.com/SatisfactionBenchmarks

The chart above reflects the percentage of students who indicate that this statement is important or very important to them as well as the percentage that say they are satisfied or very satisfied, as measured on our Student Satisfaction Inventory (SSI). The performance gap is the difference between these two numbers. For your reference, in the range of scores at four-year privates, the tuition-is-worth-it statement is eighth in rank order of importance (out of 73 items), but with satisfaction scores that can get as high as 72 percent in the national data, you can see that there is definitely room for improvement here. Similarly, at four-year publics, this statement is again eighth in rank order of importance, and satisfaction scores can range up to 69 percent, so again, improvements can be made at four-year publics as well. (As a side note: Students at two-year community colleges, where tuition amounts are often much lower, score this item higher, with importance at 90 percent and satisfaction at 69 percent.)

So what can colleges and universities do to improve perceptions of student tuition being worthwhile?

When consulting with colleges about their satisfaction scores, I used to recommend that institutions respond to this issue by working to improve students’ perceptions of the value of their education. This included suggestions such as telling students more about job placement rates and other outcomes after graduation, like the success of college alumni. I still believe these are important messages, especially while you are recruiting new students. It is also a good idea to continue to emphasize these messages with enrolled students. But sometimes, if an individual student doesn’t inherently value what you have to offer, it can be difficult to truly change their perception in this area.
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