University of Michigan Flint April 21 2015 Tom Green PhD Associate Executive Director AACRAO Town Hall Agenda Introductory remarks on enrollment Chancellor Borrego UM Flints enrollment environment ID: 686595
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Town Hall Meeting on Enrollment:University of Michigan Flint
April 21, 2015
Tom Green, Ph.D.
Associate Executive Director. AACRAOSlide2
Town Hall Agenda
Introductory remarks on enrollment
Chancellor Borrego
UM Flint’s enrollment environment
UMF Data Team
Retention behaviors:
Tom Green, AACRAO Consulting
UMF’s optimal enrollment – a discussion:
Facilitated by Dr. GreenSlide3
University of Michigan FlintEnrollment Environment
UM Flint Data TeamSlide4
UM Flint Student Enrollment Behaviors
Teresa
Farnum
& Associates, Inc
.
Tom Green, AACRAOSlide5
UM Flint Historical Retention Rates - FTIAC
Average rate = 72%
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide6
Roughly 40-50% of all freshmen are gone after two years
Domestic FTIAC
Start Term
Starting count
Retained to second fall
% retained
Retained to third fall
% retained
Fall 2008
897
642
71.6%
451
50.3%
Fall 200976153069.6%41454.4%Fall 201066744867.2%39459.1%Fall 201156740471.3%33759.4%Fall 201253341878.4%33262.3%Fall 201363944068.9% ????
Source: Historical UM Flint data files (not tied to official IPEDS totals)Slide7
Retention by admission type - FTIACSlide8
Retention by distance from UM Flint campusSlide9
Retention by ethnicity - FTIACSlide10
FTIAC and Transfer retention comparedSlide11
Benchmarking FTIAC retention – Education Trust algorithmSlide12
Benchmarking FTIAC retention – MI publics
Source: Education Trust, college results online, 3/2015Slide13
Student satisfaction
UM Flint administers the Noel-Levitz Student Satisfaction Inventory:
Measures the importance of issues to students.
Measures the level of satisfaction with those issues.
The “gap” between importance and performance implies areas where improvements can be made.
On standard questions, allows comparison of those issues against other institutions to “norm” the responses.
In most areas, UM Flint performs well:
Students are generally more satisfied with academics and services than students at other institutions.Slide14
Student satisfaction
The instrument allows for “local” questions that are not answered by students at other institutions.
Two local questions revealed areas where the gaps between importance (high) and performance (low) imply areas for improvement:
Classes
I need to complete my degree program are
available.
Course
scheduling problems have interfered with my ability to complete degree requirements and graduate in a timely manner
.Slide15
Where do students go when they leave?
National Student Clearinghouse provides data on students who attend other institutions who report enrollment through them:
This is their
Student Tracker
service.
Using this, we can see where students may enroll if they leave UM Flint.
Some students may not appear on the report:
It contains about 94% of all enrollment in the United States but not all.
Students who leave for military service or work will not appear.
Students who change names or have mismatched data.
Overall, it matches most students.Slide16
Top choices for next institution after UM Flint – all students
Mott Community College
Baker College – Flint
Oakland Community College
UM – Ann Arbor
Lansing Community College
Michigan State University
Central Michigan University
Oakland University
Davenport University
University of Phoenix
Delta College
Saginaw Valley State University
St. Clair Community College
Eastern MichiganSlide17
Top choices for next institution after UM Flint – 3.0 or higher earned GPA
Mott Community College
UM – Ann Arbor
Michigan State University
Baker College – Flint
Oakland University
Oakland Community College
Lansing Community College
Central Michigan University
Grand Valley State University
Ferris State UniversitySlide18
Students are Leaving with Lower Estimated Family Contributions in Recent YearsSlide19
Student financial resources (EFC)Slide20
Student financial resources (EFC)Slide21
Average EFCs Differ by DestinationSlide22
Students are Leaving with Higher GPAs in Recent YearsSlide23
Average GPAs Differ by DestinationSlide24
Virtually all students who left did so in good academic standingSlide25
Retention and student success discussion
How role do UM Flint faculty play in raising retention and graduation rates?
What stood out from the data and information you saw today?
How can students become connected to their academic interests at the point of entry, rather than later in their academic careers?
What are the ways the UM Flint can create a supportive and vibrant campus life for its students that supports academic excellence, student engagement, traditions, etc.?Slide26
Considering “optimal” enrollment:Background and DiscussionSlide27
How can we consider the “optimal” enrollment for UM Flint?
Optimally, an institution’s enrollment is comprehensively
developed and
is based on a strategic, integrative plan that includes the identification
, attraction
, selection, encouragement, registration, retention, and
graduation of
targeted student segments. The quality of the students’ collegiate
experience is
based largely on the academic environment, operational
excellence of
the institution’s transition programs, student services, and personal
development opportunities.
Huddleston, T., Jr. (2000). Enrollment Management.
New Directions in Higher Education. Fall 2000, No. 111, p. 65.Slide28
Enrollment by level 2010 – 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide29
Enrollment share by level 2010 – 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide30
Undergraduate enrollment by segment 2010 - 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide31
Undergraduate enrollment share by segment 2010 - 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide32
Growth of enrollment
Overall, UM Flint has been growing over the last five years.
How does growth help UM Flint more fully live out its mission?
What are the challenges when considering continued growth?
The growth in undergraduate enrollment has been in part-time, dual-enrolled students:
Is this a positive trend?
What balance would you see as ideal between degree-seeking and non-degree students?
Graduate programs have grown from 15.5% to 17.4% of overall enrollment:
Would 20, 22 or 25% of enrollment be unbalanced with undergraduate enrollment?Slide33
International enrollment 2011 - 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide34
Enrollment by ethnicity share 2010 - 2014
Source: UM Flint Institutional Assessment, Fawn
SkarstenSlide35
Background of students
As the share of international enrollment continues to grow, is there a desired level of enrollment that represents a healthy balance of domestic, Michigan and international students?
How does UM Flint’s role as a public state institution figure into this equation?
Given the shifts in demographics in the United States and in Michigan, how well-positioned is UM Flint to welcome and support growing numbers of students from Hispanic and Asian backgrounds?
What are the challenges UM Flint will face in serving growing numbers of students from these groups?Slide36
QUESTIONS or ADDITIONAL DISCUSSION AREAS?Slide37
Thank you.
Tom Green, Ph.D.
Associate Executive Director, Consulting and SEM
AACRAO