Day:
Wednesday, November 6, 2019
Time:
8:45 AM - 9:45 AM
Location:
Sapphire, Lobby Level
First Learning Outcome: Learn how to engage faculty and staff in a progressive conversation about the changing higher education landscape.
Second Learning Outcome: Identify emerging trends within the modern student population critical to institutional sustainability.
Third Learning Outcome: Implement a new-parallel set of analytics that allows them to manage modern student growth at their institution effectively.
Core Competencies: Collaborative Decision-Making and Consensus-Building, Holistic and Systemic Thinking
Proficiencies: Enrollment Management: SEM Leadership, Records & Acad. Svcs.: Reporting & Institutional Research
Intended Audience: New to the profession, General Audience
Rethinking Data: Evolving Decision Analytics for the Changing Face of Higher Education
Category
Session
Description
During this session, the Executive Director for Strategy, Innovation, and Effectiveness will talk about what led to Embry-Riddle’s Worldwide Campus deciding that it needed a new set of analytics to effectively gauge the operation and making decisions that would appropriately respond to the changing landscape.
Previously, the Worldwide Campus relied on data analytics that was driven by IPEDS definitions and static views of headcount and registrations across modalities that did not always capture the full picture of the operation and the mass movement of its students. When it came to effective marketing practices for the modern student as well as assessing the factors of degree program offerings the traditional set of information did not create a full picture or fill the gaps necessary to make a sound decision about the direction that should be taken at the campus.
Putting this new set of decision-analytics in action, lead to a $250,000 retention pilot that in a 6-month period successfully reactivated 1,000 students and created $1.34 million in tuition revenue. It also led to leadership identifying that Worldwide was quickly becoming a campus that catered to the under 25 student population and not just the over 25. In 2016-17, this population represented 5.1% of the student population to now in 2018-2019 representing 18.5%. Also identified was how the inclusion of engineering programs allowed the institution to attract more females into what was seen as a male-dominated segment (aviation and aerospace). The average program had a female population of approximately 12%, but the emergence of engineering presented female enrollment in excess of 18%. The challenges identified is that our courses and programs were built for working adults with industry experience not new incoming students with work history that may be limited to working part-time in fast food or doing chores.
Emerging practices included but were not limited to:
•Looking at student behavior within a given academic year instead of as a traditional cohort.
•Looking at course take rate and rate of pursuit across academic years and student segments.
•Grouping students into segments based on whether they were Military, Civilian, or Veteran followed by gender, age group and program category.
•Correlations between age group, course rate of pursuit and course performance.
•Looking at program cannibalism under a metric call programmatic shift looking at students that moved from one program to another and the factors that drove that migration.
•Assessing locations and programs by the break-even point as well as other factors such as attrition, course take rate and rate of pursuit.
Structuring decision analytics for agility required each to be set up as “data channels.” Segments of information that presented the user with a series of options to select from and they would be forwarded to the visuals that aligned with that segment.
Submission ID:
6626
Presenter(s):
J. Michael Williams Embry-Riddle Aeronautical University
Frederic Ndiaye Embry Riddle Aeronautical University Worldwide
Winner Status
- Session