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Enrollment & Retention

From UB

Helping displaced energy workers form a new college path

November, 2016
Skill-building—Former coal industry workers may find them-selves at the University of Wyoming researching how to use water byproducts from oil and gas wells.

Universities are creating scholarships and entrepreneurial opportunities to help the unemployed and underemployed gain footing in an ever-greening economy.

Lessons from the law school disruption

November, 2016
Bill Berg is an enrollment management consultant at Ruffalo Noel Levitz.

By 2015, the number of law school applicants declined by 46 percent from a 2004 peak, a result of a shrinking job market and “offshoring” of some legal work. Most law schools were forced to change the way they recruited, admitted, awarded and enrolled students to respond to the drop.

Proposed law: Enroll more low-income students, or pay the price

November, 2016

A bipartisan bill intended to improve college access and graduation rates would impose college-loan program penalties on institutions that perform poorly in these areas. In turn, schools that do enroll a significant number of low-income students would be eligible for up to $8 million over five years.

Advocates fear racial disparities in student loan defaults

November, 2016
A student loan that goes into default costs 250 percent more than a loan paid back on schedule. ( wildpixel)

Some advocacy groups see student loan debt as not just a financial problem, but a growing social justice concern, as well. Now, some 40 civil rights, legal aid and public interest are urging the Department of Education to determine whether debt disproportionately impacts minorities.

College library goes beyond the reading room

October, 2016
Open spaces: Hesburgh Library at the University of Notre Dame, newly renovated by Shepley Bulfinch, features student-friendly spaces, such as the second floor study area that overlooks the concourse below and the campus beyond. Photo: ©Barbara Johnston / University of Notre Dame

Many colleges and universities are investing millions of dollars to repurpose or even expand libraries to make room for collaborative learning, technology centers, dining areas, research support and other academic services.

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It’s no secret that text messaging is the preferred method of communication for today’s students over email, direct mail or phone calls; a recent study found that some 97 percent say they use texting as their primary form of communication, 73 percent say they want schools to text them, and nearly three quarters of prospective students want to text with admissions counselors. However, only 28 percent report being offered the option to text with their college or university. How should institutions address this gap by reaching students the way they prefer?


Institutions of all sizes are facing increased scrutiny of their student ID systems in light of recent security concerns. At the same time, budgets are tight for many colleges and universities, creating a number of common challenges when it comes to the business processes involved with issuing student IDs and maintaining an ID system.


Over the next decade, higher education will experience a significant shift, as the millennial generation gives way to “Generation Z.” As a result of this multi-generational shift in student expectations, institutions will have to adapt how they do business across departments, from financial aid to the business office to student services. This will include using social media effectively to communicate with students and their families—particularly in the financial aid and business offices.


For institutions to remain competitive, they must support a growing student population while providing responsive and top-quality student services. Linn-Benton Community College, which serves over 20,000 full-, part-time and non-credit students in Oregon, automated admissions processes to ensure that exceptional student experience begins from the first point of contact with the college, while improving efficiency and reducing costs.


Given the current environment in higher ed, the pressure to contain costs and the need to justify expenses, it is more critical than ever that any technology investment not only meet the needs of staff, students and the institution, but also provide a clear return on investment. When it comes to the significant investment involved with implementing an ERP, there are strategies and approaches that any institution can take to reduce total cost of ownership, as well as realize ROI in the least amount of time possible.