MSU Retention Profile: Part II

* Includes full-time and part-time, associate and bachelor credential-seeking students.

A review of what we know:   MSU’s retention of first-year students shows a pattern of up and down fluctuations on a two-year cycle.   Freshmen students do have assigned advisers   MSU retains URM freshmen students at the same rate as the general population of freshmen students.   For the fall 2011 freshmen cohort, there was a significant increase in attrition among residential students.   Provisional students are retained at a consistent annual rate; typically about 50% each year.

 On-line classes do not negatively impact retention of freshmen; small number of participants.  Extended campus instruction does not negatively impact freshmen retention; small number of participants.  There was a 10% increase in the Y2Y attrition for the fall 2011 freshmen cohort having a HS GPA at 2.0 or higher.  Fall to spring retention rates are significantly stronger than fall to fall retention rates for both 2010 and 2011 freshmen cohorts. A review of what we know:

 Hours Attempted vs. Completed  Impact of Financial Aid Changes  College/Department/ Program/Major  Residential vs. Non-Residential  ACT Sweet Spot (21-26 ACT) Students  Fall 2012 Student Profile

3 Year Trend  Retained MSU FTFR on average complete > 26 hrs. per academic year.  Non-retained MSU FTFR on average complete < 12 hrs. per academic year.

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 Fall 2010 and Fall 2011 Non-Retained Students with Loss of Scholarship

30% of cohort but only approx. 35% of this group are provisional.

TermCohort NOT RETAINEDRETAINED OFF CAMPUSON CAMPUSOFF CAMPUS ON CAMPUS #%#%#%#% FALL % % % % FALL % % % % FALL % % % % FALL % % % % FALL % % % %

Housing Assignments of Non-Returning Students * Denotes year of renovation

Non-Returning Residential Students

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Average AC T Score for Freshmen Cohort

Need 258 more students to reach 88%

Sub-Committees to Review Following Areas:  STUDENT LIFE  FINANCIAL AID  ACADEMIC AFFAIRS

 Review policies and processes related to room changes. Monitor data and strategies consistently to maintain a pulse on issues that might impact retention.  Review of renovation plan. The buildings which consistently have the highest rates of departure are Cartmell (double-occupancy) and Mignon Hall (suite-style). These buildings have not been renovated to date.  Collaborate with Academic Affairs to collect additional data to better inform strategies to increase retention.

“…. inherit tension between increasing admissions vs. overall enrollment management.” - The Chronicle of Higher Education  Review of current financial aid practices to ensure that they support recruitment AND retention.  Review current tuition model to better align with goal of students completing 15 credit hours each semester.

 Review policies and program options for Undeclared/Provisional/University Studies FTFR entering MSU.  Increase emphasis on number of hours attempted/completed by full-time students; 15 hrs. per semester / 30 hrs. end of first year is goal.  Implement professional advising model in each college.

 Implement a four-week freshmen push at start of fall semester.  Collaborate with Student Life to collect additional data to better inform strategies to increase retention.  Review the accuracy of mid-term grade as a predictor of final grade.  Identify strategies to reach six-year grad. rate target for 2007, 2008, and 2009 cohorts.