Discover How Penn State is Tracking Growth Through Joint CRM Implementation
How Two leaders Implement an Ambitious Growth Plan
Today we will be hearing from two leaders at Penn State who have implemented an ambitious growth plan for Penn State’s World Campus through utilizing CRM, which has contributed to greater insight into prospects interests and goals and more targeted marketing strategies to reach them. We will be discussion keys to their implementation as well as some of the keys to creating a CRM strategy that helps grow the institution. So with that our speakers today we are very fortunate to have with us Kate Tornatore CRM project manager for Penn State World Campus. Also with us is Tara Blomvall she is business analysis for Undergraduate Admissions also at Penn State. And Jason Soffer is a manager for product marketing at Campus Management Corporation.
"We often refer to the convergence of these forces as the super storm and it impacts each and every higher educational institution today."
Jason Soffer: At Campus Management, we have the privilege and benefit of working with more than seventeen hundred institutions worldwide. That enables us to gain an understanding of what is going on in higher education not just at an individual campus level, but at a macro level as well. We provide solutions, which help institutions, address market imperative, meet, and exceed their objectives so that they can continue to thrive and provide exceptional service to the students of both today and tomorrow. Now our observations over the last several years have led us to conclude that we are in an era where higher ed institutions must transform. A number of macro level factors are putting unprecedented pressures on us and we have to adapt. We often refer to the convergence of these forces as the super storm and it impacts each and every higher educational institution today. And I would like to take a few moments to discuss them.
The first storm factor is competition. We are witnessing significant shifts in the demographic of college students. We are seeing the mean age of students rising. Post-secondary enrollments of adults age 25 years or older is expected to grow over 25 percent by 2019. Really, students have more choices than ever. Driven by the expansion of proprietary schools and career colleges and different course delivery models. And let us not assume that competition is a recruiting center theme. It touches current students too when we know that persistence and retention rates show that every enrolled student on your campus may continually be marketed to by your competition.
"Post-secondary enrollments of adults age 25 years or older is expected to grow over 25 percent by 2019."
Delivery models are being disrupted as well. There is a proliferation of evolving delivery models. Schools are no longer just providing brick and mortar educational delivery but offering fully internet based programs, options for blending of the two, and considerations and credit for massive open online courses. In fact, one third of students today have taken an online component as part of their curriculum. Research suggests that those who have a blended model of coursework have an 84 percent improved comprehension and test scores.
The third factor that every institution is keenly aware of has to do with funding. There continue to be budget constraints and we do not believe any school is immune to today’s economic realities. College tuition costs have outpaced the CPI almost five fold between 1985 and 2014. This has put never before seen pressures on the student’s ability to afford tuition. Institutions must adapt their operational and financial models like never before.
"25 states have already enacted legislation to tie funding to student outcomes."
Finally, outcomes are a market imperative as well. It is no longer the strength of your incoming freshman class, the number of valedictorians, or the best ACT scores, but it is the value of the education and degree for those post college successes. Eighty-seven percent of chief academic officers are placing more attention on the ability of their degree programs to help students get good jobs. And it is good that this buy-in exists because 25 states have already enacted legislation to tie funding to student outcomes. Schools need to be more aware than ever about student success because not only does it impact reputation but now funding as well. Any one of these drivers would have significant impact on a school. But the convergence of all four combined results in a super storm that all institutions must recognize, navigate, and overcome.
As you can see, a diverse cross-section of schools use our solutions as a critical component in the execution of their strategy, including Kansas State, Florida Atlantic University, Johnston Whales, Mercer University, the University of Alabama, and of course Penn State with whom we are delighted to be co-presenting today. One of the reasons we love higher education is because it affords us the opportunity to work with fine institutions like these were we are able to help provide technology solutions, which benefit not only the school but the consumers of education, the students themselves. I would like to turn the presentation over to Penn State and have Kate and Tara talk about their growth strategies and how Campus Management was an instrumental component to it.
Tara Blomvall: Kate and I really appreciate the opportunity to present with you today and World Campus and Undergraduate Admissions success story with you. We are going to start today by actually introducing ourselves.
My name is Tara Blomvall and I am the Talisma CRM operations specialist for undergraduate admissions. I have worked in higher education for the past eight years and joined the Penn State Undergraduate Admissions team in 2009. I have spent the majority of my career in the student recruitment role as an assistant director of admissions. Two years ago, I transitioned into my current role and have been working solely on the Talisma implementation since then.
Kate Tornatore: And I am Kate Tornatore. I am the project manager and I have been at Penn State for about two and a half years now.
Tara Blomvall: So we are going to kick off our presentation today by giving you a quick intro into Penn State and our 21 campuses. We will then take a look at the history of our joint CRM adoption and look at what led to our Talisma implementation in May. We will also highlight our project objectives and critical success factors. Finally, we will talk about how we have been using Talisma for the past five months, where we are today, and how our joint CRM system will impact us in the future. So Penn State actually has 20 different campuses and World Campus, which are spread out across the state of Pennsylvania. We come in many different shapes and sizes. Our campuses range in size from 700 students to 45 thousand students. We offer a wide range of degree options. And within Undergraduate Admissions alone, we offer more than 150 baccalaureate degrees, the majority of which can be started at any one of our 21 campuses. Most Penn State students participate in what we call our two plus two program where they begin their first two years of their Penn State education at one campus and then they actually finish the last two years at another Penn State campus. Although we are a big place with many, many different options, we are one university with one admission and one application process that is just geographically dispersed across the state of Pennsylvania.
"World Campus was also able to automate campaigning by utilizing the dynamic capabilities of the Talisma CRM tool."
So getting to where we are today with a joint CRM system has been a long road for us. This journey dates back to 2006. Back in 2006, the universal objective for both World Campus and Undergraduate Admissions were the same. We both had a need to improve our processes and to cut our costs. The solution at that time, however, turned out to be different for both World Campus and undergraduate admissions. In 2007, World Campus pursued an engagement with Talisma CRM and Undergraduate Admissions built a homegrown campaigning tool that was used to meet our communications need at that time. So over the years, we stayed in our respective processes and we were both able to achieve many of the efficiencies that we had set out to accomplish. World Campus had made great strides to achieve a 360-degree view of their contacts. World Campus was also able to automate campaigning by utilizing the dynamic capabilities of the Talisma CRM tool. They were also able to improve the customer experience by being able to send personalized and mass communications and then actually see those communications on the student’s record. The use of Talisma also greatly improved World Campus’s analytics and reporting functionality. But despite these gains, some limitations did exist. World Campus employees only used Talisma and the functional growth of World Campus outpaced the unit’s ability to sustain the system.
Over the past five years, Undergraduate Admissions use of the homegrown campaign tool provided us with a cost effective tool that allowed our 20 campuses and 17 colleges to send personalized mass communications to our prospective students and applicants. This solution did, however, have limitations as well. The campaigning tool was only limited to undergraduate admission staff. It too was being outgrown. And we were not able to achieve that 360-degree view of our perspective students. We had 20 different campuses and 17 colleges that were building their own separate campaigns and did not know how each of those units were collectively communicating to a perspective student throughout the admission process.
"The Talisma CRM tool gave us a way to streamline those processes that were previously managed in a variety of different systems."
After five years, the conversations picked up again. And in 2012, leadership in World Campus and Undergraduate Admissions broached the subject of a joint CRM implementation. By then the timing was right and our objectives and solutions aligned around a joint CRM system. At this time, we definitely realized the need to replace the outdated systems that were used to manage our emails, to manage our campaigns, our travel management, specifically the management of high school visits and college fairs, and the management of our alumni volunteers. The Talisma CRM tool gave us a way to streamline those processes that were previously managed in a variety of different systems. We also had a need to centralized data between World Campus and Undergraduate Admissions teams who oftentimes worked with the same perspective students throughout the admissions cycle. Penn State also had a need to consolidate integrations between university systems.
We are currently in the process of implementing a brand new student information system, which will replace our homegrown student information system that we have been using for the past 30 years. Talisma will give us a way to manage our perspective students before they actually begin the Penn State application and enter that new student information system. We also had a need to optimize our reporting and data analysis. Also by implement a joint instance of Talisma we were able to minimize our cost. And we were also able to increase system security by leveraging best practices from central IT despite being hosted by World Campus. Now I am going to hand things over to Kate, who will talk about the remainder of our Talisma implementation.
"A CRM system that would allow us to scale up quickly, efficiently, and cost effectively was a big part of our solution."
Kate Tornatore: One example of a significant growth affective at Penn State is to more than double course enrollment for the World Campus over the next ten years. This creates huge responsibility for the marketing and admissions teams to get large numbers of quality prospects into that funnel that will translate into the needed number of enrollments. So we asked ourselves how do we support the growing number of prospects without significantly increasing staff? And a CRM system that would allow us to scale up quickly, efficiently, and cost effectively was a big part of our solution. This is one of the very tangible ways we expect CRM to support the significant growth at the university. Undergraduate Admissions office goals are to maintain a high level of quality applicants that are received every year, but to also do so efficiently and cost effectively. Collectively our objectives are centered around growth, delivering a quality education to students worldwide, and putting data in the hands of decision makers to keep Penn State positioned as a leader in higher education.
Now that we had decided to initiate a joint CRM implementation project, we began defining the objectives and expected benefits of a joint implementation of Talisma CRM. So here, we are sharing a few of those joint objectives for the project. We were automating marketing efforts, opening up communication across the university, and improving analytics and reporting. Through process automation, we wanted to achieve time and cost savings. We wanted to enhance our customer experience. And we wanted a more secure and reliable system that provides timely and reliable data. Our ability to achieve these benefits will be one way in which we measure success after implementation.
Knowing our goals, we then documented critical decisions and identified our constraints. One made we were fully committed to these factors and enlisted the help of our executive sponsor team in helping us manage that right. Although these decisions were relatively easy for us to make, they were frequently tested. But we remained driven by our core decisions and we did not compromise. This management approach is one of the reasons we have been successful in our efforts to date.
"We are confident we are set up for success."
This project would end up taking two years to fully roll out and at its peak was supported by more than ten full time resources. This was no small task. We have a backlog of enhancements that we are already looking to make such as the integration with our new student system that Tara mentioned earlier. And we are confident we are set up for success. Even though we only went live five short months ago, we already have a lot of successes to share with you.
Today our CRM is at the core of what we do within World Campus and Undergraduate Admissions. RIFs and prospect communications, speed Talisma data, application, and student data are also fed into the system. Our reporting and analytics teams use the data for statistical reports and research and those findings may lead to new opportunities for Penn State. And that cycle continues. Today Talisma is used by departments throughout the student life cycle with the majority of our users coming from the World Campus and Undergraduate Admissions teams that are composing our joint implementation user group. And we also at World Campus student basing units that still use Talisma with an advising pilot currently in development.
Today Talisma supports 350 additional users, sends and receives 100 times more one-on-one interactions, distributes 100 times more mass communications, and maintains information on over one and a quarter million more customers than it did when World Campus began with the system over five years ago. So as you can see, our growth is huge and it is just beginning. We set up a system that is poised to support our World Campus growth initiative, support Undergraduate Admissions and World Campus through the transition to the new student system, and continue to automate our business processes to keep us on our successful path.
"Through workflow and campaign automation, what once took us days, weeks, or even months to manage can be done now in hours."
We are measuring our success in part through reduced costs and increased efficiencies that allow us to still maintain that great level of service to our prospects, applicants, and students. We wanted to develop scalable solutions and do them faster, better, and cheaper. So through workflow and campaign automation, what once took us days, weeks, or even months to manage can be done now in hours and is almost set it and forget it. We are constantly working with our stakeholders to identify ways to simplify their processes. We had an admissions team from World Campus come to us with a manual process that they could no longer sustain. So we automated that in Talisma saving them countless hours of reporting, updating, and eliminating double entry. Cross campus collaboration was enhanced. Each campus now has an understanding of what communications are being sent from other campuses providing insight into how and when Penn State communicates with the student at any date and time and eliminating costs associated with redundant messaging. We support and are invested in fewer systems. In addition to the homegrown campaign other processes that were currently spread out across multiple systems, have now been streamlined because of Talisma. For example, the management of alumni volunteers, travel management, and email communication systems that Tara mentioned earlier, are now facilitated within Talisma.
We wanted to enhance the prospect, applicant, and student experience. That 360-degree view of prospect communications across the entire university means that admission counselor in Erie knows what an admissions counselor from World Campus told that prospect two days, two months, or even two years ago and that prospect does not have to start all over every time he calls into admissions. Personalized messages targeted to thousands of individuals can be sent at once. I will tell you a funny story here. Well it is funny to us, but probably not so funny to Campus Management. The week we went live we deliberately triggered a three hundred thousand-person campaign. I think we gave our CMC team a heart attack, but it went perfectly. We considered this to be an indication that our diligence and commitment to doing this right paid off instantly. That was our first measure of success. So when you think about it we had three hundred thousand new messages accessible to every Talisma user that first week we went live in addition to everything else that already existed.
Finally, we wanted to improve data quality, integrity, and system security. So when we rebuilt Talisma from scratch, we leveraged a lot of best practices and lessons learned when configuring our new database. As a result, our data and the systems are more reliable than ever. We now access Talisma via an RDP versus the desktop client. While that did cause us some growing pains at first, it reduced the application maintenance time for our IT department and allowed us to implement a second factor authentication process keeping us compliant with security requirements.
"Talisma and our CRM strategy is poised to support the demands of our many university initiatives well into the future."
So today, we continue to identify workflow automation opportunities to save departments significant time and money. And we had a backlog of departments eager to learn more about Talisma and start realizing these benefits. So as you can see we have made great progress. But we still have a long way to go. Talisma and our CRM strategy is poised to support the demands of our many university initiatives well into the future. And though our initial implementation may be complete, we still maintain our objectives and core project values to ensure that effectiveness and efficiencies we built into our strategy will continue to serve us well in the years to come.
We have a couple of takeaways we would like to share for any of you considering such a project and strategy. First, leadership and vision are essential. We had an executive sponsor team with representatives from both World Campus and Undergraduate Admissions. They helped us enforce that vision and they were essential of keeping the stakeholders informed of that vision, the project progress, and future plans.
Second, do not underestimate the commitment or the investment. And I mean not only financially, and not even with resources, but also with your relationships. A joint CRM implementation requires constant coordination between many teams. Many people have never even talked to each other before. So you need to get all those people not only to talk to each other, but to work together as one team. And we considered Campus Management a part of our teams here at World Campus and Undergraduate Admissions throughout this project. And also, like our story, you have to know when the timing is right. Finally, just some quotes from everybody across all stakeholder groups from Penn State Undergraduate Admissions and World Campus as to how Talisma has impacted their day-to-day activities since we went live just five months ago.
"Can you describe the ten CRM positions at Penn State? Can you talk about the role of those ten people?"
Kate Tornatore: Sure. As the Project Manager, I was full-time on this project. Tara as the lead for Undergraduate Admissions was a jack-of-all-trades doing everything from project coordination on her end, business analysis, and development coordination. We had several other business analysts. Those business analysts were also configuring our system. We had a technical lead that had data base experience. We have a testing and data quality expert. And we had significant contribution from our IT department, from sys admin to DPAs to an IT liaison that would help facilitate between the two departments.
"What are the advantages of using Talisma as a CRM platform for higher education as opposed to other CRMs? Are there things that come to mind that made you choose Talisma?"
Kate Tornatore: I was not here at the time that Talisma was selected. [00:25:00] But one of the advantages of the Talisma CRM tool is that it is geared toward higher education, which makes configuring the system even that much easier. And Jason I do not know if there is anything you want to say comparing Talisma with other CRMs.
Jason Soffer: Yeah, thanks Kate. I think one of the advantages clearly especially for this audience is that it is a higher education centric CRM system, which means that as we deploy it in your schools, there are core business processes that really are part of that product rather than having to build it from scratch. In a number of other solutions that you could find in the marketplace, there is not real industry specialization. They are really built for B-to-B type transactions and higher ed really has its own unique nuances. So a Talisma solution will be out of the box catered to higher education. Now one of the added benefits to it is that it is extensible. So whereas it will deploy as a product if you will, there are components of it that let it act like a platform. So your administrative users have the opportunity to extend its functionality to accommodate your specific needs, your specific data elements, your specific business processes, integration to other systems as well. So I like to describe Talisma CRM as really having the benefit of being both a product and a platform. And I think that is a fairly unique proposition.
"Does Talisma have a development platform similar to other CRMs on the market? The development platform is an important consideration for us because it would allow us to extend and scale the CRM with custom requests."
Jason Soffer: Sure, that is a great question. So with reference to other theorems that are out there in order to extend the functionality somebody has to actually crack open the code and actually write program language code and source code to extend the functionality. And to play on what I was saying earlier, one of the benefits of Talisma CRM is that we provide a tool kit if you will. A visual designer that allows the ability to extend the functionality. So an end user would not have any programming but really look at it more as a configuration point of view. Whether or not you are configuring additional data elements. Whether or not you are configuring rules. Whether or not you are configuring filters. There really is no source code level action that goes on. And again, I think that is fairly unique inside of the CRM space.
"Can they speak to CRM integration with website, both gathering leads through forms and sharing content for campaigns in a CMS?"
Tara Blomvall: I can speak for Undergraduate Admissions. We do use an ECL tool to gather data from our student portal. When a student expresses interest in Penn State through Undergraduate Admissions, they create a profile on the My Penn State accounts. That data is coming into Talisma on a daily basis. And then we also do have data from our student information system prospect and application data feeding into the system on a daily basis as well.
Kate Tornatore:And in addition to that, we use the same ETL tool to bring in RFI from our website. And we do—a different department manages the AB testing but we are able to configure the system to identify the sources of those tests.
"Do you track performance of conversions from distinct sites, sections, or pages? And if so do you use these data to make changes to the web etcetera?"
Kate Tornatore: Yes, we use—we have a web analytics team that we work in coordination with to identify performance of certain ad campaigns, and also that comes in through our RFI feeds. So we are able to get at the personal level to know if somebody comes in through mobile device versus a desktop device and those details.
"Is Penn State self-hosted? Is it hosted locally of in the cloud?"
Kate Tornatore:Hosted locally.
"Jason are there different implementation models? Does it depend on the institution? In terms of hosting, what does that look like?"
Jason Soffer:Campus Management offers a number of different hosting options. Penn State has chosen to deploy the solution on their premises. I think that works very nicely especially for an institution of their size and some of the complex nature of how an [00:31:00] enterprise application needs to interoperate with a number of the other systems and policies and security control that are in place. Other school do choose to deploy in what we call our campus net hosting cloud where we can actually take the burden of the administration of the applications away from the schools create some efficiencies for them on the back office, but yet allow them to achieve the benefit of the feature functionality. So really, we do provide a number of different options. Really the right answer is really not dictated by us but by what is best for the institution and what their needs are.
"How well does it integrate with your SIS? Maybe you can just talk about that and how it integrates and what you use that integration for."
Kate Tornatore: We do not have true integration in the sense that it is a live feed back and forth. We use an ETL tool to extract data from our student information systems, map it, and import it into Talisma. That is a lot of the effort that took place during that year and a half, two years of this project. And it was constant coordination because of the fact that we were using common data and bringing it into a new system that was one of the major collaboration points in this project and one of the most time-intensive projects within the project, because it was not necessarily integrated. We were using a third project, an ETL tool to facilitate that.
Tara Blomvall: And we are going through a transition phase too right now were we still do have perspective student data in our student information system. But as we transition into our new student information system, at that point, we will then—Talisma will be used and serve as the system of record for our perspective students. Our applicants will always be managed through the student information system and we are just feeding that data into Talisma so we can properly campaign to students and work with our students on a one-on-one basis regarding their application.
"Is Talisma different from Campus View? They are both Campus Management products, correct?"
Jason Soffer:That is a great question. We sometimes hear that especially from schools that are looking for both—you know CRM is all student information systems. So at Campus Management, we actually have a number of different products inside of our product set. Our CRM or Constituent Relationship Management tool is call Talisma CRM. And [00:34:00] our student information system is called Campus View. We realize this can be confusing so as we continue to produce new product in terms of our road map and ongoing development, you will start to see a consolidation of branding of that and everything will be branded under what we are calling Campus Nexus. So we will have a Campus Nexus CRM that is our next generation if you will of Talisma CRM. And Campus View Student will become Campus Nexus Student. Then also I will just add to that our finance and HR solution is Campus Nexus Finance, HR, and Payroll. So Campus Nexus holistically really provides a true enterprise class technology solution for colleges and universities to allow them to serve the students of today and tomorrow and really adapt their enterprise operations so that they can continue to be successful.
"How has public awareness of college programs changed over the past few years and how does that influence the recruiting process?"
Kate Tornatore: Where Talisma supports the receipt of RSI and My Penn State interest, it does go into the data that the analytics and reporting teams use to identify new programs, market those new programs. So that is the touch point with that. Maybe I do not understand the full question but with respect to how Talisma supports it, it received information and feeds information to the reporting and analytics teams that help to drive decisions as to how the marketing and recruiting teams use that data and market those new programs.
Tara Blomvall: I can also speak from Undergraduate Admissions about how now Talisma gives us the ability to record a student’s interest in a specific academic program as a prospect. It is one limitation we had in our student information system where we were not able to capture that detailed information about a perspective student. So now, we are getting a lot of great data from the SAT and the PSAT about a student’s interests and how their interest in academic areas is changing over time. So I think it allows us to send more targeted messages to our perspective students based on what they are interested in and how that changes over time as well.
"Will web services or API be leveraged between Talisma CRM and the new student information system?"
Tara Blomvall: We certainly hope so. Having real time information would definitely be a value to our end users so we are certainly hoping that we get to that point in the near future.
"How have changing student and prospect demographics changed Penn State’s recruiting strategies and efforts over the past few years? Thoughts on that? I think Jason talked about the changing landscape in higher ed at the introduction. How has that affected Penn State?"
Kate Tornatore: I think Penn State is actually in a unique position. We do have a geographically diverse campus setup. But the World Campus programs are not restricted. So anybody at Penn State can take a World Campus course offering off that online option and that flexibility that students are looking for. As Tara mentioned at the beginning, we have the two plus two program where you can start at one campus and move to the University Park Campus. We are aware that high school numbers are changing in the demographic. They are changing specifically in Pennsylvania. But those details and how we manage that is things that we do not necessarily talk about publically.
Tara Blomvall: And I think having a CRM in Undergraduate Admissions certainly will help us build a relationship with our perspective students. Like we mentioned during that presentation, being able to see that 360 degree view of the students, and their parents, and the guidance counselors, and how those individuals are working with us through the process will definitely allow our students to feel like we are able to build a better relationship with them and know more about them as they go through that process. So I think that will be a good help to Undergraduate Admissions.
"What where some of the biggest barriers and challenges to adopting CRM across your institution? Any particular challenges come to mind that you had to sort out?"
Tara Blomvall: Well I think definitely, for the new users that we brought on was a culture shift. And definitely, users are reluctant to learn a new system and to take on a change like that. So I think that was definitely the biggest barrier. They were used to using student information system that was in place for their entire career. So I think that was the biggest issue and the biggest barrier as we brought on a new system especially to our Undergraduate Admissions users.
Kate Tornatore: From the executive level, speaking for them, I think it was one of strategy. We do have a diverse user population at Penn State. You have 21 admissions offices supporting the same goal. But they might have unique ways of doing it. And we needed to find one system that was going to accommodate those needs. So finding that flexibility in Talisma and our ability to configure it in a way that accomplishes both priorities was an answer to that challenge.
"With your CRM solution extending beyond admissions to include student aid and advising, how will CRM play a role in your retention strategies?"
Kate Tornatore: Well we are constantly finding ways to improve the student experience. And that has always been important to both Undergraduate Admissions and World Campus across all units. CRM specifically Talisma supports that strategy because we are able to send those personalized messages and like Tara said be able to make a student or a prospect feel unique, not like they are just a number. So that allows us to continue to set ourselves apart. We do have that advising pilot that will focus on our military students, which Penn State obviously takes great pride in supporting. That will open up the opportunity for the advising staff to possibly use Talisma’s events portal because the advising team holds a lot of webinars. And then finally the advising team has a lot of unique ideas that make their students fell special. So we expect that this functionality with Talisma will allow them to automate some things, free up some of their time, and allow them to dedicate some of that new time to these unique ideas that they have that they might have had the resources to do before.
"Jason you had a great introduction there talking about some broader trends here. Does that sell if colleges and universities change their recruiting processes in recent years? Can you talk about recruiting in particular?"
Jason Soffer: Sure. So I think part of that actually stems with how they initially do that outreach. When I went to college, I went to Barnes & Noble or whatever the local bookstore and bought this big book by Barons that basically gave me all the information that I needed. In today’s world, it is not uncommon for a thirteen or fourteen-year-old person to be on social media and see what is being said by a college or university through Facebook or Twitter or their friends and family members who are parts of those institutions as well. So starting early is obviously a trend. Social media is certainly one of the big places in terms of outreach. Even text messaging as well. So I think that is something that is out there.
One of the other things that we are starting to see, and I find this really interesting is that I mentioned earlier about persistence and retention. And recent studies has shown that the persistence rate studies have shown that one in nine students on average are not returning for their second year to a program and rather going to a different school. And the six year graduation rate is actually hovering somewhere around 60 percent as well. So when I have been speaking to colleges, it is interesting. I find what they are starting to do is continue to market and in fact market not on the periphery but somewhat aggressively to those people who they might have accepted or might have been candidates but where not accepted, or people who did not enroll for a year after that initial application. The thought being that if they continue to market positively and give out those messages, presuming a student is going to transfer out for whatever reason, there still will be a favorable picture of that school and university in that student’s mind. So really not giving up on the student after that high school year but rather continue the marketing throughout the next year or two.
Then lastly is also tailoring their recruiting strategies to the older population. We talked about the fact that the college population who are over 25 years of age is going to grow by about 25 percent by 2019. So how you market to someone who might be in the work force today who might be a candidate for a returning degree is certainly different than what you would do for a high school student. So realizing that there are different ways to segment your population based upon their needs and what they are looking for and their values is certainly influencing that as well. And to use CRM as a platform allows that segmentation. It is a great way to tailor your communications, your campaigns, your marketing efforts based upon a number of attributes and traits of the people who are in your target population. And tailor that message, the distribution strategy, and the delivery methodology appropriately. So it is really a blending of the two really creates a really powerful strategy.
"What have you seen in terms of demographics shifts within the student population? Jason from your perspective there you work with a lot of institutions. What have you seen there?quot;
Jason Soffer: So we certainly talked a little about the population growing older. It is just a byproduct of where we are today. The other interesting pieces that there is an expectation in terms of the research what we see coming is that the part time enrollments are going to grow more than full time enrollments. And also, enrollments into career colleges, and trade schools, and to the proprietary sectors are growing as well. A lot of that is for people coming back for second careers potentially as a result of the economy and economic pressures and certain job categories are not showing the rebound as others. So there are opportunities for people who have already established themselves inside a professional career to go back part time to night school, online blended programs and what have you and really go back to get to that second wave of their career and help them bounce back as part of that recovery. So those are some of the demographic shifts that we are seeing and how they translate into different educational models.
Well thank you so much. We are rapidly approaching the top of the hour there. I want to be respectful of everybody’s time. On behalf of University Business, I would like to thank our speakers for today. Kate, Tara, and Jason thank you all so much for your great presentations today. And thank you again to our sponsor Campus Management for sponsoring today’s event. And to you our audience, of course. Thank you so much for joining for us. I hope you found today’s web seminar informative and useful to you.