1. Managing Student Relationships (CRM) to Drive Retention Track 3: Enterprise Systems Wednesday, April 21 4:30 pm – 5:15 pm EDUCAUSE Midwest Regional

2. Managing Student Relationships (CRM) to Drive Retention2 WARNING Copyright DePaul University, 2004. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

3. Managing Student Relationships (CRM) to Drive Retention3 Presenter #1 Fr. Kevin Collins, C.M. Assistant Vice President, Student Affairs DePaul University Presenter #2 Gazala Siddiqi Project Manager, Student Affairs DePaul University Presenter #3 Andrew Drefahl Manager of CRM and KM Technology, Information Services DePaul University

4. Managing Student Relationships (CRM) to Drive Retention4 Andrew Drefahl Andy has over 13 years of CRM experience in both B2B and B2C environments. Prior to joining DePaul University, he conducted CRM strategy engagements for consumer packaged goods, retail, healthcare and manufacturing clients. He has led the development of a global professional services CRM strategy offering on loyalty and retention and developed innovative CRM strategies focused on delivering and measuring the exchange of value between clients and their customers. Clients included General Mills, SC Johnson, a premium coffee manufacturer, a premium paper manufacturer, Harley Davidson, and McKesson. DePaul University is using PeopleSoft CRM 8.8, tools 8.43, and has deployed marketing and online marketing modules. We are currently evaluating correspondence management, 360 degree view, call center, support, field service and mobile field service. Kevin Collins BA Philosophy; MA Religious Ethics and M Divinity. Pastoral work in inner city and rural parishes then teaching and dean of students positions in a Roman Catholic seminary. I came to DePaul to serve in its "mission and values" office, the keepers and promoters of the university's brand, and now serve the same in student affairs, where the charge is to deliver on the promise of Personalism — efficient and individualized attention to the students to respect and enhance their total academic experience. Gazala Siddiqi Gazala has been at DePaul for five years. She works as a Project Manager for technology initiatives in the Division of Student Affairs. Previous to this position, Gazala has served as Systems Analyst and Assistant Portfolio Manager at Bank One. She holds a bachelor's degree in Mathematics and an MBA from Illinois Institute of Technology. She is currently pursuing a master's degree in E-Commerce Technology at DePaul University.

5. Managing Student Relationships (CRM) to Drive Retention5 Synopsis DePaul University, the largest Catholic university in the United States, has developed insight into CRM in Higher Education through the implementation of PeopleSoft CRM (Marketing and Online Marketing). Your take-away for attending this session is in-depth insight into which commercial CRM strategies and techniques transfer effectively into Higher Ed and which require further translation and validation. CRM is one of the biggest opportunities on our strategic agenda and we are glad a Higher Ed dialog is now open. We openly embrace collaborators in hopes of broadening the industry knowledge base around CRM. Thanks for coming.

6. Managing Student Relationships (CRM) to Drive Retention6 Agenda DePaul University Is CRM a Technology or a Way of Thinking? Our Approach to CRM The Implementation Measurement and Reporting Technical Architecture Scaling the PeopleSoft CRM Learning Curve Lessons Learned

7. Managing Student Relationships (CRM) to Drive Retention7 Distinguishing Characteristics DePaul University CATHOLIC religious pluralism critical moral scholarship VINCENTIAN respect for the individual service to the community URBAN commitment to the city commitment to diversity Student Affairs ADVOCACY FOR STUDENTS Academic & personal goals Resources & interventions DIVERSITY Minority retention & graduation Multiculturalism & tolerance STUDENT DEVELOPMENT Holistic: intellectual, spiritual, emotional and physical growth STUDENT SERVICE Maximize student success Minimize potential impediments

8. Managing Student Relationships (CRM) to Drive Retention8 Fall 2003 Enrollment: 24,691 New students vs Degrees awarded Spring 2003: 6050 vs ~4500 Undergrads –10,314 (full time) –1,660 (PT) –3,272 (Non-package) –~35% 1 st Year are first generation to college All students: 60% > 23 years old

9. Managing Student Relationships (CRM) to Drive Retention9 Locations Main Campuses –LOOP (11,000): downtown Chicago –Lincoln Park (8,500): Chicago neighborhood –Barat (700 undergrad) + (300 grad): suburban Lake Forest, IL Suburban satellites: Naperville (west), O’Hare (NW), Oak Forest (S), Rolling Meadows (far NW)

10. Managing Student Relationships (CRM) to Drive Retention10 Schools & Fall 2003 Enrollment Liberal Arts & Sciences (6,823) Commerce (6,591) Computer Science (3,867) Education (2,804) School for New Learning (2,768) Law (1,031) Barat College (679) Music (360) Theatre (340)

11. Managing Student Relationships (CRM) to Drive Retention11 Could CRM Help ? 130 undergrad & grad programs Highest MA enrollment in Illinois – largely commuter 60,000 + alums in Chicago Endowment $180 million on 7/1/2000 1999 & 2003 ranked #1 by Princeton Review on student happiness: “Hot. Trendy. Beautiful. Diverse. Cool.”

12. Managing Student Relationships (CRM) to Drive Retention12 Customer Relationship Management (CRM) Definition CRM is a customer-focused business philosophy designed to effectively create experiences that attract, acquire and retain customers To realize the benefits, enterprises must implement collaborative processes and technologies that support customer interactions throughout all channels.

13. Managing Student Relationships (CRM) to Drive Retention13 CRM definition People - Belief that your customers and employees are your most important asset and that long-term survival depends on these relationships. Process - Structuring your organization and business processes to support the culture. Technology - Automating and integrating business processes to capitalize on the culture.

14. Managing Student Relationships (CRM) to Drive Retention14 Hypotheses 1. DePaul has not scaled its ability to manage an increasingly complex student relationship. DePaul’s interaction with students using new media is not state of the art. Learning from students, and personalizing interactions through web, email, cell phones, wired & wireless messaging could be improved. 2. Student retention is sensitive to a number of influences, particularly: Academic Challenge, Student Engagement and Financial Ability National Survey of Student Engagement (NSSE) research shows five clusters of student engagement activities are linked to desired outcomes of college –Academic Challenge –Active and collaborative learning –Student-faculty interaction –Enriching educational experiences –Supportive campus environment

15. DePaul Relationships Prospect Experience Orientation Experience Academic Experience Non-academic Experience Alumni Experience Recruiting Experience On-boarding Experience Career Development Experience Transaction/Interaction/Classroom Experience Ex-faculty Experience Recruiting Experience On-boarding Experience Career Development Experience Transaction/Interaction Experience Ex-employee Experience STUDENT FACULTY STAFF Data Demographics, Surveys, Permissions, Technical Profile, Needs Transactions Interactions Experience Layers Brand/Creative Navigation/Content Transaction/Interactions Analysis / Reporting Messaging & Communication Transitions Knowledge, Action

16. Managing Student Relationships (CRM) to Drive Retention16 Strategic Questions How can we can improve retention and graduation? What changes would we need to make to improve our ability to manage student relationships? –Infrastructure –Organization –Policy –Process –Programs Where would we start? What’s it worth? –In terms of Vincentian Mission & Values? –The DePaul Brand? –Financially? What is our ability to implement CRM? How and when will we know if we’re successful? What is the cost of not acting at all?

17. Managing Student Relationships (CRM) to Drive Retention17 Short Answer Increasing DePaul University’s Sophistication in Managing Student Relationships presents: An opportunity to make good on the DePaul promise of Vincentian Personalism A chance to intentionally target populations with programs and services to improve retention and graduation The ability to adapt to new student trends and continuously learn how to improve the DePaul Experience Potential for increased revenue through retention Business Case with NPV $1.4 Million

18. Managing Student Relationships (CRM) to Drive Retention18 Program focused on creating a positive first year experience for students of color Key points –Manages student relationships through: Student “peer-mentor” interactions Staff interventions –Monitoring academic progress –Proven track record at improving retention STARS Students Together Are Reaching Success

19. Managing Student Relationships (CRM) to Drive Retention19 Behavior Influence Diagram

20. Managing Student Relationships (CRM) to Drive Retention20 Online STARS Dialogs will Focus Initially on a Few Relationships in a Complex Set Advisors Staff Faculty Students Peer Mentors Second Wave Initial Wave Family

21. Managing Student Relationships (CRM) to Drive Retention21 CRM Dimensions Invitation –Email –Potential for Text Messaging Intervention –Individual –Integrated Involvement –eNewsletter –Redirects, Deep-linking Assessment –Correlation –Group & Individuals

22. Managing Student Relationships (CRM) to Drive Retention22 Dialog Process Flows Invitation –Email –Survey Possible Intervention Set Expectations –Reminder Email Involvement –Weekly Email Newsletter Dynamic content Redirects, Deep-linking Assessment –Email –Survey

23. Managing Student Relationships (CRM) to Drive Retention23 STARS Campaigns TimeframeCampaign Description October, 2003Stress Test: How are you adjusting to Life at DePaul? December, 2003Winter Campaign: Are you registered for next quarter? January, 2004Winter Campaign II: Non Responders of the December Campaign February, 2004Weekly eNewsletter February, 2004How am I Interacting with my Professors? Match responses to corresponding one’s by the Professors

24. Managing Student Relationships (CRM) to Drive Retention24 Invitation e-mail

25. Managing Student Relationships (CRM) to Drive Retention25 Stress Questionnaire

26. Managing Student Relationships (CRM) to Drive Retention26 Thank you! e-mail

27. Managing Student Relationships (CRM) to Drive Retention27 High Stress Alert

28. Managing Student Relationships (CRM) to Drive Retention28 Newsletter

29. Managing Student Relationships (CRM) to Drive Retention29 Interaction Measurement – Invitation (72 hours Post Launch) MeasureMetricResultsComments Audience Size# students226 Complete STARS student participant roster Response RatePercent completing survey 50% High response rate is indicative of familiar program, however, complete participation is the goal, this spawns several hypotheses: * It is harder to connect with them through the clutter of electronic media than expected * The non-responders are not active participants in STARS communications * The students not responding are in some way unlikely to respond to electronic communications at all – due to lack of access or a channel preference Average Character Count Open Ended Question Numeric50 High average word count indicates that the respondents were highly engaged by the combination of the question, the survey topic and program context. The responses were full sentences, and actually the 64 character limitation prevented this count from being higher.

30. Managing Student Relationships (CRM) to Drive Retention30 STARS First Campaign Analysis There were 47 High Stress Alerts 12 immediate interventions 3 students that were actively considering transferring out of DePaul 2 decided to stay after receiving assistance: 1 with financial, 1 with social issues The timeframe for normally discovering and addressing these interventions was compressed from 3 weeks to a few days. The simple survey mechanism is unexpectedly serving as an early detection mechanism for students in dire need of intervention.

31. Managing Student Relationships (CRM) to Drive Retention31 How do you feel right now about your transition into college life? “Not really a problem, couple things here and there. That's it.” “I feel like I have successfully made the transition.” “I think I've transitioned into the atmosphere pretty well” “It's been a rough start but I'm doing much better.” “I think that I am doing fine. It is a little stressful though.” “fun but could use some help doing things” “My transition into college life has been a roller-coaster for me” “not too well” Candidates for Excellence?Make ContactImmediate Intervention

32. Managing Student Relationships (CRM) to Drive Retention32 Why CRM? 86% Commuter Students Adult Student campus time is limited Facilitating Advising is crucial Targeted Dialogs with students can help deliver on the promise of Vincentian Personalism.

33. Managing Student Relationships (CRM) to Drive Retention33 Two Fronts Continue with STARS and expand to other Student Affairs programs. Develop Adult, Commuter CRM strategy, beginning with a conversation with several colleges.

34. Managing Student Relationships (CRM) to Drive Retention34 So, is this a good idea? Criteria? –Compelling business value Mission & Values Financial Evaluation –Compelling customer (student) value –Ability to Execute Organizational skills and structure Technology infrastructure

35. Managing Student Relationships (CRM) to Drive Retention35 Financial Model Table I: Financial Impact of Retention Improvement Retention LiftStudent Group Student Count % of Grou p NPV* Undergraduate Freshman Students High4.0%STARS Participants 50025% Medium2.0%At Risk 30015% Low1.0%Disconnected 1508% No0.0%Balance 1,05053% 2,000100% Graduate Students No0.0%Graduate 8,000 TOTAL $ 1,208,723.21 * NPV of net operating profit

36. Managing Student Relationships (CRM) to Drive Retention36 DePaul Exhibits the Ability to Execute – with Improvements in New Tools, Capabilities and Processes Policy –Legal review does exist for some content on some websites, but needed for other forms of electronic communications with students Skills & Capabilities –Current IS resources exhibit depth and breadth of experience with PeopleSoft –Functional teams are proficient in designing and producing communications –Student Communication Management Process Needed –Student Data Quality Improvement Process Needed Infrastructure –CRM prototype is slated to Go Live on 10/15/03 –PeopleSoft CRM enables a high degree of CRM sophistication –Informatica reporting toolset deploying by 10/31/03 Knowledge –The organization currently possesses the knowledge to impact retention via building relationships with students, just without a great deal of technology and measurement –An Organizational Knowledge Management Process is Needed around Student Relationship Management

37. Managing Student Relationships (CRM) to Drive Retention37 Policy Issues Need to Be Addressed Privacy –FERPA (Legal Principles) – Execution and ongoing operationalization, and application to new media channels, e.g. email –“Can Spam” Act mandates respect the individual – Opt-Out, Opt-In, Preference Memorization become the norm Operational Communications Model and Process –Publishing Student Information Directory Sharing Information Internally Sharing Information Externally –University-Student Communications Imagine every communication as a $1 note, how many would any one student want to get? Unlimited. But, do departments consider whether they are producing $1 notes or spam? Centralized Service –Architecture / Systems –Profile Management Decentralized Use –Training –Production model

38. Managing Student Relationships (CRM) to Drive Retention38 Skills & Capabilities DePaul possesses most of the skills required to execute CRM –Web Media Services – Hands on skills with interactive technologies, some email communications and marketing experience –Division of Student Affairs – experience managing co- curricular programs –OIPR – Strong Research Capability –IS – Experienced PeopleSoft shop, CRM technology strategy, data warehousing & BI, seasoned systems design, project management and maintenance capabilities Lacking –Consistent tracking and measurement around student communications –Student Data Quality is suspect, managed greatly in “shadow systems” without tight systematic controls or synchronization with core PeopleSoft Student Records

39. Managing Student Relationships (CRM) to Drive Retention39 Technology Infrastructure DePaul Procured PeopleSoft CRM Module –Online Marketing –Customer Support –Help Desk –Multi-channel Communications –And many more … R&D Lab for Rapid Prototyping New University Reporting Toolset (Informatica) Live on October 31

40. Managing Student Relationships (CRM) to Drive Retention40 Team Structure & Roles IS Administrative Services Program (S.T.A.R.S.) Division (Student Affairs) Infrastructure Development Policy Strategic and Creative Services Process Orchestration Training & Communication Student Experience Relationship Strategy Outcomes – Retention to Excellence Develop Content Tactical Execution University Wide: Data Quality, Measurement, Adaptation Funding

41. Managing Student Relationships (CRM) to Drive Retention41 CRM Architecture

42. Managing Student Relationships (CRM) to Drive Retention42 Reporting: We modeled Informatica Reports after PeopleSoft CRM 8.8 Online Marketing Analytics

43. Managing Student Relationships (CRM) to Drive Retention43 Reporting: Data Flow CR M Prod CR M Dev Browser Based Informatica Report Informatica Report Definitions And User Account Administration

44. Managing Student Relationships (CRM) to Drive Retention44 PS CRM Footprint

45. Managing Student Relationships (CRM) to Drive Retention45 Scaling the PS CRM Learning Curve The Challenge How do we learn about what we own? How do we know what module / method best fits the problem? MethodSpeed 1-5, 5 fastest Depth 1-5, 5 deepest Cost 1-5, 5 least costly Required? Intra-Departmental (IS) Collaboration 555√ PeopleSoft Website (Technical Info) 535√ PeopleSoft Documentation (PeopleBooks, Other Published Books, PeopleSoft Global Services and other internal PS documentation, etc.) 455√ Experiential learning 352√ PeopleSoft Product Team Demos 335√ Global Service Center (support) 335√ Non-PS technical forums, list serves 325√ DePaul Development Instance 254√ PeopleSoft Education (Technical) 252√ Relationships with PS Product Management 244√ PeopleSoft Global Services Consulting 551 Experts (Gartner, Other Consultants, etc.) 252 Other PS Users 234 Industry Organizations, SIGs, Conferences and Publications (EDUCAUSE, HEUG, PS CONNECT, etc.) 131

46. Managing Student Relationships (CRM) to Drive Retention46 Current CRM Initiatives Student Affairs Continuation and Expansion Graduate Admissions Proactive Academic Advising Financial Aid Communications and Advising Alumni Experience

47. Managing Student Relationships (CRM) to Drive Retention47 Lessons Learned Challenges: –keeping people focused on maintaining empathy with the student (customer centrism) – Finding a balance between one-off individualism and a mass approach (Vincentian Personalism) –Overcoming the inertia in serving every student the same –CRM at first seems like something extra, when it is imperative we make it the core to the institution Solutions –Develop business case, clarifies the importance and priority for resources and attention –Start small. learn. iterate. grow. –Focus on measurement and outcomes early in the process, and throughout the implementation and execution –Dialog development adds clarity in process mapping and project planning, start thinking in these terms immediately, e.g. ad libbing versus writing a screenplay –Patience, change management takes time, especially in entrenched culture

48. Managing Student Relationships (CRM) to Drive Retention48 Conclusion CRM techniques apply to Higher Education, but this industry needs some translation to get started. Adoption of CRM as way of thinking (not a technology) faces both technical and organizational challenges, just like CRM in the commercial world. Kevin Collins Assistant VP, Student Affairs kcollins@depaul.edu 312.362.6608 Gazala Siddiqi Project Manager, Student Affairs gsiddiqi@depaul.edu 312.362.8451 Andrew Drefahl Mgr of CRM and KM Technology adrefahl@depaul.edu 312.362.6511