The National Student Clearinghouse (NSC), founded in 1993, focuses on facilitating the exchange and understanding of student enrollment and performance data through various committees and services. Their StudentTracker provides comprehensive data on college enrollment, graduation, and trends affecting student mobility. NSC aims to help educational institutions improve retention and completion rates while respecting data privacy and providing benchmarking capabilities for better educational outcomes.

1. Naviance Summer Institute
Rick Torres
CEO/President
July 12, 2012
1
7/13/2012

2. Quick Facts
 National Student Clearinghouse founded in 1993
– 501(c)(6) non-profit organization
– 15 member Board of Directors comprised of leaders in postsecondary
education, K-12 education, research and education finance
 National Student Clearinghouse Research Center created in 2010
– 501(c)(3) non-profit organization
– 11 member Board of Directors comprised of research experts from
postsecondary education, K-12 education, and multistate
organizations
 Advisory Committees
– Data Access Advisory Committee
• Provides guidance on use of data and research
– Clearinghouse Advisory Committee
• Provides guidance on institutional burdens and how NSC can help
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3. The Non-Profit Philosophy – NSC’s Mission
We serve the education community
by facilitating the exchange and
understanding of student enrollment,
performance and related information.
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4. Enrollment Reporting Participation
U.S. Enrollment % with % NSC
Institution Type by Sector per NSC Active*
IPEDS (in millions) Contracts*
2 Year Public 7.1 99.1% 97.5%
4 Year Public 7.8 99.6% 98.8%
Total Public 14.9 99.3% 98.2%
2 Year Private 0.05 45.7% 33.0%
4 Year Private 3.9 96.7% 92.3%
Total Private 3.9 96.1% 91.6%
Total Private and Public 18.8 98.7% 96.8%
4 Year For-Profit 1.5 87.8% 70.6%
2 Year For-Profit 0.3 41.9% 18.3%
Total For-Profit 1.8 79.5% 61.2%
Total 20.7 97.0% 93.6%
*Percentages based upon enrollment of institutions, not number of institutions
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5. Clearinghouse Data
Our data is
Complete All enrolled students
Data is received at least 4
Current times each enrollment period
Not bound by state boundaries
Comprehensive or institutional sponsorship
Authentic, not survey or
Conclusive anecdotal
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6. StudentTracker
A cost effective way to replace
survey and anecdotal
information with documented
enrollment and degree data
Confidential Copyright NSC 2010 6

7. • Nationwide college enrollment and graduation totals for your
high school or district
• Summaries by high school of your alumni’s initial college
choices after graduation, current college enrollment, and
college graduation
• All types of post-secondary institutions: in-state, out-of-state,
two-year, four-year, public, private, trade school, vocational,
etc.
• Eight years of enrollment and graduation history at no
additional cost
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8.  We ran 13,233 files all in.
 HS originated files covered 12,365,700 students
 PSED Colleges originated reports: 48,290,777
 All other: States, Systems etc.: 105,808,957
 Total students researched: 166,465,434
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Confidential NSC 2011

10.  Baltimore County Schools: Dr Joe Hairston
 Montgomery County Schools: Jerry D. Weast
 Chicago Public Schools : Arne Duncan
 College Summit: Changing college going rates in
low income areas.
 Naviance: Helping schools identify appropriate
education pathways for their students
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11. Montgomery County Annual Report
Confidential
Copyright
NSC 2010
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12. I.e.: Sample of Montgomery Cty Performance Targets
Confidential
Copyright
NSC 2010
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13. • StudentTracker is Compliant with FERPA
• (Family Educational Rights and Privacy Act)
• FERPA (privacy) blocks are respected
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14. NSC: Access to the data you
need to provide the best
guidance for your students
It’s getting increasingly more complicated to
keep track of what students are doing once
they leave HS and move into higher education

15. Background: Higher Ed Associations
The Completion Agenda
• The top challenge ahead for many provosts
is improving retention and completion rates,
but this is much more a priority in two
sectors that have been the focus of criticism
on this issue (community colleges and for-
profit higher ed) than it is in other sectors.
• Very strong majorities of provosts applaud
the "completion agenda" -- the push to get
colleges and universities to increase efforts to
retain and graduate students. But there are
also minorities of provosts who -- while
applauding the agenda overall -- fear that it
is discouraging them from admitting "at
risk" students, and who worry that too much
attention has shifted to short-term programs.
7/13/2012 Confidential Jan12 Board Meeting 15

16. Accountability: One public example
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17. Students are increasingly mobile creating a logistical
issue for schools, systems and policy makers
College Board SAT test takers who
enroll out of state 2010 (source NSC)
DC 83.40%
Vermont 51.50%
New Hampshire 50.80%
Connecticut 48.40%
Alaska 45.80%
New Jersey 41.50%
Hawaii 40.30%
Delaware 37.10%
Rhode Island 36.80%
Idaho 36.50%
Minnesota 35.50%
Maine 34.80%
Massachusetts 34.80%
Maryland 34.50%
Illinois 34.40%
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US TOTAL 21.17%
Confidential Jan12

18. Our second Signature Report dives into mobility behaviors
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19. Our second Signature Report dives into mobility behaviors
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20. One of the most interesting discoveries was the reverse
transfer rate being higher then previously thought
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21. 7/13/2012 21

22. Full Sail University and University of Florida endorse
educational collaboration ….blending of learning.
The University of Florida and Full Sail University boards have
endorsed a collaboration to create more educational and career
opportunities for students at both schools in media, technology
and entertainment…with the aim of establishing Central and
North Central Florida as a national leader for entertainment
business and technology.
 “It just makes sense for institutions to share their assets in
order to benefit their students,” Machen said. “UF and Full Sail
each have fields in which they excel. Why not make it easier for
students to have the best of both worlds?”
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Confidential Jan12

23. The long term trend could be that a growing
number of students adopt a non-traditional model
UNIV OF PHOENIX FOR PROFIT
UNIV OF PHOENIX
LAUNCHES ON- “CRACK DOWN”
PERCENT OF PSED ENGAGED IN
FOUNDED
LINE EDUCATION
DISTANCE LEARNING
15%-20% Coursera,
1989
? Stanford,
1976
MIT
BRICKS AND MORTAR BASED LEARNING
BRICKS AND
MORTAR BASED
?
LEARNING
60’s 70’s 80’s 90’s ’00 ’10 ‘20
DECADES 7/13/2012 23
Confidential Jan12

24. Summarizing…
• Evolving completion and success definitions…shouldn’t K-12 outcomes
and guidance reflect what is happening in PSED…at a minimum?
• Increasing student mobility
Evolving student
• Multi-institutional collaborations
educational pathways
• Distance learning
NSC solves for
All outside SLDS but integral all of these
to the outcomes discussion issues
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25. Benchmarking Report
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26. Divide schools/ districts by appropriate factors that make comparisons within cells relevant
Socio-economic indicator
These axis
(i.e.: Percent of class on free or reduced lunch)
are only
examples to
help illustrate
the concept
???
Rural/urban?
$ spent per student
(Low$ to High $)
Size of Freshman Class
(small to large)

27. Within a cell one can then look to populate with 25 to 30 districts/schools (at a minimum)
Socio-economic indicator
(i.e.: Percent of class on free or reduced lunch)
???
Rural/urban?
$ spent per student
(Low$ to High $)
Size of Freshman Class
(small to large)

28. These schools/districts can be compared across different criteria and broken into deciles,
quintiles or whatever works best)
Socio-economic indicator
Assume a (i.e.: Percent of class on free or reduced lunch)
comparison
of college
access rates
over time ???
Rural/urban?
90%
80%
70%
60% School A
50% School B
40% School C
$ spent per student 30% School D
(Low$ to High $) 20% School E
10% School F
0% School G
Class of 2006
Class of 2007
Calss of 2008
Class of 2009
Class of 2010
Class of 2011
Class of 2012
School H
Size of Freshman Class
(small to large)

29. You can begin to look at trends and best practices among like schools. Connecting them
to each other in a private manner
Assume a
comparison High
of college
90% performing
access rates 80%
over time 70%
On the decline
60% School A
School B
50%
School C
On the rise
School D
40%
School E
30% School F
Can the low School G
20%
and high School H
performers 10%
get together Low
0%
and compare Class Class Calss Class Class Class Class
performing
of of of of of of of
2006 2007 2008 2009 2010 2011 2012

30. This same study can be conducted cell by cell….
Socio-economic indicator
(i.e.: Percent of class on free or reduced lunch)
???
Rural/urban?
$ spent per student
(Low$ to High $)
Size of Freshman Class
(small to large)

31.  Benchmarking within cells is critical to discover best
practices that are relevant given district/school constraints
 The Clearinghouse can enable this interaction cost
effectively
 The ability to define best practices by cell is the first step to
creating a sustainable roadmap to improving educational
outcomes

32. 1. Data Owners (students) maintain privacy
control of their data.
2. Cost effective public dollars spending
3. Sustainable platform
4. Non-Advocacy and neutrality
5. Innovative reporting capabilities
6. National benchmarking capabilities
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33. We look forward to working with you!
Thank you!
Rick Torres CEO/President National Student Clearinghouse
rtorres@studentclearinghouse.org
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