Worldwide/Online Student Success Year in Review

Embry-Riddle Aeronautical University

WORLDWIDE/ONLINE

2024 - 2025

STUDENT SUCCESS YEAR IN REVIEW

Vice Chancellor’s Message

2024-25 Highlights

A MESSAGE FROM THE VICE CHANCELLOR

Student Success at a Glance

C OAS Advising

COA Advising

COB Advising

Advising Operations & Training

Strategic Initiatives

Site Operations

As we reflect on this past year, I’m proud to share how our collective commitment to student-centered innovation has transformed the student experience across the Worldwide Campus. Guided by Embry-Riddle’s mission and strategic pillars, our vision for 2024-2025 centered on deepening engagement, enhancing retention and ensuring every student has the tools and support to reach their goals. The progress we’ve made this year reflects the dedication of a community united by a single purpose: to ensure every student thrives. I am deeply grateful to our faculty, staff and partners who continue to push boundaries, embrace innovation and champion student success. Together, we are shaping a future that remains true to our mission while boldly embracing what’s next. With gratitude and pride,

Scheduling Department

Military & Veteran Services

Decision Support Services

Leadership Team

Embry-Riddle Aeronautical University Worldwide Student Success 1 Aerospace Boulevard | Daytona Beach, Florida 32114

worldwide@erau.edu | worldwide.erau.edu

James Pepin Vice Chancellor, Worldwide Student Success

ONE TEAM, ONE GOAL: STUDENT SUCCESS

2024 - 2025 HIGHLIGHTS

MEASURABLE IMPACT The 2024-25 academic year marked a period of measurable progress and innovation across the Student Success Department. In alignment with Embry-Riddle Aeronautical University’s Strategic Plan, this year’s accomplishments directly advanced the five strategic pillars: enhancing the student experience, driving enrollment and retention strategies, supporting academic excellence, expanding research and innovation and deepening philanthropic engagement. The following highlights demonstrate the department’s commitment to cultivating a dynamic, responsive student support infrastructure that propels academic success and reinforces the University’s role as a global leader in higher education. Highlights from 2024-2025 s Classroom Experience Survey — Implemented a structured feedback system that gave students a voice in shaping their learning environments, resulting in increased engagement and responsiveness. s HyFlex Offerings Expansion — Expanded to 162 course registrations across 45 sections at 28 sites, increasing flexibility and accessibility for our diverse student body. s First-Week Student Outreach — Launched a proactive advisor engagement initiative during students’ first week, resulting in stronger persistence and early connection. s Milestone in Communications — Surpassed 100,000 student text messages sent, reinforcing the power of timely, personalized outreach in driving retention. s Road to Graduation Initiative — Resolved scheduling obstacles through targeted analysis, ensuring students could maintain momentum toward timely graduation.

s VA Excellence — Completed 15 audits with zero findings and improved administrative processes, protecting benefits and enhancing support for our military-affiliated students. s USNCC & SkillBridge Growth — Increased enrollment and retention in key programs, reaffirming our position as a leader in supporting service members and veterans.

LOOKING AHEAD

As we move forward, our focus sharpens through the lens of Back2Basics 2025 — a call to realign with the core principles that have made our success possible. Built on the five pillars of Expectations, Training, Engagement, Sustainability and Leadership, this initiative reflects our commitment to consistency, clarity and student-centered excellence. Strategic Priorities for the Year Ahead s Deepen Advisor-Student Connections — Equip advisors to serve not just as guides, but as mentors who understand each student’s aspirations and journey. s Enhance Data-Informed Decision Making — Expand predictive analytics to identify and support at-risk students with earlier, more targeted interventions. s Advance One-Stop Support — Minimize departmental handoffs by empowering staff with broad-based knowledge to efficiently serve student needs. s Strengthen Cross-Department Collaboration —

Align teams under a unified vision of “One Team, One Goal: Student Success,” creating seamless experiences and shared outcomes.

STUDENT SUCCESS AT A GLANCE

GENERAL STATISTICS

Grounded in Embry-Riddle’s Strategic Plan, the team advanced key initiatives that enhanced the student experience, improved retention and expanded access to personalized support. The following highlights reflect a year of growth, innovation and impactful student engagement across our global campus network.

In 2024-25, the Worldwide Department of Student Success delivered meaningful, measurable progress in support of student outcomes.

DATA RUNDOWN BY GENERATION

GENERATION

HEADCOUNT

REGISTRATIONS COURSE TAKE RATE

CGPA

Traditionalists

4.00

3.92

Baby Boomers

113

348

3.08

3.64

Generation X

1,630

6,039

3.70

3.54

Generation Z

7,666

34,457

4.49

3.38

Millennials

11,041

46,080

4.17

3.50

DATA RUNDOWN BY CLASSIFICATION

CLASSIFICATION

HEADCOUNT

REGISTRATIONS COURSE TAKE RATE

CGPA

Freshman

2,798

7,782

2.78

2.91

Sophomore

3,589

14,353

4.00

3.32

Junior

3,890

18,963

4.87

3.47

Senior

4,405

26,760

6.07

3.58

Graduate

4,955

17,188

3.47

3.65

Not-Classified

841

1,882

4.25

3.46

ADVISING STATISTICS

AVERAGE CLASS SIZE

21 Undergraduate 17 Graduate

137,656 Salesforce Cases created and answered 3,519 Advisor and student counseling sessions 29,349 Advisor inbound phone calls from students 29,745 Advisor outbound phone calls to students 223 Average number of students assigned to each advisor

AVERAGE TIME TO DEGREE COMPLETION

51 Months Undergraduate 33 Months Graduate

AVERAGE TIME TO DEGREE COMPLETION

56 Months Active Duty Military 53 Months Civilians 57 Months Veterans

ENDLESS Support from Embry-Riddle advisors

COLLEGE OF ARTS & SCIENCES ADVISING

INITIATIVE SPOTLIGHT: MOGLI SMS TEXTING PLATFORM

CULTURE OF EXCELLENCE: TEAM COLLABORATION AND INNOVATION

Executive Summary: In 2024-25, the College of Arts and Sciences (COAS) Advising team successfully piloted and launched Mogli, a text-based communication platform that significantly enhances real-time student engagement. Following its success, the initiative expanded to the entire Student Success Office (SSO) — Advising team by July 2024.

Executive Summary: The COAS Advising team cultivated a culture of motivation, support and continuous improvement in 2024-25. Registration periods transformed into energizing, team-driven challenges, elevating efficiency and morale. Year to date, the Undergraduate Team has achieved an impressive 8.54% increase in enrollments compared to the 2023-24 Academic Year. The Graduate Team is also seeing strong momentum with a 7.03% rise across the five major terms — and that’s with the May term still two months out!

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management s University Values: Collaboration, innovation, responsiveness to individual needs s University Mission Support: Personalized attention to student success across modalities

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience s University Values: Collaboration, commitment to excellence, teamwork

KEY ACCOMPLISHMENTS

s Created a positive, competitive environment that boosted registration engagement. s Encouraged advisors to contribute their expertise by serving on various Worldwide committees, fostering innovation and fresh perspectives across the organization. As a result, we now have an impressive seven advisors making meaningful contributions through active committee participation. s Reinforced interdepartmental collaboration and professional growth.

s Enabled advisors to deliver immediate, personalized student support via SMS. s Over 136,900 messages sent by March 3, 2025, reflecting strong adoption and operational integration. s Strengthened advisor-student relationships, increasing student responsiveness and overall engagement. FORWARD OUTLOOK: COAS Advising will continue monitoring usage metrics and student response trends to optimize communication workflows, ensuring the platform’s long-term value as part of the advising toolkit.

RECOGNITION AND LEADERSHIP

s COAS advisors actively contributed to university-wide initiatives, including the Employee Recognition Committee and the Combined Program Pathways Committee. s Helped foster a culture of appreciation and continuous process improvement university-wide.

COAS BY THE NUMBERS

MEMORABLE MOMENT: UNIVERSITY-WIDE LEADERSHIP IN ACTION

The COAS Advising team’s active role on the Employee Recognition Committee exemplifies their broader impact beyond advising duties. By celebrating colleagues’ contributions and strengthening cross- functional connections, the team has championed a culture of appreciation that uplifts morale and supports institutional cohesion. Simultaneously, their involvement in shaping the development of eight Worldwide Combined Program Pathways — along with additional pathways in partnership with the Daytona and Prescott campuses — underscores a strategic and future-focused commitment to enhancing student success through integrated, cross-campus collaboration and support. This collaborative effort is streamlining student transitions and enhancing academic pathways — laying the groundwork for systemic, student-centered reform.

Graduate 37.1% Undergraduate 62.9%

Freshman 9.7% Sophomore 14.6% Juniors 19.4% Seniors 18.0% Graduate 36.4% Not Classified 1.8%

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management s University Values: Ethical leadership, collaboration, innovative problem-solving

UNDERGRADUATE Headcount: 1,035 Registrations: 4,716 Average Course Take Rate: 4.56 Average CGPA: 3.40 GRADUATE Headcount: 612 Registrations: 1,863 Average Course Take Rate: 3.04 Average CGPA: 3.59

COAS STUDENT TESTIMONIAL

Darlene Maclachlan

College of Arts & Sciences M.S. in Human Factors

GOALS Short-term: Continue contributing to aviation safety through my professional work. Long-term: Remain an active part of the industry, applying the knowledge and skills gained from Embry-Riddle.

FUN FACT I collect action figures, love robotics and have been honored with multiple military awards. Living near General Atomics’ drone operations gives me a front-row seat to cutting-edge UAS technology. FUN FACT I am an avid mountaineer, cyclist and traveler. Growing up on an island in the Atlantic — only accessible by air or boat — gave me a deep appreciation for travel! A unique tidbit: I was a firefighter in my 20s and once responded to a call still wearing my flight attendant dress under my bunker gear — a department first!

Journey To Embry-Riddle Aviation has been my life for 37 years, spanning operational to regulatory roles. Inspired by my mother — a lifelong learner who encouraged us to expand our abilities through education — I reached a point in my career where I wanted to further contribute to aviation. At age 57, I enrolled in the Human Factors Certificate program at Embry-Riddle, with no intention of pursuing another degree. But I enjoyed it so much that I decided to complete the full master’s program. Navigating the registration process and mapping out requirements for both my certificate and master’s degree was made seamless by my advisor, Faith Torres. Faith’s willingness to patiently answer my many, many questions with professionalism and care truly alleviated any stress. Her guidance was instrumental in my academic journey. Student Experience Despite repeatedly telling myself I didn’t need another degree, I found the program enriching and valuable. I thoroughly enjoyed engaging with my cohorts and benefited greatly from advisors who encouraged me to share my real-world experiences with others. Faith Torres was a steady, supportive presence throughout, making the experience positive from start to finish.

Impact of Embry-Riddle Throughout my career as a regulator — conducting inspections, audits, assessments and investigations — I’ve experienced many learning moments, but Embry-Riddle pushed me outside my comfort zone and improved my skills in advancing aviation safety. It’s been one of the most influential learning experiences of my career, and I actually apply what I’ve learned daily in my professional work.

COLLEGE OF AVIATION ADVISING

Resolved Curriculum Barriers s Corrected prerequisite misalignments in B.S. in Software Engineering, M.S. in Aerospace Engineering and M.S. in Airworthiness Engineering (Engineering Management specialization), supporting ABET accreditation readiness and program integrity. s Created a college-specific Salesforce template folder to centralize advisor resources and promote consistent messaging to students. Enhanced Collaboration and Knowledge-Sharing s POC advisors served as peer resources, improving internal knowledge flow across programs and colleges. s Strengthened interdepartmental communication with Financial Aid, Registrar, Instructional Design and RCTLE via regular meetings and collaborative engagement.

INITIATIVE SPOTLIGHT 1: ADVISING POINT OF CONTACT (POC) PROGRAM

Executive Summary: The College of Aviation (COA) Advising team launched the Advising Point of Contact (POC) Program to designate Subject Matter Experts (SMEs) across all aviation degree programs. This initiative established structured feedback loops with the college and enhanced internal advisor collaboration to improve scheduling, curriculum alignment and student progression. The program supports Embry-Riddle’s commitment to personalized advising and contributes directly to the Student Experience pillar by fostering timely graduation and improved academic support.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience s University Values: Collaboration, academic achievement and individualized support s Impact: Strengthened advising accuracy, accelerated graduation timelines and improved interdepartmental relationships

KEY ACCOMPLISHMENTS

Increased Course Availability s Added SYSE 500 to every term, resulting in a 128% increase in registrations. s Launched a special January offering of WEAX 327 to prevent graduation delays for 67% of affected students. s Introduced MSSS and UASE 501 courses in May 2025 to support student progression, avoiding gaps for 10% of MSSS students and nearly 33% of Airworthiness Certificate students. s Conducted targeted outreach for UNSY 321, enrolling 50% of identified students for March 2025.

COA BY THE NUMBERS

INITIATIVE SPOTLIGHT 2: COMBINED PROGRAM PATHWAYS (CPP) COMMITTEE

Executive Summary: The Combined Program Pathways Committee (CPP) was formed to streamline dual-enrollment advising between undergraduate and graduate programs, particularly across the College of Aviation and the College of Arts & Sciences. This initiative aims to increase advisor preparedness, promote graduate program awareness and improve student retention and progression through clearer academic pathways.

Graduate 20.6% Undergraduate 79.4%

STRATEGIC ALIGNMENT

Freshman 18.1% Sophomore 18.5% Juniors 18.2% Seniors 22.4% Graduate 20.2% Not Classified 2.5%

s Strategic Pillar: The Student Experience s Forward-Looking Focus (2025-26)

Conduct a holistic review of barriers for at-risk students, including institutional challenges and individual obstacles Promote retention through equity-minded, student centered advising improvements.

KEY ACCOMPLISHMENTS

Advisor Training and Resource Updates s Delivered cross-college training to all 7 Associate Director Advising teams and shared presentation with EU/PACOM and F1 Advising, strengthening advisor knowledge of CPP structure and value. s Collaborated with the Registrar to revise the advising guide and ensure consistency in program descriptions across platforms. Operational Improvements s Finalized a streamlined process allowing undergraduate students to transition to graduate enrollment in under half the previous time frame — from about 15 to 5 days — enabling timely registration. s Proposed implementation of a ZCP Service Indicator (in progress) to flag student interest prior to eligibility. Student Engagement Tools (In Progress) s Developing a CPP student information letter to enhance program visibility and proactive engagement.

UNDERGRADUATE Headcount: 10,765 Registrations: 48,738 Average Course Take Rate: 4.53 Average CGPA: 3.40 GRADUATE Headcount: 2,801 Registrations: 9,548 Average Course Take Rate: 3.41 Average CGPA: 3.63

COA STUDENT TESTIMONIAL

Vegas Monroe

College of Aviation, B.S. in Aeronautics (Uncrewed & Autonomous Systems) Veteran, U.S. Navy

GOALS Short-term: Continue developing drone and robotics expertise. Long-term: Become a U.S. Navy Aerospace Engineering Duty Officer, earn a Ph.D., and give back by supporting future students from my community.

FUN FACT I collect action figures, love robotics and have been honored with multiple military awards. Living near General Atomics’ drone operations gives me a front-row seat to cutting-edge UAS technology. FUN FACT I collect action figures, love robotics and have been honored with multiple military awards. Living near General Atomics’ drone operations gives me a front-row seat to cutting-edge UAS technology.

Journey To Embry-Riddle I grew up in the rural area of Quincy, FL, where my passion for aviation and technology first took flight. Twenty years after high school and five years of active-duty service in the U.S. Navy — gaining experience in security, avionics, and ceremonial leadership — I found my path leading to Embry-Riddle. After completing a NASA internship through the DoD SkillBridge program, I earned my Associate of Science in Aeronautics at Embry-Riddle and am now finishing my Bachelor’s degree in Aeronautics, all while working full-time at Lockheed Martin and serving in the Navy Reserves. Next, I plan to pursue my Master’s in Aeronautical Engineering and join the Navy officer program to become an Aerospace Engineer Duty Officer. Student Experience At 38, returning to school while balancing a career, military obligations, and family life has been a challenge that often left me questioning if I was on the right path. I found myself in what felt like a midlife crisis, stressed about whether staying in aviation was the right long-term decision and if my academic plan truly aligned with my goals. Throughout this journey, I constantly leaned on my advisor, Anise Walker, for guidance — not just academically, but personally and professionally. I probably bothered her more than most students, but she was always patient, relatable, and incredibly easy to open up to. Whether I was overwhelmed with course planning, doubting my career direction or struggling to balance school with family and military service, Anise consistently provided wisdom, realistic advice and encouragement. Her ability to listen, understand my challenges, and help me refocus on achievable goals made a tremendous difference in keeping me grounded and motivated.

Impact of Embry-Riddle Embry-Riddle’s world-class education, paired with the unwavering support of the advising team, has empowered me to advance in aerospace and defense while staying committed to my future ambitions. Courses on UAS and mission planning helped me design a wildfire detection drone system — an experience that truly applied what I learned. I am focused on becoming an Aerospace Engineering Duty Officer, pursuing a PhD, and giving back to my community by establishing scholarships for students in my hometown who aspire to pursue careers in the aerospace industry. I would not be where I am without both the academic foundation and the personal support I received along the way.

COLLEGE OF BUSINESS ADVISING

INITIATIVE SPOTLIGHT : ENHANCING AT-RISK STUDENT SUCCESS

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Academic and Faculty Excellence

Executive Summary: In 2024-25, the Advising team within the College of Business (COB) launched a proactive pilot initiative to support students identified as academically at-risk. The program integrated targeted outreach, early alerts and collaborative interventions to improve academic performance and retention. This initiative directly supports Embry-Riddle’s Strategic Pillars for The Student Experience and Academic and Faculty Excellence. The pilot program focused on providing structured, data- informed support to students enrolled in three undergraduate courses during the August term. Key stakeholders — 19 academic advisors, site directors, faculty — collaborated to monitor student performance and engagement at multiple checkpoints (2 weeks prior to the start of the term and at weeks 2, 4 and 8). To enhance student success and retention, this initiative proposes proactive faculty reporting and advisor follow-up at key points during the term, while advisors monitor student performance at strategic intervals in the term and reach out to the faculty as needed. This early intervention strategy aimed to provide timely and targeted support to students, particularly those at risk of under performing, thereby improving academic outcomes and retention rates. Key intervention points were identified at weeks 2, 4 and 8 of the term.

KEY ACCOMPLISHMENTS

s Supported 93 at-risk students across three undergraduate courses. s Increased engagement with academic support services. Faculty alerts prompted student engagement, followed by outreach to the instructor to ensure resolution. One of five students completed the action plan in week 4. s Improved midterm and final grades among participating students. Of the 93 students, 11 were identified as at-risk, with 3 not passing. Through targeted support and strategic monitoring, the pass rate improved by 27%. s Strengthened advisor-faculty collaboration around student retention. Week 2: Two students were identified as “at-risk” with a GPA below 2.5, and three Faculty Alerts were submitted, impacting three advisors. Week 4: Four students were identified as “at-risk” with grades below a C, prompting four Faculty Alerts. Students were encouraged to complete a personalized action plan; however, only one action plan was received. Week 8: No Faculty Alerts were submitted, despite five students having grades below a C. Additionally, five students were at risk with scores below 70%: BUSW 335 - 1, LGMT 430 - 4, BUAN 302 - 0, representing 4.4% of the 114 total enrolled students. Week 9: After targeted outreach, student grades showed a slight improvement: 74%, 44%, 74%, 95% and 52%.

KEY INTERVENTION POINTS

Actions Taken s Project Kickoff: Two weeks prior to term start, faculty and advisors were introduced to the pilot. Guidelines and resources were provided. s Week 2 Interventions: Execute initial outreach activities and resource awareness campaigns. s Week 4 Interventions: Conduct mid-term performance checks and initiate action plans. s Week 8 Interventions: Execute near-term end performance checks and update action plans. s Monitoring and Evaluation: Track progress and collect data on student performance and resource utilization.

COB BY THE NUMBERS

s Developed a custom Salesforce dashboard for ongoing progress tracking and early outreach. This pilot engaged 19 advisors who utilized the dashboard at key intervals — weeks 2, 4, 8 and after the term ended. As a result, 11 of the 93 students were identified as “at-risk” during the August term, prompting targeted interventions.

DEPARTMENT RECOGNITION

Graduate 33.4% Undergraduate 66.6%

2024-25 Team Achievements Executive Summary: The COB Advising team demonstrated exceptional commitment to student success through strategic outreach, data-informed advising and peer-driven knowledge development. s Piloted the At-Risk Student Success initiative. s Launched the BUAN Map to Major Scholarship to support academic planning and program commitment. s Created and delivered the Knowledge Pillar Series, a peer-learning program to upskill advisors and support continuous development. s Conducted targeted advising campaigns to improve enrollments and guide students through academic transitions. Approximately 654 students were contacted across nine outreach campaigns. However, conversion rates for individual campaigns were not tracked. Training and Development The Knowledge Pillar Series empowered advisors to deepen their expertise and remain agile in addressing emerging student needs. This ongoing training supports Embry-Riddle’s culture of excellence and reflects COB’s commitment to fostering a knowledgeable, student-centered advising team. s Sessions Conducted: 6 s Participants: 33 advisors, Site Directors, Associate Directors and Senior Directors. s Topics Covered: Securing Registrations, AU-ABC, COB Engineering Programs, Service Indicators, IUTs/ Drops/Withdrawals, 4+1 (Combined Pathways).

Freshman 3.8% Sophomore 17.2% Juniors 22.7% Seniors 22.3% Graduate 33% Not Classified 1%

UNDERGRADUATE Headcount: 3,216 Registrations: 15,227 Average Course Take Rate: 4.73 Average CGPA: 3.46 GRADUATE Headcount: 1,613 Registrations: 5,932 Average Course Take Rate: 3.68 Average CGPA: 3.68

COB STUDENT TESTIMONIAL

Anthony Charles Moed

College of Business B.S. in Technical Management Veteran, U.S. Air Force

GOALS Short-term: Relocate to Washington State, where many friends have settled recently. Long-term: Pursue a management career with an international focus. Embry-Riddle’s education aligns perfectly with my aspirations, especially as major aviation firms in Washington State offer numerous job opportunities.

FUN FACT I collect action figures, love robotics and have been honored with multiple military awards. Living near General Atomics’ drone operations gives me a front-row seat to cutting-edge UAS technology. FUN FACT My hobbies change with the seasons: in fall and winter, I enjoy playing strategy board games with friends, while spring and summer are for golf thanks to the pleasant weather. A unique fact about me — I spent part of my youth living in Germany and picked up some basic German, though I lost much of it after returning to the U.S.

Journey To Embry-Riddle Though I enjoyed aircraft maintenance, I wanted to further advance my career into a management position. My supervisor, TSgt Earnest Foster, suggested Embry-Riddle since there was a satellite campus at my duty station. Initially, I was unsure because I didn’t know much about the campus and its offerings. However, after speaking with the academic advisors, I became confident that earning a degree from Embry-Riddle would align with my goals and create new opportunities for my career. Student Experience Balancing classes with a constantly changing work schedule, annual exercises, and military deployments meant I could only take one course at a time, which delayed my progress. Fortunately, after transitioning to civilian life and becoming a full-time student, things became much easier. My academic advisor, Mrs. Patricia Resnik, guided me on the best path to earn my degree efficiently. During my senior year in 2024, I was accepted into the Pathway Program in Washington, D.C., where I received training as a management analyst for a year. The agency required me to complete my degree by year’s end to remain eligible for the program. I faced challenges due to limited availability of prerequisite courses needed for advanced classes — missing even one could have delayed my graduation and jeopardized my participation. Fortunately, Mrs. Resnik carefully organized my courses, providing a clear road map for each college term and enabling me to complete all necessary prerequisites and other important classes. Her thoughtful planning and constant communication not only ensured I graduated on time but also helped me secure a permanent role with the agency.

Impact of Embry-Riddle Attending Embry-Riddle helped me enhance my strategic thinking skills and provided a broader perspective on international business connections in aviation. My degree program also allowed me to join the Pathway Program, where I gained hands-on experience as a management analyst throughout my senior year.

ADVISING OPERATIONS & TRAINING

INITIATIVE SPOTLIGHT 1: EXPAND NEW STUDENT ENGAGEMENT

INITIATIVE HIGHLIGHT 2: STRENGTHENING STUDENT SUCCESS THROUGH TEAM DEVELOPMENT Executive Summary: In 2024-25, the Student Success department took significant strides in strengthening its team capacity and enhancing the effectiveness of student outreach by onboarding 26 new hires and providing comprehensive training to the entire team. This initiative focused on equipping staff with the essential skills and knowledge needed to foster student engagement, retention, and success. By instilling a strong foundation of communication and service, the team increased its student outreach efforts, culminating in over 194,525 outgoing student communications by June 30, 2025. As part of the ongoing effort to enhance student success, the department is actively working to integrate additional training modules focused on Site Management and Academic Advising, with a planned launch in Q1 of AY 2026. These initiatives not only bolster the department’s ability to support students but also align with the university’s mission of providing personalized and impactful educational experiences.

Executive Summary: In 2024-25, Advising Operations transformed its New Student Outreach strategy by increasing advisor touch points from a single interaction to a structured series of three intentional engagements. This initiative aimed to build early rapport, reinforce support structures and improve student preparedness and retention from initial registration onward. The initiative directly supports the university’s mission to foster student success through personal attention and contributes to improved retention outcomes by enhancing the quality of student onboarding experiences.

KEY ACCOMPLISHMENTS

s Implemented a three-touchpoint engagement model for new students. • 2,412 New Students received New Student Outreach strategy since implementation. • 50.4% of students made contact with their Academic Advisor on Day 1 Outreach. • 16.3% of students made contact with their Academic Advisor by Day 3 Outreach. • 7.79% of students made contact with their Academic Advisor by Day 5 Outreach. • Overall, 74.5% of students made contact with their Academic Advisor as part of the structured series (Day 1/3/5) of intentional engagements. s Observed measurable increases in appointment scheduling and student responsiveness. There was a 54.5% increase in bookings over the prior year. s Strengthened advisor-student relationships through proactive, personalized outreach.

MEMORABLE MOMENT A student shared a deeply personal photo from a D-Day Remembrance event via MogliSMS, expressing appreciation to their advisor. This poignant exchange demonstrated the human connection fostered through personalized outreach and highlighted the emotional resonance of strong advisor-student relationships. FORWARD OUTLOOK B uilding on this momentum, Advising Operations plans to analyze long- term retention trends tied to the new engagement model, with the goal of further optimizing student onboarding and aligning with Embry-Riddle’s Strategic Enrollment Management Plan. Collaborative opportunities with Enrollment Services and Data Analytics are under consideration to expand impact tracking and strategic alignment.

DEPARTMENT PRIDE: SUSTAINED EXCELLENCE THROUGH STABILITY Team Recognition: The Advising Operations team, known internally as the FLINTstones, maintained 100% staff retention in 2024-25 — a reflection of strong team cohesion, consistent leadership and a supportive work environment. The 17-person team remained a stabilizing force during times of organizational change by: s Delivering consistent service through peer mentoring and cross-training. s Enhancing internal operations via continuous policy review and testing. • 24 policies were reviewed and updated through the BPM document review process. Examples include the utilization of Salesforce Case Comments, the creation of a Course Modality and Combined Program Pathways Service Indicators, IUT points of contact across all 3 campuses (DB/PC/WW) and collaboration on a new process for Recruitment and Academic Advising to assist students inquiring about HEOA Readmission. s Facilitating reliable, high-quality advising through collaborative support structures.

STRATEGIC INITIATIVES

INITIATIVE SPOTLIGHT 1: F1 INTERNATIONAL SITE STUDENT ENGAGEMENT

INITIATIVE SPOTLIGHT 2: MATRICULATION, PERSISTENCE AND RETENTION (MPR) ACHIEVEMENTS Executive Summary: The MPR team employed proactive, data-driven strategies to improve retention, re-registration and degree completion across the university’s student population. These efforts directly contributed to enhancing persistence and student satisfaction.

Executive Summary: To enhance the sense of belonging and institutional pride among F1 international students, the Strategic Initiatives Department organized immersive engagement experiences across Embry-Riddle sites. These events fostered deeper connections to the university and offered valuable exposure to industry and academic resources.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management

s Strategic Pillar: The Student Experience, Research and Innovation

KEY METRICS

KEY ACTIVITIES

s Drop Rate: 24.88% s Re-registered Students: 122 s Non-matriculated Enrollment: 42.13% s Status Break Enrollment: 40.23% s 70% of identified eligible students applied and received degrees or certificates

s Daytona Beach Campus Tour (January 17, 2025): 40 students from Ft. Lauderdale, Orlando and Miami engaged with campus life and university resources. s Sky Harbor International Airport Tour (March 1, 2025): Students from Phoenix-Mesa, Prescott and Daytona Beach sites explored real-world aviation operations and engaged in professional networking. s Sponsored by the Student Government Association and Dean of Students Office.

KEY ACCOMPLISHMENTS

s Increased non-matriculated enrollment by 5.9%. s Decreased drop rate by 6.1% (YoY). s Improved status break enrollment by 5%. s Enabled re-engagement through personalized outreach (SMS, email, phone). s Strengthened student confidence and long-term academic commitment.

KEY ACCOMPLISHMENTS

s Strengthened international student engagement and inclusion. s Reinforced student identity within the Embry-Riddle community. s Promoted cross-site student connections and peer networks. s Created memorable, career-relevant experiences outside the classroom.

INITIATIVE SPOTLIGHT 3: ERAU / USNCC PARTNER EXPANSION AND FIRST GRADUATES Executive Summary: Embry-Riddle expanded its partnership with the United States Naval Community College (USNCC), launching its fourth degree program and supporting its first cohort of graduates through the dedicated “Advising Admirals” team.

INITIATIVE SPOTLIGHT 4: AVIATION MAINTENANCE TECHNOLOGY (AMT) SKILLBRIDGE PROGRAM SUCCESS Executive Summary: The AMT SkillBridge Program continues to serve as a model for workforce transition support by connecting military personnel with aviation industry careers through rigorous academic and practical training.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management

s Strategic Pillar: The Student Experience

KEY METRICS

KEY ACTIVITIES

s 99% Program Completion Rate. s 95% Interview Rate Non-matriculated Enrollment: 42.13%.

s Demonstrated academic alignment with industry and military needs. s Enabled early degree completion and credential attainment. s Fostered institutional support through innovative advising and communication. s Enhanced military student retention and satisfaction.

s 64% Job Offer Rate. Large amount of students pending transition out of the military ETS dates vary. s 76% Employment Rate (3 cohorts pending). s On track to meet DOD’s 85% employment benchmark.

KEY ACCOMPLISHMENTS

s Supported seamless military-to-civilian transitions. s Created tangible career pathways in aviation maintenance. s Student employment with employers such as The Boeing Company, SpaceX and Gulfstream. s Elevated Embry-Riddle’s role in military workforce development.

DEPARTMENT REFLECTION The Strategic Initiatives team demonstrated a strong commitment to student engagement, military student success and interdepartmental collaboration. Whether guiding a student through graduation or coordinating multi-site tours, the department centered all efforts on elevating the student experience and reinforcing Embry-Riddle’s mission of excellence in aviation and aerospace education.

MEMORABLE MOMENTS s A Phoenix-Mesa student, once feeling disconnected, found renewed purpose and connection during the Sky Harbor tour. s A returning student shared with his spouse that MPR staff didn’t reach out because of “enrollment numbers,” but because they truly cared. s The first Part 65 certificate completion under the USNCC partnership showcased academic- industry alignment. s AMT SkillBridge graduates shared stories of direct employment with top industry names, illustrating the life-changing impact of the program.

SITE OPERATIONS

INITIATIVE SPOTLIGHT: ONSITE EDUCATION EXPANSION

IMPLEMENTATION STRATEGY

Hybrid Modality Expansion Site Operations successfully increased accessibility by strategically deploying hybrid course options across the country, with 18 additional locations actively running hybrid courses as of March 2025. This expansion directly supported Strategic Pillar 1 by providing students with flexible learning opportunities. Communication Process Enhancement The department implemented a structured outreach system enabling Site Directors to effectively communicate course offerings to local military populations. This systematic approach ensured students received timely information about available onsite and hybrid options, resulting in higher registrations. Site Schedule Optimization Site Operations refined location schedules based on comprehensive analysis of student demand patterns. These adjustments optimized course offerings to align with student needs, supporting Strategic Pillar 1’s focus on student engagement and retention.

Executive Summary: Site Operations achieved significant growth in onsite course registrations during the 2024-25 academic year through strategic expansion of hybrid modalities, improved communication processes and refined site scheduling. These initiatives directly support the university’s strategic pillar, focusing on the student experience by enhancing educational accessibility and engagement.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience

KEY ACCOMPLISHMENTS

s Increased Registration Volume: Achieved a 9% growth in onsite course registrations (from 814 to 888) between January 2024 and January 2025. Achieved a 19% increase in onsite course registrations (from 790 to 940) between March 2024 and March 2025. s Expanded Hybrid Modality: Grew hybrid course offerings from 10 to 28 locations, resulting in a 292% increase in hybrid registrations (from 48 in May of 2024 to 188 in March of 2025). s Strengthened Military Site Viability: Twenty-four military locations saw an increase in onsite registrations this year compared to the same period last year (August through March). Notably, nine of these 24 sites had not run any onsite classes in 2023-24, marking a strong return to activity.

OPERATIONAL EXCELLENCE

FUTURE DIRECTIONS

Building on this year’s success, Site Operations will focus on:

Leadership Development and Collaboration Site Directors demonstrated exceptional leadership in driving operational improvements that increased onsite class participation. Key contributors included: s Site Director Leadership Team: A collaborative group of 16 Site Directors led by Liz Francisco and Debi Pollard implemented effective scheduling strategies that resulted in measurable enrollment growth. s Post-COVID Recovery: Six sites successfully conducted their first onsite classes since the pandemic, demonstrating resilience and adaptability in educational delivery. s Sustainable Growth: Locations with historically low enrollment not only launched courses but also maintained consistent cohort growth across multiple terms. One notable example is the Honolulu location, which saw a 155% increase in enrollment, growing from 20 students in 2023-24 to 51 students in 2024-25.

s Expanding the peer mentorship model among Site Directors to continue operational improvements. s Developing data-driven scheduling processes to optimize resource allocation. s Training and empowering Site Directors to tailor site schedules to meet evolving student needs in collaboration with Worldwide Scheduling. s Collaborating with college stakeholders to identify and increase opportunities for local faculty course facilitation. s Leverage partnerships with Enrollment Management, Marketing and military education offices to maximize recruitment efforts. ACKNOWLEDGMENTS The department recognizes the exceptional contributions of Liz Francisco and Debi Pollard, whose leadership in identifying and implementing effective scheduling strategies was instrumental to this year’s success. Their initiative in leading a collaborative team of Site Directors created a culture of continuous improvement that will benefit students and the university for years to come.

SCHEDULING DEPARTMENT

INITIATIVE SPOTLIGHT: RECORD-BREAKING COURSE BUILD TO SUPPORT HISTORIC ENROLLMENT Executive Summary: From July 1, 2024, to March 11, 2025, the Scheduling Department supported an unprecedented 73,151 student registrations in online courses — marking a historic high in student enrollment. This milestone reflects the department’s critical role in operational readiness, faculty coordination and student progression across Embry-Riddle’s, Worldwide Campus. Initiative Overview: The Scheduling team achieved a record-setting volume of class builds and instructor assignments to ensure seamless academic operations for the 2024-25 academic year. The department proactively coordinated the contracting and compensation of adjunct instructors, ensuring instructional coverage for all scheduled courses.

MEASURABLE OUTCOMES

s Facilitated over 73,000 online course enrollments within a nine-month period. s Ensured 100% of scheduled classes were staffed with qualified instructors. s A Reduced scheduling gaps through improved coordination with advising and academic units.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management, Academic and Faculty Excellence

KEY ACCOMPLISHMENTS

This accomplishment directly supported several university-wide strategic priorities: s The Student Experience • Enabled course availability for timely registration and degree progression. • Supported on-time graduation by ensuring students had access to required courses. s Enrollment Management • Provided infrastructure capacity to meet increased student demand. • Collaborated with academic and advising teams to accommodate growth efficiently. s Academic and Faculty Excellence • Secured qualified adjunct faculty for high-demand courses. • Streamlined faculty onboarding and contract execution for instructional continuity.

73,000+ online course enrollments within a nine-month period

DEPARTMENT PRIDE & RECOGNITION: INTERNAL COLLABORATION AND IMPACT

FORWARD-LOOKING FOCUS As enrollment continues to grow, the Scheduling Department will enhance forecasting models and automation tools to scale operations, ensuring course availability keeps pace with student demand across all modalities.

The Scheduling team attributes its success to robust cross-departmental relationships, particularly with Academic Advising, the Office of the Registrar and faculty leadership. These collaborations enhanced agility and responsiveness during peak registration periods, reinforcing the department’s foundational role in student success. SCHEDULING AS THE GATEWAY TO STUDENT SUCCESS A defining moment for the department was the overwhelming positive feedback from academic advisors who emphasized the critical link between course availability and students staying on track. This reaffirmed the team’s essential role — not just in logistics — but in supporting degree completion and academic momentum.

MILITARY & VETERAN SERVICES

DEPARTMENT OVERVIEW: The Military & Veteran Student Services (MVSS) department at Embry-Riddle Worldwide is dedicated to advancing the academic and professional success of more than 15,000 military-connected students, including active-duty service members, veterans, spouses and dependents. MVSS plays a dual role in student support and regulatory compliance, processing over $25 million in VA education benefits and more than $18 million in Department of Defense Tuition Assistance (TA) annually. In addition, the department ensures institutional compliance by managing the VA approval process across Worldwide locations. During the 2024 academic year, MVSS successfully responded to 25 VA and State Approving Agency audits — all with no significant findings, underscoring a sustained commitment to operational excellence and regulatory integrity. MVSS is proactively preparing for continued growth in military-affiliated enrollment. Key priorities include: s Expanding military-focused resources and awareness by enhancing support systems that promote retention and holistic success. s Increasing access to scholarships and funding opportunities for veteran and active-duty students. s Building virtual communities of support to enhance student success beyond transactional services. Ongoing initiatives emphasize long-term sustainability, strategic innovation and continued alignment with Embry-Riddle’s mission to serve students pursuing military and aviation careers.

STRATEGIC ALIGNMENT

s Strategic Pillar: The Student Experience, Enrollment Management

KEY ACCOMPLISHMENTS

s Reduced Compliance Surveys: Fewer active codes decreased audit frequency, allowing more time for student-centered services. s Streamlined Approval Submissions: Centralization eliminated redundant site submissions, easing coordination with State Approving Agencies (SAAs). s Decreased Risk of 85/15 Violations: Combining student populations under fewer codes minimized the likelihood of exceeding VA-funded enrollment thresholds. s Increased Processing Efficiency: Centralized certifications enabled faster, more consistent processing and improved reconciliation. INITIATIVE SPOTLIGHT 2: ESTABLISHMENT OF THE STUDENT VETERAN ORGANIZATION (SVO) AT WORLDWIDE Executive Summary: In collaboration with Student Government Association (SGA) and Student Success teams, MVSS established a Student Veteran Organization (SVO) to strengthen community and advocacy for military- affiliated students in an online learning environment.

INITIATIVE SPOTLIGHT 1: FACILITY CODE CONSOLIDATION

Executive Summary: MVSS initiated a major process improvement by consolidating VA facility codes across Worldwide campus locations. This action centralized VA approvals, minimized compliance risks and increased administrative efficiency.

KEY ACCOMPLISHMENTS

For Students: s Created peer networks to foster belonging and support. s Enhanced student engagement through leadership and service. s Enabled access to national scholarships, networking, and the Student Veterans of America (SVA) conference.

For the University: s Strengthened Embry-Riddle’s identity as a military-friendly institution.

s Boosted military student retention and engagement. s Fostered collaboration across MVSS, Student Success and SGA in alignment with best practices in veteran support in higher education.

DECISION SUPPORT SERVICES

DEPARTMENT OVERVIEW: The Department of Decision Support Services (DSS) is the analytical core for Worldwide Student Success (WSS) and the Worldwide Campus. DSS translates complex data into strategic insights and innovative solutions that directly address enrollment, student achievement and program outcomes. Committed to informed decision-making, DSS actively collaborates with stakeholders across the Worldwide Campus, aligning initiatives with immediate operational needs and long-term strategic goals. Through continuous service quality enhancement, DSS optimizes systems and processes throughout the student life cycle, substantially improving the academic experience for students. In the 2024-25 academic year, DSS introduced targeted innovations to simplify complex administrative systems, allowing student-facing departments — especially advisors and support staff — to focus more directly on student engagement and impactful interventions. The department maintains a robust data infrastructure, managing daily processing of over 12 distinct datasets and generating nine essential campus-wide reports. These activities ensure that campus leaders consistently have timely and accurate data for strategic decision-making.

INITIATIVE SPOTLIGHT 1: DEGREE PROGRESS REPORT – TRANSFORMING PROGRAM EVALUATION In 2024-25, DSS launched the Degree Progress Report, significantly enhancing traditional program evaluations by integrating metrics tailored to the non-traditional educational model. This advanced tool synthesizes enrollment trends, course take rates, attrition rates and graduation data into a comprehensive evaluation framework. The Degree Progress Report introduced clear benchmarks in crucial areas, including inflow, outflow and completion rates, providing accountability metrics and highlighting targeted intervention opportunities. Specifically, the report delivered substantial benefits to academic leadership by offering: s Real-time insights into student engagement, enabling proactive interventions. s Admission-to-Enrollment Yield metrics that strengthen strategic enrollment planning and market alignment. s Course Load per Student analytics , facilitating workload optimization that balances academic rigor and flexibility. s Graduation rate analysis, enhancing program effectiveness and institutional reputation. The Degree Progress Report promotes continuous improvement and strengthens collaboration between Student Success and academic colleges.

KEY ACCOMPLISHMENTS

s Enabled strategic resource allocation guided by data-driven insights. s Introduced targeted, high-impact student support interventions. s Enhanced decision-making through reliable, comprehensive data.

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