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When disaggregated, all populations persisted from fall to spring at higher rates than peers who did not participate in the program.
69 percent of admitted students who engaged with a peer mentor indicated intent to enroll; compared to 17 percent of those who did not.
First-generation program participants performed better academically than their first-generation peers who did not participate.
Participants reported higher sense of belonging by the end of program and accessed more resources than non-participants.
First-year and transfer students persisted from spring to fall at higher rates than non-participants.
The mentorship program not only benefitted thecurrent students at UD, but it also facilitated anincrease in alumni engagement.
By the second year of the program participants were retained 83% of the time, while non-participants retained only 69% of the time.
The Jones School of Business experienced a 30 percent increase in alumni email engagement as a direct result of Mentor Collective.
Mentees' sense of belonging increased by almost 19 percent, and academic self-efficacy increased by over 8 percent.
Near-peer mentorship increases persistence of historically underserved student populations
In just one year, 7x more juniors were engaged in a relevant relationship with an alumni mentor after partnering with Mentor Collective.
Peer mentorship instilled a personal touch to admissions while providing insights into prospective students’ decision making process.