Goals for the Enrollment Management Division
Enrollment Management l Admissions l Financial Aid l
STRATEGIC PLANNING
- Establish a comprehensive enrollment plan that reflects a focus on maintaining a constant undergraduate enrollment
- Frame a strategy to promote the enrollment of more students with stronger high school academic records and higher standardized test scores
- Build an effective coalition of campus participants in the effort to grow enrollment of students from under-represented populations
- Coordinate the efforts of the Offices of Financial Aid, Registrar, Academic Resource Center and University Enrollment Center to develop a multi-lateral approach to gradually improving the University’s retention and graduation rates
- Build a master planning calendar to guide the key decision making points throughout the enrollment planning cycle resulting in the University’s enrollment profile in fall 2008
- Convene a task force charged with developing a comprehensive enrollment plan for fall 2008 no later than the end of the fall 2007 semester
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Develop a mechanism for ensuring that the deans (or their representatives) are fully engaged in the enrollment planning effort
- Establish the role of the Associate Vice Chancellor of Enrollment Management and clarify the various responsibilities and relationships inherent in the position
- Develop a division-wide budget model that will facilitate central planning and monitoring of resources and will empower department heads to manage their budgetary resources most effectively
- Build a team mentality among Enrollment Management department heads and instill a service mentality among all EM staff
- Compose a University-wide enrollment management planning calendar to reflect all major enrollment decision points and admissions, registration, and financial aid deadlines
SERVICE TO STUDENTS
- Evaluate the one-stop service model established several years ago for the University Enrollment Center and develop recommendations to ensure its ongoing effectiveness
- Work with individual department heads to address issues relating to morale, teamwork, efficiency, and service delivery that may present challenges to any of the division staff
STRATEGIC PLANNING
- Establish targeted enrollment goals for new Freshmen and Transfer students with attention to framing specific goals for each college and each major (with emphasis on majors with capacity) as well as specific goals for Pathway and Alternative Admissions (College Now)
- Plan and execute a strategy for increasing enrollment of ALANA students serving as a catalyst for involvement by the entire UMass Dartmouth community
- Develop strategies for strengthening the academic quality of enrolling students utilizing data analysis tools, scholarship opportunities and focused recruitment and marketing activities
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Build a strong sense of teamwork among all admissions staff
- Play an active role in clarifying the roles of the various participants in the transfer admission process
- Develop plans for ensuring that data collection, extraction and analysis are reliably managed within the department and in collaboration with the Office of Institutional Research so that enrollment planning may be informed by a culture of evidence
- Increase the use of technology in the admissions recruitment and marketing efforts:
Email to prospective students
Web updated consistently and regularly
Long term move Admissions to “paperless” office
SERVICE TO STUDENTS
- Collaborate with Financial Aid to maximize the effectiveness of available merit and need based aid funding
- Advocate for ensuring that the campus is attractive and welcoming for visiting prospective students and their families
STRATEGIC PLANNING
- Ensure optimal combination of grant/scholarship awards to meet enrollment targets while ensuring equitable treatment of financial aid applicants and to meet goals of access and opportunity
- Analyze awarding to determine unmet need and loan thresholds which negatively impact recruitment and retention
- Study impact of student employment on retention
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Finalize Financial Aid policy manual
- Staff professional development through in-house workshops and associational involvement
- Undertake collaborative retention activities with partner enrollment departments.
- Ensure adequate preparation and planning is in place for next PeopleSoft upgrade to 9.0 beginning in next 12 – 18 months, including staffing
- Refine role of Financial Aid Office staff vis-a-vis University Enrollment Center
SERVICE TO STUDENTS
- Strive to ensure timely service and customer satisfaction
- Utilize focus groups, surveys, and Center for Marketing Research to assess opportunities for improved customer service
- Develop student peer counseling program
- Provide current information and timely selection for merit- and need-based endowed scholarships
STRATEGIC PLANNING
- Consolidate, update and build upon network of articulation agreements
- Support CONNECT transfer initiatives
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Build a closer relationship to the admissions process as it relates to transfer students by building working relationships with the Admissions Office
- Collaborate with academic departments in building appropriately balanced enrollments
- Maximize potential of People Soft for managing equivalency and articulation information and empower transfer students to fully utilize the COIN system
- Establish assessment tools to measure the effectiveness of our support for transfer students
- Develop a more comprehensive course equivalency framework and web-based access to the data
SERVICE TO STUDENTS
- Continued support of Academic Advising Center during peak registration periods by providing "face-time" with transfer students visiting the Center
- Increased presence at community colleges
- Foster efforts to improve the quality and quantity of information available to transfer students (web and print media); develop a Transfer Student Handbook
- Improve orientation services for transfer students
STRATEGIC PLANNING
- Develop the Degree Audit system whereas students can accomplish 90% of registration activities using the COIN system
- Measured focus on retention by collaborating with other offices to ascertain why students leave and develop policies/procedures to address the situation(s)
- Develop an exhaustive classroom scheduling policy that addresses enrollment, capacity issues, and faculty concerns
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Develop a process for catalogue production by working with all academic departments via the use of a web-based system that will utilize technology and print media
- Develop an exhaustive classroom scheduling policy that addresses enrollment, capacity issues, and faculty concerns
- Implement a document imaging system that addresses the office's increasing need to reduce the number of files as well as ensure that our records are safe and retrievable
- Implement a multi-year approach to academic calendar construction
SERVICE TO STUDENTS
- Improve commencement procedures by implementing an application process that includes an exit survey and appropriate follow-up
- Work synergistically with other campus offices to ensure effective customer service and increased retention through the use of surveys and documentation
STRATEGIC PLANNING
- Establish role of the Enrollment Center as the first intervention point for improving retention
- Enter into comprehensive discussions with students considering withdrawal to determine whether there are appropriate intervention strategies available for the students to consider so that they might remain enrolled
- Develop a schedule of regular reminder telephone calls to students with holds on their records
ENROLLMENT MANAGEMENT & INFRASTRUCTURE DEVELOPMENT
- Coordinate with the Financial Aid Office to provide shared access to appropriate loan screens and other crucial aid record information
- Clarify the role of the One Stop as self-service opportunities increase and as the identity of the Center evolves from being a processing center for the four client offices to serving as an administrative support system for our students
SERVICE TO STUDENTS
- Establish guidelines for the enrollment staff to promote student use of COIN on the kiosks outside the enrollment center
- Continued collaboration with the Registrar's Office for handling student phone calls more effectively
Last Updated On: 9/2/08
