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Excerpt EXECUTIVE SUMMARY St. Carol’s University Enrollment Division Assessment Report Earlier in this report, we indicated that our overall assessment is that St. Carol’s University (SCU) has a strong, successful enrollment program. This report includes many suggestions for ways in which to enhance the program, as well as instances in which we applaud the enrollment division for its prescience (for example, SCU is one of the few universities we have assessed to fully exploit the opportunity in the early disbursement of federal aid). Nonetheless, we see significant opportunity to simultaneously meet the university’s strategic enrollment goals, achieve the goals for the enrollment division established and clearly articulated by the vice president for enrollment, and better position the University for the future. That opportunity rests in: • documenting and institutionalizing recruitment and financial aid programs to ensure that the ingredients that characterize the successful program will be available and consistently applied in the future; • rigorously evaluating tactics used for recruitment and policies used for the awarding of financial aid and replacing less successful tactics; • using technology more aggressively in the enrollment operation to allow staff to spend more time on personal contacts and relationship-building activities; and • altering the focus of the enrollment program to one in which recruitment, not selection, is the key commitment. It is, in fact, this alteration in culture which will be the primary key to achieving the university’s and the division’s strategic goals. The synergy created by addressing all four of these areas will enable the university to solidify its position in the marketplace and achieve ongoing enrollment success. RECOMMENDED ACTION LIST [The following is a sampling of recommendations; implementation details are contained in the full report.] IMMEDIATE ACTION: • articulate to all staff expectation for recruitment orientation and specify ways in which this will be made manifest – engagement is paramount on campus and must be paramount in recruitment • select limited number of new markets and detail recruitment plans for each – o include detailed communication flow from suspect to enrollee for all elements of enrollment division o include both geographical and ethnic markets
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o tie to job descriptions institute training opportunities for RecruitmentPLUS™ and PowerFAIDS™ for professional staff, and train the support staff for backfill
SHORT TERM: • provide training and language for campus tours • restructure all on-campus programs to speak directly to SCU promise • reconsider decision to use Profile and 100% verification policy • create promotional materials addressing ways to manage the investment in a SCU education • create a public policy statement incorporating fairness and no negotiation • expand reliance on PowerFAIDS™ to reduce manual review of financial aid awards LONGER TERM: • migrate to an all-electronic financial aid award delivery and acceptance system • significantly expand content on admission and financial aid websites, to include: o financing programs o information for 9th and 10th grade students o enhanced parent information section o greater tangibility – more photos and ways to connect with campus o greater interactivity • consider a significant reduction in traditional paper mail flow, and move to greater reliance on electronic and telecommunication channels
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