2009-20 strategic enrollment management...

2009-20 Strategic Enrollment Management Plan OEM

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The Kentucky State University

Office of Enrollment Management

ENROLLMENT MANAGEMENT PLAN

2006-2011


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Table of Contents

Introduction ………………………………………………… 3

Basic Assumptions …………………………………………. 4

Mission Statement ………………………………………….. 4

Vision Statement ……………………………………………. 5

Goals, Objectives, and Strategic ……………………………5-6

Areas of Emphasis

Future Planning …………………………………………… 6-7

Assessment Results …………………………………………. 8

Historical Enrollment Data ………………………………… 9-10

Historical Financial Aid Data ……………………………….10-11

Enrollment by Major and College ………………………… 11-13

Enrollment Projections …………………………………….. 13

Communication ………………………………………………14

Inquiry to Enrollment ……………………………………….14

Flow Chart

Visitation…………. ………………………………………….15

Flow Chart

Reporting and ………………………………………………. 15

Accountability

The Academic Liaisons…………………………………….. 16-17

Campus-wide Reporting…………………………………… 18

Mechanisms

Planning for Assumptions…….……………………………. 18

Enrollment Success: ………………………………………. 19

A Final Thought


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Introduction

The Office of Enrollment Management (OEM) has sought the involvement of all aspects of the institution, as a consequence of developing the present long-term enrollment plan. Staffing and budget allocations are usually an essential part of this process and will continue to require the support of senior leaders. In addition to the senior administrators, there has been participation from members of the Enrollment Management Team, as well as the academic leadership of the institution. The primary issues that have informed the development of this plan are our desire and commitment to:

Define the goals and strategic strategies that will guide our enrollment management effort over the next five years;

Provide an analysis of external and internal factors impacting enrollment (e.g., demographics, competition, SWOT, facilities).

Kentucky State University is uniquely positioned in the Commonwealth of Kentucky, as well as the Midwestern and Southeastern regions of the United States. The demographics of the Midwestern region and the nation are projected to rapidly shift between 2000 and 2050. Additionally, while the overall population will increase by 49%, the makeup of that increase will change dramatically:

• In 2000, the percentage of the total population was 69.4% non-Hispanic White, 12.7% non-Hispanic Black, and 12.6% Hispanic. • By 2050, the percentage of the total population is projected to be 50.1% non-Hispanic White, 14.6% non-Hispanic Black, and 24.4% Hispanic. • In other words, by 2050, the population of non-Hispanic Whites will have increased by 7.4%, non-Hispanic Blacks will increase by 71%, and Hispanics will have increased by 188%.

The plan has evolved from and organized around a model for enrollment management that starts with the unique value and positioning of Kentucky State University, moves to marketing and communication, and finally addresses institutional issues. We look on enrollment management as being an integrated approach, starting with each individual associated with the school and ending with a systematic view of all functions that make up the university. If any element of this is not functioning well, the overall enrollment management program may fail.


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Assumptions

In addition to the challenges and opportunities presented by the changing demographics of our prospective students, OEM has identified other factors that will affect the efficacy of our enrollment management planning.

• Developing discount tuition rates and reciprocity mechanisms for students who are residents of specific targeted areas. • Increasing faculty numbers and diversity to meet the needs of a larger and more diverse student body. • Ensuring adequate classroom, lab space, and technology to support the enrollment projections. • Exploring alternative methods for course delivery: enhancing on-line and distance learning; utilizing video streaming; partnering with community colleges and other HBCUs to use their facilities, engage their faculty, and target their undergraduate populations for our graduate programs. • Partnering with KCTCS to create an educational pipeline that eases transition and degree completion. • Implementing strategies to ensure that Kentucky State University remains a welcoming and inviting campus. • Increasing need-based scholarship aid and better leveraging our financial aid packages.

Mission

The mission of the Office of Enrollment Management (OEM) at Kentucky State University is to recruit, admit, and enroll a qualified and diverse group of students who can benefit from the learning experiences that are offered by our institution. OEM shall strive to enrich the educational environment of Kentucky State University by streamlining the recruitment, admissions, financial aid, registration, orientation, and billing efforts of various divisions within the university with the overarching vision of forging an institutional identity as the institution of choice in Kentucky, the region, and the nation. The OEM staff shall exhibit professionalism through a student-centered approach to service by utilizing technology to


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improve processes, and working diligently to facilitate communication with students. Finally, OEM will develop and continually reevaluate a comprehensive enrollment management strategy that is consistent with Kentucky State University’s mission, goals, and resources, and which integrates programs and services from across the Kentucky State University campus.

Vision

The Office of Enrollment Management will:

Provide the leadership in developing, revising, and implementing the institutional enrollment management plan;

Promote KSU as the institution of choice in Kentucky, the region, and the nation;

Ensure that Kentucky State University has a qualified and diverse student population;

Exemplify a student centered approach to service in each OEM office; Demonstrate a culture of integrated enrollment management; and Actively engage the entire institution in the enrollment planning process.

OEM’s Goals, Objectives, and Strategic Areas of Emphasis

OEM’s immediate goals are directly correlated with the broad questions framed by Kentucky’s Public Agenda. The subsequent objectives are designed to better address those broad questions, while facilitating the attainment of the following strategic goal:

Goal 1: Sustain enrollment growth.

Objective 1: Expand the Summer Academic Bridge Program to successfully transition 200 first-time college freshmen.

The Summer Academic Bridge Program (SABP) was designed to further the Public Agenda and effectively contribute to the attainment of Kentucky’s 2020 goals. The SABP directly addresses the following questions: (1) Are high school


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graduates going on to postsecondary education in greater numbers? (2) Are they fully prepared when they get there? (3) Are they advancing through the system smoothly and in a timely fashion? The 2005 SAPB pilot cohort (n = 12) and the 2006 cohort (n = 42) established 100% persistence rates, respectively, and we anticipate an 85% persistence rate for the expanded 2007 cohort.

Objective 2: Expand the available opportunities for dual enrollment and dual credit experiences through formal articulation agreements. The institution will negotiate and implement at least three formal articulation agreements with public Kentucky secondary schools that will set forth the terms and conditions for dual enrollment and awarding dual credit to secondary school students within academic courses at Kentucky State University. These agreements will represent a seamless system of courses that supplements, not supplants, the secondary experience, and prepares its students for postsecondary education and success. Objective 3: Increase the number of students transferring from BCTCS and KCTCS and enrolling in the institution through the provision of financial support, joint admission, and auxiliary experiences.

The institution implemented the first cycle of these initiatives, which contributed to a 13% increase in enrolled transfer students and a 35% increase in students transferring from BCTCS. The continuation of these initiatives will contribute to an anticipated increase in transfer students of between 2% and 8% for the 2007 academic year.

Objective 3: Increase the number of graduate students enrolling in the institution through the provision of financial support, joint admission, and

partnerships with other HBCUs. Graduate enrollment represents the most viable target for strategic growth of our total

enrollment, and graduate admissions SEM efforts will address the general concerns of individuals working in the graduate student recruitment, admissions and enrollment management environment at Kentucky State University.

Future Planning and Key Strategies Key Strategy 1: Research and implement new technologies that will enhance the student experience through the recruitment process and that will lead to greater efficiencies and effectiveness. This includes utilization of our present SIS Plus capabilities to take full advantage of the software; exploration of additional software for use in the recruitment process; enhancement of web self-service capabilities; pod-casting and other communication means.


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Accountable: Offices of Admissions, IT, Financial Aid, Registrar, FYE By When: ongoing through 2011 Key Strategy 2: Continue efforts to maximize university resources through the effective and efficient use of scholarship resources. This would include the development, full implementation, and marketing of discounting and targeting mechanisms, as well as collaborating with academic units to leverage all university scholarship dollars for the most effective recruitment of students. It will also include collaboration with the Office of University Advancement in anyway necessary to assist the university in obtaining additional scholarship dollars. Accountable: Offices of Financial Aid, Admissions By when: Fall 2007 and ongoing through 2011 Key Strategy 3: Review and revise strategies for recruitment of targeted market segments and continue to enhance recruitment plans for first-time college and transfer students. Accountable: Office of Admissions By when: ongoing through 2011 Key Strategy 4: Develop and implement assessment methods of recruitment strategies and processes to continually work for improvement and effective use of human and financial resources. Accountable: Offices of Admission and Financial Aid By when: ongoing through 2011 Key Strategy 5: Examine current scholarship/financial aid practices and guiding principles and establish strategies that would maximize the financial assistance to new and continuing students. Accountable: Office Financial Aid By when: ongoing through 2011 Key Strategy 6: Continue to personalize the admissions and recruitment process to involve minority and graduate recruiters and involve minority faculty, staff, and students in recruitment programs. Accountable: Office of Admission By when: ongoing through 2011 Key Strategy 7: Continue to utilize the Academic Liaisons as a viable conduit to all academic programs, consulting with academic units, and determining areas in which there is room for enrollment growth, as well as areas in which no further growth can be accommodated. Accountable: Office of Admission By when: ongoing through 2011


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Key Strategy 8: Continue to utilize the Alumni Volunteer Program to assist in recruiting KSU students in targeted areas of the state and region. Accountable: Office of Admission By when: ongoing through 2011 Key Strategy 9: Continue to implement and utilize communications plan for the guidance counselor community to increase their knowledge of the admissions/financial aid process and services offered by KSU. Accountable: Offices of Admission and Financial Aid By when: ongoing through 2011 Key Strategy 10: Continue to implement and utilize the master recruitment calendar as part of a comprehensive plan to utilize campus and community events in the support of recruitment efforts. Accountable: Offices of Admission and Financial Aid By when: ongoing through 2011 Key Strategy 11: Explore ways to attract highly qualified transfer and graduate students, particularly targeting enrollment for degree programs that can accommodate more upper-level students, 2 + 2 programs, and refocusing transfer recruitment efforts. Accountable: Office of Admission, Academic Liaisons By when: ongoing through 2011 Current Assessment and Results The institution experienced a 51% increase in the number of new freshmen and a 4.77% increase in total enrollment during the Fall of 2006. We project an overall increase in new freshmen of between 6% and 8% for the 2007-08 academic year, and an expansion of the total number of undergraduate students to 2,526 students. Various recent initiatives have contributed to this recent enrollment growth, including:

Examination of current scholarship/financial aid practices and guiding principles and the establishment of strategies that will maximize the financial assistance to new and continuing students.

Personalization of the admissions and recruitment process to involve faculty, staff, and students.


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Development and utilization of a system of Academic Liaisons, to better engage and inform academic units and departments.

Development of a comprehensive alumni volunteer program to assist in recruiting students in targeted areas.

Development of a comprehensive communications plan for the Guidance Counselor community to increase their knowledge of the admissions/financial aid process and services offered by the University.

Development of a master recruitment calendar that utilizes campus and community events in the support of recruitment efforts.

Development of a recruitment plan to increase the number of transfer students.

Development of strategies for significantly increasing the international student population within the next five years.

Increasing resources and assistance for the development of promotional materials for all academic programs.

Piloting, expanding, and replicating a program to provide students identified as at risk with appropriate support to ensure their collegiate success.

Historical Enrollment Data Applied Undergraduate Students

Term Total Applicants

% Change

Fall 2001 2,244

Fall 2002 2,656 18 Fall 2003 2,445 -8 Fall 2004 2,606 7 Fall 2005 6,077 133


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Undergraduate Admission

Term Total Admitted Students % Change

Fall 2001 1,040

Fall 2002 1,199 15

Fall 2003 1,155 -4

Fall 2004 1,099 -5

Fall 2005 1,822 66

Admissions by Test Scores

Tests

Fall 2001 Fall 2002 Fall 2003 Fall 2004 Fall 2005 25th Percen 75th

Percen 25th Percen 75th




Percen

tile tile tile tile tile

SAT Verbal 380 470 390 480 390 480 390 490 370 450

SAT Math 380 450 390 480 390 480 380 490 360 480 ACT Composite ACT English ACT Math

15 15 17

18 18 18

16 16 16

18 18 18

16 16 16

18 18 18

15 14 15

19 19 19

14 13 17

18 18.5 17

New Undergraduate Enrollment

Term Total Enrolled Students % Change

Fall 2001 493

Fall 2002 589 19%

Fall 2003 572 -3%

Fall 2004 670 17%

Fall 2005 772 15%

5 Years Enrollment Summary

Fall 2001 Fall 2002

Fall 2003

Fall 2004

Fall 2005

Total Enrollment

Headcount 2,314 2,253 2,306 2,335 2,386


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FTE 1,922 1,880 1,923 1,892 1,909

Female 1,336 1,327 1,338 1,377 1,349

Male 978 926 968 958 1,037

Full Time 1,726 1,693 1,732 1,671 1,671

Part Time 588 560 574 664 715

Resident 1,549 1,500 1,562 1,605 1,627

Non Resident 765 753 744 730 759

Nonresident Alien 11 9 9 6 3

Black, Non Hispanic 1,455 1,409 1,428 1,342 1,424

American Indian 3 2 3 5 2

Asian/Pacific Islander 33 27 22 33 41

Hispanic 29 36 20 16 11

White, Non Hispanic 733 722 740 790 809 Unknown 50 48 84 143 96

Non Traditional 786 757 786 835 874

First Time Student 528 399 333 353 418

First Time Transfer 116 81 94 109 114

Historical Financial Aid Data Scholarships and Fellowships Awarded

FY FY FY FY FY

2001 2002 2003 2004 2005 Source

Pell Grants 232,059 2,744,593 3,161,476 3,304,985 3,274,408

Other Federal Grants 735,324 783,114 718,743 807,909 907,661

Grants by State Government Grants by Local Government Institutional Grants from Restricted

619,198 0

1,223,607

667,039 0 0

758,360 0 0

826,957 0 0

848,829 0 0

Resources


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Institutional Grants from Unrestricted

4,912,420 1,840,164 2,397,870 2,660,155 2,675,047

Resources

Total Gross Scholarships and Fellowships 7,722,608 6,034,910 7,036,449 7,600,006 7,705,945

Discounts and Allowances

Discounts & Allowances Applied to Tuition & Fees

n/a 4,182,732 3,708,226 3,912,262 2,681,963

Discounts & Allowances Applied to Sales & Services of Auxiliary Enterprises

n/a 0 0 0 0

Total Discounts & Allowances n/a 4,182,732 3,708,226 3,912,262 2,681,963

Detail KSU Students Receiving Aid by Colleges

College # Students

College of Arts, Social Sciences, and Interdisciplinary Studies College of Mathematics, Sciences, Technology, and Health College of Professional Studies Community Programs

284 489 773

Total Students Receiving Aid 1,859

Historical Enrollment Data By Major 5 Years Enrollment by Majors

Fall 2001 Fall 2002

Fall 2003

Fall 2004

Fall 2005

College of Arts, Social Sciences, and

Interdisciplinary Studies

Liberal Studies 37 38 28 28 35

Psychology 69 78 78 90 101

Social Sciences 9 18 28 26 27 Political Sciences 24 25 23 28 28

Fine/Studio Arts 16 16 23 27 23


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Music (General) 16 20 52 55 54 History 18 8 2 -- -- Sociology 11 4 1 -- -- English 45 45 42 50 50

College of Mathematics, Sciences,

Technology, and Health

Aquaculture 11 9 11 9 14 Computer Science 163 162 135 129 111 Electronic Technology 26 26 5 7 8 Textiles, Clothing, & Merchandise 13 5 2 -- -- Biology 123 137 117 122 119 Mathematics 22 19 54 45 42

Chemistry 20 18 17 16 18

Drafting & Design Technology 18 12 13 10 15 Computer Graphic & Multimedia -- -- -- -- 4 Applied Science 43 38 -- -- --

College of Professional Studies Elementary Education / Art Education 140/8

113/ 12 110/ 9 102/ -- 110 /--

Music Education 54 44 25 4 -- Physical Education Child Development Criminal Justice

75 64 109

73 54 94

79 52

102

82 39

116

69 30 106

Public Administration 165 161 159 136 125 Social Work 42 51 57 59 83 Nursing Medical Technology Business (General) Business Management Accounting Office Administration

108 9

313 4 7

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145 --

330 -- -- 8

200 --

364 -- --

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240 --

371 -- -- 6

252 --

339 13 -- 6

Business Marketing 2 -- -- -- --

5 Years Enrollment by Colleges

Fall Fall Fall Fall Fall

2001 2002 2003 2004 2005

College of Arts, Social Sciences, and

245 252 277 304 318

Interdisciplinary Studies

College of Mathematics, Sciences, 439 426 354 338 331

Technology, and Health

College of Professional Studies 1,127 1,085 1,173 1,155 1,133

Total 2,314 2,253 2,306 2,335 2,386


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Undergraduate Enrollment Projections 2006-2011

2006 2007 2008 2009 2010 2011 2020

2, 340 2, 479 2,618 2757 2,895 3023 4,160

Communication

Communication Plan

Narrative: The communication plan identifies the theme, messages, type of communication, and the amount of communication. All efforts at marketing and communication are ensured to be of the highest quality.

Components:

Communication Flow to New Freshmen/Students


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The Campus Visit Flow

The Financial Aid Flow.

OEM Inquiry to Enrollment Flow Chart

OEM Visitation Flow Chart


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Reporting and Accountability

Narrative: It is critical that data be used to constantly monitor the overall enrollment effort for the University.

Current Reporting Mechanisms:


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Inquiry Report.

Application to Enrollment Report.

Staff Activities Report.

Mid term Report

Final Annual Report.

The Academic Liaisons

OEM views the challenges associated with attracting and retaining students to Kentucky State University as a campus wide responsibility. The Academic Liaisons represent the primary mechanism for disseminating data and information to academic units and departments, coordinating campus-wide recruitment and admissions activities, and ensuring that the academic community of the institution is fully vested in the success of the Enrollment Management Plan. In addition to serving as a conduit to the academic areas and working with OEM to orient and mobilize the academic units (communications flow, marketing, visitations, etc.), Academic Liaisons assume a broad range of roles in assisting OEM meet its enrollment goals, including:

Remaining accessible and responsive to prospective students and parents.

Communicating with selected prospective students at critical periods in the decision- making process.

Remaining involved in implementing group visits to the campus.

Coordinating the dissemination and use of enrollment reports data within the academic departments.

Serve as a point of contact for prospects interested in a specific major or degree program.

Providing and sharing with OEM the various perspectives of the academic units, regarding the implementation of the Enrollment Management Plan.

Assist the academic units in articulating and attaining clearly defined enrollment goals for their respective programs.

Assist OEM in developing discipline specific marketing materials that best promote their respective programs.

The following table indicates the current assignment of Academic Liaisons at Kentucky State University.


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Academic Units

OEM Academic Liaisons

College of Arts, Social Sciences, and Interdisciplinary Studies:

o Literature, Languages, and Philosophy

o Fine Arts o Behavioral and Social

Sciences o Whitney Young/ Liberal Studies

o Integrative Studies

Dr. Sam Oleka, Dean Dr. George Shields Dr. Barbara Buck, Ms. Reba Rye Dr. Egbunam Amadife Dr. Tom McPartland Dr. George Weick

College of Professional Studies:

o School of Business: o School of Education: o Public Administration: o Social Work/Criminal

Justice:

Dr. Gashaw Lake, Dean Mr. Kenneth Bryant Mr. Donald Offutt Dr.Elgie McFayden Dr. Rebecca Buckner

College of Mathematics, Sciences, Technology, and Health:

o Nursing: o Mathematics and

Science: o Aquaculture: o Computer and Technical

Sciences:

Dr. Charles Bennett, Dean Dr. Betty Olinger Dr. Fariba Bigdeli Dr. Jim Tidwell Mr. Jim Carigan


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Campus-wide Reporting Mechanisms Since enrollment management is a campus wide responsibility, OEM utilizes various mechanisms for reporting and fully disseminating data and information to the campus. Each year OEM has and will continue to provide comprehensive status reports to the entire University community during the Fall and Spring Professional Development Conferences; unit, College, and university wide committee meetings; meetings of the Academic Leadership Council; and meetings of the Board of Regents. OEM views these mechanisms as crucial to fully vesting the entire campus community in the success of the Enrollment Management Plan. Planning for Assumptions Again, OEM views enrollment management as a campus-wide responsibility, and will ensure that various assumptions are clearly delineated and communicated to all stakeholders. To this end, it is crucial that we remain cognizant of the following broad assumptions, especially as they regard our primary strategies for shaping KSU’s enrollment. Broadly speaking, we will:

Increase the inquiry pool (interest)

Improve the conversion rate (interest to application)

Admit more students

Improve the yield rate (admit to enrollment)

Innovate and leverage financial aid in support of the stated goals and objectives


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Graduate Admissions Introduction Graduate admissions and enrollment represent the most viable targets for the institutions future enrollment growth, as we pursue the mandates of Goals 2020. The primary focus of OEM’s graduate admissions SEM efforts is to address the general concerns of individuals working in the graduate student recruitment, admissions and enrollment management environment at Kentucky State University. Our strategic planning efforts are fully informed by the current best practices associated with graduate student recruitment, admissions and enrollment management. Results from the 2008 National Association of Graduate Admissions Professionals (NAGAP 2008: Technology and its Impact on the Profession: Trends, Realities and Perceptions) are referenced as fair documentation of those practices, and inferences are drawn for the articulation of a comprehensive and cohesive SEM plan that fully integrates our available technology.

Admissions Application Processing An admissions application processing center is defined by NAGAP as any organizational or academic unit that directly receives admissions applications from applicants (electronically or in paper form) and that engages in application processing. As envisioned, KSU’s admissions application processing center, our current Office of Admissions, will effectively facilitate the entire graduate applications process and fully utilize currently available technology to distribute applications and information collected on applicants to the respective graduate academic program offices for their formal review and evaluation. Forty seven percent (47%) of respondents who provided information about their organizational admissions structure in the 2008 NAGAP Survey indicated that graduate admission application processing was centralized, twenty three percent (23%) handle admission applications for all academic careers in a central institutional-level office, and only 19% receive them in a decentralized fashion within academic departments and units. d question 18

Graduate admissions must share data with other business processes such as financial aid, student finances, human resources and student records, and our model will seek to ensure cost-effectiveness and data integration across the KSU enterprise. For purposes of clarity, we will implement a two pronged data integration model, to include our newly implemented Banner student information system as well as the use of PDF files created from electronically submitted or scanned paper admission applications. Data will be merged into a document


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management system and distributed to all organizational or academic units engaged in our application processing. The following process maps more clearly delineates the flow associated with these processes.


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The Graduate Records Administrative Assistant Trends toward more centralized institutional graduate application processing, and such centers as business models facilitate the efficient electronic distribution of admissions information across diverse academic programs. Nevertheless, our proposed use of technology will require a redefinition of the job description of our graduate admissions administrative assistant. Our recent assessment indicates a lack of clear delineation between (1) clerical roles and responsibilities and (2) student service focused tasks that assist admitted students in effectively transitioning to graduate study. This issue has been partially addressed through the reassignment of the Administrative Assistant II position to the Office of Enrollment Management. This position is critical to our efforts to fully utilize currently available technology to distribute applications and information collected on applicants to the respective graduate academic program offices for their


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formal review and evaluation. We have subsequently redefined the roles, tasks, and responsibilities associated with that position, and they follow below:

KENTUCKY STATE UNIVERSITY

JOB DESCRIPTION

Job Code: 961230

Title: Graduate Admissions Student Records Administrative Assistant I

Non-Exempt Grade: 03

The following statements are intended to describe the general nature and level of work

being performed. They are not intended to be construed as an exhaustive list of all

responsibilities, duties and skills required of personnel so classified.

SUMMARY: The Graduate Admissions Student Records Administrative Assistant processes

applicants' admissions materials, maintains an Excel spreadsheet related to Graduate

Admissions documents received and forwarded to the graduate program coordinators,

and responds to routine requests for related information.

DUTIES AND RESPONSIBILITIES:

1. Prepares program information packets for dissemination to prospective students.

2. Provides non-academic admissions information to prospective students: walk in,

by phone, and by email.

3. Sorts and screens incoming and outgoing graduate admissions inquiries, mail and

messages, and distributes those to the appropriate graduate program for response.

4. Facilitates routine graduate admissions inquiries; prepares photocopies and

facsimiles, and operates a variety of office equipment.

5. Compiles, sorts, screens, and distributes incoming graduate applications from

both the web based portal and other traditional sources of application.

6. Compiles, sorts, screens, and processes a high volume of mail on a daily basis,

including sensitive and confidential documents (i.e. transcripts, letters of

recommendation), resulting in comprehensive student files, which are

subsequently submitted to the proper office for consideration and action.

7. Compiles comprehensive files on all graduate applicants and distributes copies of

those to the proper program or department, as well as the Office of the Registrar.

8. Maintains a comprehensive data base which effectively delineates the pool of

applicants for each respective period of enrollment, along with their individual

compliance to the respective admissions criteria.


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9. Assists in compiling data on graduate student enrollment and other information

for the preparation of statistical reports.

10. Mails out confirmation letters which are configured by the respective graduate

program coordinators.

11. Working within the Student One-stop Centre, greets visitors in person or on the

phone, providing customer service with advice and guidance regarding the

Graduate Admissions process and ultimately refers customers to the appropriate

graduate department or university site.

12. Interacts with the Graduate Council, graduate academic departments, and other

University offices to share information on the processing of requests related to

graduate admissions.

13. Performs miscellaneous job-related duties as assigned.

MINIMUM JOB REQUIREMENTS:

High school diploma and four years of appropriate experience. Appropriate college

coursework or vocational/technical training may substitute at an equivalent rate for the

required experience.

KNOWLEDGE, SKILLS, AND ABILITIES REQUIRED:

Records maintenance skills.

Ability to complete routine paperwork.

Ability to follow routine verbal or written instructions.

Ability to sort, check, count, and verify numbers.

Clerical, word processing, and/or office skills.

Ability to maintain confidentiality of records and information.

Ability to communicate with and provide routine assistance to customers.

Knowledge of the rules, regulations, and laws regarding student records.

Skill in the use of operating basic office equipment.

Skill in the use of personal computers and related software applications.

Ability to work effectively with diverse populations.

Knowledge of customer service standards and procedures.

WORKING CONDITIONS AND PHYSICAL EFFORT:

Work is normally performed in a typical interior/office work environment.

No or very limited physical effort required.

No or very limited exposure to physical risk.

Marketing, Recruitment and Communications In the area of marketing and recruiting, the use of technology is being combined ever more with the continued use of one-on-one departmental interaction and communication that prospective students require. While our implementation of technology can have limited impact on the process of “closing the deal” or turning


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high quality prospects and applicants into enrolled and matriculating graduate students, departmental interaction is critical to the admittance to matriculation process. OEM will, in our efforts to remain competitive within our current market, pursue a comprehensive communications plan that utilizes information technology in the following ways:

1. Electronic test score retrieval and loading 2. Scanning or imaging and electronic management of

credentials documents 3. Web-based admission application status reporting and

communication 4. Academic departmental access to on-line admission

application data 5. Online admission applications that allow applicants to

upload documents 6. Web-based admissions decision reporting and

communication with applicants 7. Online processing of departmental admission decision

recommendations

Specific elements of our communications flow, as it regards graduate admissions appear below:


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2009-20 strategic enrollment management...

Documents