Enrollment Services Strategic Plan
Transforming students lives by eliminating barriers, accelerating value, and strategic collaboration
Vision
Indispensable to UCR Student Success
Employees seize ownership for innovation and pursue excellence at every opportunity
Services are delivered through the lens of the student journey
Recognized nationally for innovation and excellence
By 2030 will be generating 50 million dollars in additional annual revenue for UCR
Initiatives
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Invest in staff
INITIATIVE PROGRESS Determine the staffing needed to support a campus of 30,000 students that considers both how our work and student demands are continually evolving Develop a professional development strategy that maximizes succession planning and ensures staff have the tools to perform their jobs well Launched 12-month professional development series for managers and staff Develop an intentional professional pathway for individuals within the Enrollment Services organization, inclusive of considerations for staff who do not want a supervisory role Advance a plan that prioritizes engagement, training, and regular updates that promotes collaboration among employees Monthly communication to ES Staff (milestones, new employees, departmental updates) Develop and deploy a thoughtful and engaging new employee orientation program Enrollment services new employee orientation implemented -
Create a seamless student-centered experience
INITIATIVE PROGRESS Develop a centralized call center for student-facing functions that maximizes the potential for problem resolution on the spot Established the space and equipment for centralized functionality
Phase 1 Spring 2025 = Financial Aid and Undergraduate Admissions Phones
Re-envision the purpose, mission, and vision of the Highlander One-Stop Shop to make certain it is a space that maximizes efficient and timely problem resolution for the UCR student community New mission statement established; Established HOSS as its own department within ES Evaluate opportunities to unify incoming student communication channels into a streamlined interface that allows for outward communication to students and eliminates duplication of effort Financial Aid preliminary award tool launched
Summer Sessions online Enrollment Adjustment tool launchedDevelop a web presence that integrates business processes from the lens of the student, not the department Phase 1 complete: driving attention to making appointments and the self-service options Utilize the continuing student CRM to develop a personalized and automated communication plan to current students that maximizes the opportunity to keep students on track with the critical administrative processes needed to be completed in order to move through their academic journey “How to Register for Classes” education effort launched -
Utilize real-time, relevant information that informs a student-centered experience
INITIATIVE PROGRESS Look for opportunities to merge/eliminate redundant systems and bad data within the Enrollment Services organization Eliminated redundant Cognos reports Ensure staff are comfortable using and informed about the data available to them to successfully perform their work On Demand Undergraduate Admissions Looker reports developed
Employ the use of data visualization tools to tell the Enrollment Services story to internal and external audiences Summer session expanding enrollment dashboard Use data to mine for actionable intelligence that informs the Enrollment Services strategic priorities -
Increase institutional efficiency
INITIATIVE PROGRESS With the aspiration to create a consistent student-experience, centralize appropriate administrative tasks into spaces within Enrollment Services that have the required expertise 2025: MyUCR applicant portal retired and new nimble Slate portal launched for undergraduate applicants
2024:
Transfer credit and articulation services department created
Scholarship Universe implementation
CourseDog implementation
Summer Session "front desk" transitioned to HOSS
Develop a mechanism to ensure Enrollment Services receives critical and regular updates from the academic community that enables staff to adjust processes, etc. that will best serve the UCR student community Campus Recruitment Planning Committee launched to streamline/coordinate communication to admitted students Provide regular updates to the campus community to ensure the staff across campus can serve the UCR student community with the best information available Registrar's office provides quarterly campus forums and a monthly campus newsletter
Summer sessions is strategizing with departments about increasing summer enrollment
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Advance a strategic and innovative campus framework for setting, fulfilling and assessing undergraduate enrollment goals
INITIATIVE PROGRESS Establish a campus Strategic Planning group that determines the following:
Optimum level of enrollment the institution desires to realize in consideration of financial imperatives and organizational capacity conditions
- Desired student profile in consideration of UCR’s mission and mandate, as well as quality and access
- Desired academic profile in consideration of UCR’s student and industry needs, instructional and campus capacity, political pressures, and competitive context
1. Enrollment Governance Council established
2. Recruitment and Yield workgroup established
3. Summer Session joint Administrative/Academic Senate Committee re-established
4. Retention and persistence workgroup established (VPDUE)
Increase new student entering domestic non-resident enrollment from the current state of 100 each year to 450 each year by 2030 Increased fall out-of-state visits by 23% compared to previous year; enrollment in fall 2022, 2023, 2024 has been flat (all around 295)
Increase Summer Session FTE 40% by 2030, realizing an increase of 620 new FTE