Initiatives

• 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	New Registrar's office team dedicated to systems and compliance
  Develop a professional development strategy that maximizes succession planning and ensures staff have the tools to perform their jobs well
  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	Implemented Quarterly Connection for staff, with the opportunity to connect both in-person and virtually
  Develop and deploy a thoughtful and engaging new employee orientation program	Enrollment services new employee orientation implemented
  Cultivate a culture of staff recognition and appreciation

• 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
  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	Trained and integrated the financial aid peer mentors into the HOSS operation so they can serve as the first line of support for students
  Evaluate opportunities to unify incoming student communication channels into a streamlined interface that allows for outward communication to students and eliminates duplication of effort	Launched student forms to create a single landing page where students can access all electronic forms
  Develop a web presence that integrates business processes from the lens of the student, not the department	Improved transfer experience by providing a site with all non-CCC courses that have articulated to UCR coursework
  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

• Utilize real-time, relevant information that informs a student-centered experience

  INITIATIVE	PROGRESS
  Expand the use of data to personalize student communications
  Use predictive analytics to drive proactive, student-centered interventions	With ITS and advisors, developed a predictive model at the individual course level to maximize the number of seats
  Employ the use of data visualization tools to tell the Enrollment Services story to internal and external audiences
  Explore and implement AI-driven tools to improve student support and operational efficiency

• 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
  Foster intentional and ongoing partnerships between Enrollment Services and academic and administrative units across campus to promote open communication, shared problem-solving, and mutual accountability for delivering a seamless student experience	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

• 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	Enrolled the largest undergraduate entering class in UCR's history (8,293 students) Campus stakeholder yield committee established to create high touch experience to improve yield rates
  Increase new student entering domestic non-resident enrollment from the current state of 100 each year to 450 each year by 2030
  Increase Summer Session FTE 40% by 2030, realizing an increase of 620 new FTE	Realized the 2030 goal of a 40% increase of summer sessions FTE, in the summer of 2025 (5 years early)