Strategic Plan

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
  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 launched
  Develop 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

• 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