Key enrollment strategies have been formulated to assist in meeting Goal 4: Optimize our Enrollment Management. The strategies are aligned to objectives, which indicate key priorities for the Division of Enrollment Management. The process includes, the Division of Enrollment Management incorporating the strategies into its daily operation or into an action plan. Action plans are intended to move strategies forward that require a more in depth analysis. Key considerations include:
- Enrollment Impact
- Return on investment (ROI)
- Likelihood of success/risk
- Campus readiness for implementation
- Mission fit
In the case of action plans, divisional leaders will champion and assemble action plan teams as deemed appropriate.
Each year strategies will be updated and are listed below:
- Develop continued expertise in strategic enrollment management
- Evaluate and assess enrollment marketing and communication strategies to better understand the pros and cons of a centralized approach for the Division of Enrollment Management and campus stakeholders.
- Provide excellent service and consultation to division stakeholders, academic schools and the campus community
- Assist in the creation of strategic enrollment plans (SEP) for academic schools and student support delegation teams that participated in the Strategic Enrollment Planning Summit.
- Assist schools in the development and planning of new degree programs in response to market and workforce demands. This strategy is designed to increase student enrollment and success by offering attractive degree programs.
- Encourage and assist the IUPUI Academic Schools to adopt and implement Academic Works scholarship administration and application software serving to improve IUPUI’s scholarship process.
- Implement and measure phase one of a true quality service program into all of DEM that covers leadership, employee engagement and the expectations for consistently good service.
- Assist Degree Completion Office (DCO) in efforts towards recruitment, prior learning assessment, and the success of adult learners.
- Foster a culture of data-informed decision-making concerning division actions
- Establish DEM dashboard or intuitive data platform that effectively makes readily visible and available key data needed for Dean/Academic Units and better represents the Division as a whole.
- Continued management of the admission funnel from prospect to enrollment by aligning recruitment strategies with enrollment goals to make informed decisions.
- Implement a “research-first” and integrated insights-drive culture to inform strategic decision making across campus.
- Support initiatives that contribute to promoting student success
- Work in coordination with the Beyond Financial Aid Steering Committee to continue the development of a comprehensive plan to support Beyond Financial Aid initiatives.
- Develop data-driven plans to package financial aid effectively, including institutional aid and scholarships, to enhance the success of all students, particularly those with high levels of unmet need.
- Lead the review the pre-matriculation (post-admission through matriculation) communication flow (i.e. print, digital, Salesforce, etc.) with DEM, Division of Student Affairs, Division of Undergraduate Education and Academic Schools to remove duplication and provide seamless, consistent and relevant communication.
- Align resources, partnering with DUE and other campus colleagues, to remove administrative barriers to student enrollment, persistence and completion.
- Research and create a scholarship resource center within the Division of Enrollment Management to provide comprehensive guidance and support for all students seeking financial assistance.
- Create a comprehensive diversity plan that coordinates and streamlines initiatives and resources in a complimentary manner, gaining support from Undergraduate Admissions, Academic Schools and the Division of Enrollment Management.
- Provide a seamless transfer student experience from initial inquiry through graduation.
- Consult and administer course management business practice with every academic unit using pre-requisites (Enrollment Requirement Groups) to assure each is built correctly and maintained so that student enrollment is affected in the way intended. Need to assure students are
restricted from classes for which they are not prepared.
- Research and coordinate an approved process for Reverse Transfer between IUPUI and Ivy Tech Indianapolis.
- Collaborate with academic units on classroom renovation initiatives to assure creation of innovative, active-learning classrooms with appropriate technology and furniture to support creative teaching and effective learning.
- Provide proactive financial aid education and counseling to students
- Reduce admission barriers facing the military affiliated personnel by implementing a holistic military admissions process and developing a transition program to assist newly admitted military affiliated students in their educational pursuit.
- Build mid-term intervention programs to help in the retention and graduation of the military affiliated student population.
- Creation of the Student Outreach Planning committee (a collaboration of DEM and the Office of Community Engagement) which will thoroughly review current inventory of pipeline and community outreach programs to improve coordination, ownership and effectiveness while ensuring alignment with enrollment goals.
- Value and embrace innovation, change and entrepreneurial mindsets and approaches
- Establish an awards/recognition program that supports enrollment innovation, change and entrepreneurial mindsets for campus stakeholders.
- Review DEM hiring and onboarding processes to acclimate new staff to our culture of innovation, change and entrepreneurial mindsets