Case Study Of Enrollment And Graduation Management

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In 2013, The University of Texas at Austin transitioned admissions, retention, and several student support and enrollment related services in the Provost portfolio from disconnected and loosely associated units to an organized structure with central oversight. Under the leadership of Dr. David Laude, Sr. Vice Provost for Enrollment and Graduation Management, enrollment management at UT organizes the offices of Admissions, Student Financial Services, the Registrar, Student Success Initiatives and Enrollment Analytics. The enrollment management approach of coordinating business policies and practices in related and overlapping units allows for purposeful, integrated efforts that predict and respond to the needs of students
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For CSUs in need of more applicants overall, strategic efforts to increase the applicant pool with qualified students who display genuine interest is a primary focus. In order to inform how we target communication and programming efforts to meet the college 's and the university 's needs, CSUs must clearly identify their recruitment and enrollment goals, as well as the challenges in achieving them. Doing so will help staff in admissions know not only what CSUs are doing, and what they 'd like to do, but also how admissions and recruitment can support CSU efforts.
Below are questions that may serve as a foundation to CSU internal assessment. Their responses, or minimally internal discussions, may help identify gaps where additional coordination is needed, foster intra-collaborative efforts, and assist with tackling priorities. This assessment not only ensures admissions and the CSUs are on the same page, but can position us for greater success to best leverage admissions, recruitment, and communication
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The most common engagement across all CSUs is on-campus information sessions. High school seniors are the primary audience in information sessions during the calendar year while high school juniors become more engaged in the spring. That said, participants vary and may include high school freshmen and sophomores or external transfer students at any point in time. By and large, information sessions have been largely considered as a public service and not a strategic effort. Historically, there has been little collaboration between admissions and CSUs on message, tone, or type of service, including strategies to personalize experiences for targeted audiences – a specific area of greater opportunity between admissions and

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