Kristin S. Williams, Executive Director Graduate Student Enrollment Management

1. Best Practices in Graduate Student Enrollment ManagementNortheastern Association of Graduate Schools2008 Annual Meeting Kristin S. Williams, Executive Director Graduate Student Enrollment Management The George Washington University

2. EM Core Concepts • The primary function of enrollment management is to attract, retain, and graduate a population of students whose attributes match the institution’s interests, priorities, resources, and fiscal demands. • Anything that affects prospective, current, and/or former students’ experiences and perception of the institution can have an impact on enrollment management. • Successful enrollment management requires thoughtful, data-driven planning and evaluation.

3. Organizational Structure:Graduate Student Recruitment • 38% decentralized • 21% at the school/college level • 17% decentralized to the department/program level • 35% centralized • 21% highly centralized (all graduate recruitment within single office) • 14% primarily centralized (all but one or two specific fields, such as law and/or medicine, handled by a single office) • 27% collaborative • Joint effort by central administration and schools; schools and programs; or by all levels Source: 2003 NAGAP Survey of Member Organizational Structures

4. Organizational Structure:Graduate Admissions Processing Source: 2003 NAGAP Survey of Member Organizational Structures

5. Organizational Structure:International Credential Evaluation Source: 2003 NAGAP Survey of Member Organizational Structures

6. Organizational Structure:Graduate Admissions Decisions Source: 2003 NAGAP Survey of Member Organizational Structures

7. Organizational Structure:Fellowship and Assistantship Decisions • 50% made within the student’s academic program (chair or other faculty) • Other decisionmakers: • multiple offices or committees (19%) • academic dean (14%) • admissions dean/director (10%) • university-wide financial aid or fellowship officer (5%) • 2% don’t provide any institutional funding Source: NAGAP Survey of Member Organizational Structures 2003

8. Best Practices forGraduate Student Enrollment Management One size does NOT fit all.

9. The BEST organization and processes: • Are tailored to the size, resources, and culture of the school. • Meet the needs and priorities of the institution and graduate programs, faculty, and students. • Use resources efficiently and effectively. • Ensure quality and consistency. • Provide excellent service to all constituencies. • Are designed from a shared vision and a clear understanding of both short-term enrollment objectives and long-term strategic goals. • Involve excellent communication and collaboration across functions, offices, and departments.

10. Best Practices forGraduate Student Enrollment Management Hire professionals to lead your graduate enrollment efforts.

11. Best Practices forGraduate Student Enrollment Management Pay equal attention to high tech and high touch.

12. Best Practices forGraduate Student Enrollment Management Practice risk management.

13. Best Practices:Risk Management • Don’t ask anything on an application, in an interview, or in informal communications with an applicant that you don’t need, can’t justify, or won’t use in the admission decision. • Adhere to published/stated admissions standards, policies, and criteria. When exceptions are made: • document the situation and justification, and • be prepared to apply them to all applicants who meet the same conditions. • Follow standardized testing organizations’ stated guidelines and policies for test-use.

14. Best Practices:Risk Management • Establish policies and processes to identify and respond to potential fraud. • Use multiple reviewers and a two-tiered system for admissions decisions. • When making conditional/provisional admits, clearly state the conditions of admission and timelines for compliance. • Include disclaimers: • “The catalog is not a contract.” • “The information provided is accurate at the time of publication and may change without notice.” • “Not all courses are offered each academic year and faculty assignments may change.”

15. Best Practices:Risk Management • Protect applicants’ and students’ privacy: • Don’t release information about the status of an application over the phone or by e-mail. • Inform everyone involved in admissions and student services (faculty, staff, student workers, alumni) about your confidentiality policies and require them to sign a confidentiality agreement. • Have a clear policy about when an applicant is considered a student (and when FERPA will apply). • Consult university counsel.

16. Best Practices forGraduate Student Enrollment Management Avoid worst practices.

17. Top Ten WORST PRACTICES inGraduate Student Enrollment Management • Granting a single individual the power to accept or reject a candidate. • Focusing enrollment goals solely on numbers rather than applicants’ personal attributes (academic quality, professional goals, research interests). • Not basing admissions decisions on applicants’ total application. • Changing admissions policies or criteria in the middle of an admissions cycle. • Using consultants who lack relevant experience or provide “cookie-cutter” recommendations.

18. Top Ten WORST PRACTICES inGraduate Student Enrollment Management • Making arbitrary decisions or capricious exceptions to policies. • Implementing a reorganization or re-engineering processes for the wrong reasons (internal politics, personal preferences). • Ignoring the opinions and concerns of your students and alumni. • Challenging students administratively rather than intellectually or academically. • Not providing the information, tools, resources, and professional development necessary for your faculty and staff to practice effective graduate enrollment management.