After seeing discussion on this subject, and multiple complaints, in various other threads, I did some looking. I thought I'd start a new thread for what I learned and discussion.
Many of you know, and know first hand, that UM's recruiting and enrollment was lacking and broken for many years.
When Bodnar became president, and hired Cathy Cole 18 months ago, it was apparent that things were not functioning on the enrollment or communication side of UM. After initial assessment, it was determined that it would be best to start over and rebuild UM's enrollment management operation and rewrite, redesign and redeploy all marketing and communication efforts.
The program is now data and tech-driven. All students in MT and and select markets in the US and outside the US are being targeted. UM is re-engaging with the student counselor community in MT. The new program is high touch. There is a Student Enrollment Communication Center for inbound and outbound communications.
The changes are in process, but this large effort won't happen overnight. Undoing and rebuilding systems at the same time is time-intensive and not easy, without losing momentum. Substantial process has been made and there is much more to come.
The Enrollment Management Office at UM was not adhering to best practices. As a result, the offices that make up enrollment management — admissions, financial aid and evaluations - have been restructured, and processes and systems rebuilt from the bottom up.
New strategies have been put into place that have taken into account limited resources coupled with huge enthusiasm. UM believes it has begun making significant gains in its target markets.
Not all marketing and communication efforts are visible, and many of UM'S efforts are targeting to 16- and 17-year-olds who live on their screens. UM is now communicating with them — about 50-60 times per year on average — and double that on social media.
Considerable resources are being put into all this. However, the budget is not unlimited.
Many of you know, and know first hand, that UM's recruiting and enrollment was lacking and broken for many years.
When Bodnar became president, and hired Cathy Cole 18 months ago, it was apparent that things were not functioning on the enrollment or communication side of UM. After initial assessment, it was determined that it would be best to start over and rebuild UM's enrollment management operation and rewrite, redesign and redeploy all marketing and communication efforts.
The program is now data and tech-driven. All students in MT and and select markets in the US and outside the US are being targeted. UM is re-engaging with the student counselor community in MT. The new program is high touch. There is a Student Enrollment Communication Center for inbound and outbound communications.
The changes are in process, but this large effort won't happen overnight. Undoing and rebuilding systems at the same time is time-intensive and not easy, without losing momentum. Substantial process has been made and there is much more to come.
The Enrollment Management Office at UM was not adhering to best practices. As a result, the offices that make up enrollment management — admissions, financial aid and evaluations - have been restructured, and processes and systems rebuilt from the bottom up.
New strategies have been put into place that have taken into account limited resources coupled with huge enthusiasm. UM believes it has begun making significant gains in its target markets.
Not all marketing and communication efforts are visible, and many of UM'S efforts are targeting to 16- and 17-year-olds who live on their screens. UM is now communicating with them — about 50-60 times per year on average — and double that on social media.
Considerable resources are being put into all this. However, the budget is not unlimited.