University Business - May 2006 - (Page 83)

Philomena Mantella, Northeastern University Mass. This large, private, urban institution in Boston is known, among other things, for its longstanding commitment to co- operative education with a concentration on the professions, especially engineering. Philomena Mantella, senior vice presi- dent for Enrollment Management and Student Affairs, says: True enrollment management requires linking expecta- tions set by universities directly to the quality of the actual student experience. Given that, it is logical to link enroll- ment management and student service areas structurally. At Jim Gyure, University of Northeastern we have organized all traditional enrollment management and student affairs Pittsburgh at Johnstown functions [such as Academic and Cultural Enrichment Services, Admissions, Financial Ser- This institution is affiliated with vices, and Health/Counseling Services] together as one of the four divisions of the univer- the University of Pittsburgh system, sity. President Richard Freeland likes to say that our structure helps us clearly articulate one of three public higher education our promises to our students and families and to keep them. systems in Pennsylvania. Johnstown serves a local population in the Wayne Locust, University at Albany N.Y. western part of the state, mostly in First a public teachers' college in the state system, this insti- pre-professional programs such as tution became one of four State University of New York cen- education and business. Jim Gyure, ters. Wayne Locust, vice provost for Enrollment Management, assistant to the president for Enroll- sees the necessary linkages that define EM as critical: ment Management and director of Enrollment management is often conceptualized without Admissions, says: actually being realized due largely to historical administrative The real success of enrollment silos. To be successful, institutions must break with the past management plans and issues at UPJ and reconstitute organizational structures that are expandable is rooted in the many campus collab- and reach beyond Admissions, Financial Aid, and the Registrar. orations that produce very practical Critical offices that also directly impact a student's means of attracting students and pro- decision to enroll and/or persist include but are not limited to orientation, academic moting their success. Some coopera- advising, student accounts, and retention. Furthermore, putting strategic marketing and tion follows formal protocol. But a lot enrollment policy initiatives into place should include informal relationships with Public requires cross-functional teamwork, Relations, Alumni Relations, Institutional Research, and Student Affairs, among others. and a lot develops along less formal Deliberate and well-defined, measureable outcomes are highly dependent upon the stra- lines. The point has been to keep tegic coordination of relationships, formal or informal, with key offices. These relationships talking, to keep issues in front of should be clearly articulated by the president and fully supported by senior administration. people, to keep distributing data. Gettysburg College, we are strategic about the ways in which Barbara Fritze, Gettysburg we collaborate to add value to our enrollment and institu- College Pa. tional positioning decisions. A small liberal arts institution Gettysburg College integrates enrollment and institution- located in a historic setting, Get- wide marketing and communications. Our comprehensive ap- tysburg competes heavily with proach combines into one vice president's portfolio the offices other like institutions from the of Admissions, Financial Aid, Institutional Analysis, Intercol- Middle Atlantic states and across legiate Athletics, and Communications and Public Relations. the country, serving students who This integrated approach allows us to use research to desire a traditional liberal arts inform our marketing and enrollment teams' decisions, to experience. Barbara Fritze, vice president for Enrollment and enhance the admissions marketing plans, to expand athletic Educational Services, says: recruitment, to create sophisticated financial aid models, and Enrollment management structures must change to reflect to develop institution-wide branding efforts. the market in which all colleges and universities compete. At universitybusiness.com May 2006 | 83 enrollment.indd enrollment.indd 83 4/24/06 2:12:14 PM http://universitybusiness.com

Table of Contents for the Digital Edition of University Business - May 2006

Contents
COLLEGE INDEX
COMPANY INDEX
ADVISORY BOARD
EDITOR'S NOTE
STATS WATCH
SENSE OF PLACE
PEOPLE WATCH
Viewpoint
Human Resources
Marketing
Community Colleges
State of Affairs
2006 Higher Education Consultants Guide
Where's the Beef?
Big Picture AV Planning
Gifts with Strings Attached
Internet Postage Is Here
Enrollment Management Grows Up
Steve Wozniak: Education Technology Champion
Business Technology
WHAT'S NEW
CALENDAR OF EVENTS
DIRECT CONNECT
END NOTE

University Business - May 2006