| Goal =
5 |
Elevate the visibility of FGCU Admissions through increased =
communication, visitation, enhanced technology, and on-campus =
programs. |
The =
primary measure of increased visibility will be a direct count of =
prospect contacts, requests for information, and applications. =
=C2=A0However, some indirect measures will also be important including =
the number of visits to high school and community college counselors and =
the responses from those areas. |
Responses from various target markets will direct the need =
for additional or improved publications and other channels. =C2=A0 =
Response from visitation programs will drive the selection of targeted =
visits in future years. |
Admissions market cycles generally =
take two years to show results. =C2=A0 While minor adjustments should be =
made based on obvious results, adequate time should be allowed for new =
markets to develop. =C2=A0 In addition to the admissions timetable, =
communications is impacted by university-wide decisions on branding and =
image. |
| Goal =
2 |
Develop and meet specific enrollment targets with a special =
emphasis on State of Florida targeted programs and on underrepresented =
populations. |
The =
overall enrollment target will be established by the President and the =
Board of Trustees. =C2=A0However, Admissions will need to establish =
other targets including numbers of FTIC by county and transfers from =
each feeder institution.
Especially important in this context will be =
targets for minority populations. Meeting these targets will be a simple =
numerical measure. |
The degree of success in meeting specific targets by =
geographic area will drive additional research into whether the targets =
were realistic and if so, which programs and channels were effective. =
=C2=A0Minority targets should also be evaluated for whether they were =
realistic and, likewise, which programs are =
effective. |
Again, the outcomes of changes in =
targeted effort is frequently not seen in admissions markets until the =
second year. =C2=A0 Obvious flaws should be corrected as soon as they =
become apparent, but a new market thrust should not be abandoned =
prematurely if the numbers do not materialize in the first =
year. |
| Goal =
8 |
Engage the staff in the development of a quality improvement =
program with the objective of improving response time and reducing =
errors. |
Staff =
participation would be vital to the success of any quality improvement =
program. =C2=A0The quality measures would likely fall into two =
categories. =C2=A0The response time measures would need to be expressed =
as a certain percentage of obligations will be met within a specified =
period of time =C2=A0(e.g. 95% of applications receive a decision within =
two weeks, 99% of general inquiries are answered the same day, etc.). =
=C2=A0 The accuracy issue will first require a reasonable means of =
detecting errors and then recording them. =C2=A0This would be the more =
challenging of the two objectives. |
These are classic quality control measures. =C2=A0 The =
response time measures will likely drive process improvements and will =
address questions of adequacy of resources, especially in application =
processing. =C2=A0The accuracy measures will provide information on the =
adequacy of equipment (e.g. monitors), a drive to more self-service and =
the need to incorporate redundancy into processes to catch more errors =
early in the process. |
Unlike the marketing efforts above, =
the process measures should yield new directions to follow within a few =
weeks. =C2=A0 In particular, response time issues can be corrected =
quickly with additional resources with due care taken not to overwhelm =
staff with too many changes at =
once. |