2017-2018 profile book - vcsa...1995 the enrollment management cluster was formed and the avc...

ENROLLMENTMANAGEMENT

ASSOCIATEVICECHANCELLOR

I. VISION&MISSION

VISION

ToenrollastudentbodythatreflectsthedemographicsofthestateofCaliforniaandtocontinuetobuildadiversenon-residentstudentpopulationthatiswellpreparedforthecampustoequipthemtobegloballeaders.EnrollmentManagementaspirestoprovidetoolsnecessaryforstudents,andtothestaffwhoservethem,toprepareforandsuccessfullyentertheUC.WeareresponsivetotheAcademicSenateandproactiveinprovidingleadershipincoordinationwithfacultythatresultinanacademicallycompetitivestudentenrollment.

MISSION

EnrollmentManagementsupportsthecampusinachievingitsstrategicenrollmentgoals.

CORECOMPETENCIES• Strategicenrollmentplanning• Organizationalmanagement• Resourceplanningandmanagement(financial,humanresource,technology)• Researchanddevelopmentinsupportofemerginginitiatives• PolicyexpertiseforclusterofEnrollmentManagement• Proactiveleadershiptoensureachievementofsuccessfulenrollmenttargets.

II. WORKFORCE

MANAGEMENTTEAMPatriciaMorales AssociateViceChancellor,EnrollmentManagementElizabethBennett UniversityRegistrarTonyHwang InterimExecutiveDirector,Admissions&RelationswithSchoolsRebeccaSanchez Director,FinancialAidandScholarships

ENROLLMENTMANAGEMENTSTAFFCareer(FTE) Filled: 97.35FTE Provision: 16.00FTE CareerFTETotal: 113.35FTE

CareerHeadcount 118

ASSOCIATEVICECHANCELLORSTAFFCareer(FTE) Filled: 2.00FTE Provision: 0.00FTECareerFTETotal: 2.00 FTE

CareerHeadcount 2

StudentStaff 2Employees

Contract 0

ForOrganizationChart,seeendofEnrollmentManagementAVCsection.

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III. SERVICESPROVIDED

• Newinitiativescoordination• Enrollmentplanning• Fiscal/personneloversight• Enrollmentdatareporting• Policyanalysison

o Academicpreparationo Undergraduateadmissiono Studentfinancialsupporto Registration/courseschedulingo Transcript/officialuniversityrecords

• Coordinationofcampusenrollmentgoalso Non-residentrecruitmento UnderrepresentedMinorities(URM)yieldo Honorsenrollment

IV. THOSESERVED

Ourservicesareprovidedtoall students interested inpreparing for,applying to,areadmittedtoandenrollintheUniversityofCalifornia,Irvine.WhileAdmissionsandRelationswithSchoolsandtheCenterforEducationalPartnershipsarefocusedmainlyonservingthoseinterestedinundergraduateeducation,theRegistrarandFinancialAidandScholarshipofficesprovideservicestoallstudents,includinggraduateandprofessionalalike.Weinteractdirectlywithstudents,theirparents,facultyandcampusstaff,aswellas inter-segmental colleagues and community organizationswho partnerwith us on awide range ofenrollmentefforts.Wesupportexecutivemanagementwithanumberofspecialinitiativesandanalyticalsupportonmattersconcerningstudentenrollment.

V. HISTORY

ThefiveunitscomprisingtheEnrollmentManagementare:§ UndergraduateAdmissions§ FinancialAidandScholarships§ Registrar§ OfficeofInstitutionalTechnology–EnrollmentManagement(AVChas“dotted-line”oversight)

1995 TheEnrollmentManagementclusterwasformedandtheAVCpositionwascreated

following the merge of Student Affairs with Educational Relations and AcademicServices.TheAVCpositionwasjointlyfilledalongwiththeDirectorshipofCfEP,andthe incumbent was located in CFEP. Prior to 1995 Financial Aid and Scholarshipsreported directly to Student Affairs, while the other units, reported to AcademicAffairs.

2000-2003 The Enrollment Management cluster managers reported directly to the Vice

Chancellor Student Affairs. Thiswas largely the result of significant new resourcesprovided by the State for student academic preparation, managed by CfEP, andrequiringthefullattentionoftheAVCposition.

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2003-2007 TheAVCpositionwasonceagainjointlyfilledalongwiththeDirectorshipofCfEP,and

the incumbent was located in CFEP. The EnrollmentManagementmanagers onceagainreportedtotheAVC-ES.

2007 The office of the Assistant Vice Chancellor Enrollment Management was re-conceptualizedinthesummerof2007,andwasphysicallyestablishedin209AldrichHall(thentheAdministrationBuilding).AseparaterecruitmentwasconductedtofillafulltimeDirectorforCFEP.

Since2007 Since2007theEnrollmentManagementleadershipteamhasworkedtogethertoward

advancingnumerouscampuspriorities including:URMrecruitmentandenrollment,non-residentrecruitmentandenrollment,andtakingthebeginningstepstowardtherenewalofstudentsystems.

2015 TheStudentInformationSystem(SIS)Implementationbegan.Thisisacampus-wideeffort,incorporatingasignificantcontributionandleadershipprovidedbyEnrollmentManagement.

2017 CenterforEducationalPartnerships(CFEP)becomesEducationalPartnershipsandisestablished as a separate unit reporting directly to the Vice Chancellor, StudentAffairs.

2017 AdmissionsandRelationswithSchoolsbecomesUndergraduateAdmissions

VI. LOCATION

209AldrichHallZOT:2830

VII. ASSETSMajorfacilities,technologies,andequipment

FACILITIESTotalASF=977sq.ft.

• 2Offices:258ASF• 2Workstations:381ASF• 1CopySpace:86ASF • 1Storage:252ASF

TECHNOLOGYWearea“user”officethatreliesuponthetechnologyhostedbyotherunits (specifically thosewithinEnrollmentManagement).

EQUIPMENT• TheofficeutilizesaCAT5ethernet-basednetworkofdesktopPCs.Thereareatotalof4workstations.• TheAVCsuitealsocomprises3smallHPprintersandoneprinter/copier/faxunit(XeroxWorkcentre

7232).

VIII. REGULATORYREQUIREMENTS

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NotapplicableForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.

IX. ADVISORYCOMMITTEE

• CouncilonEnrollmentandStudentSuccess• AcademicSenateCommitteeonUndergraduateAdmissionsandRelationswithSchools• OITSteeringCommittee• StudentInformationSystemsExecutiveSteeringCommittee• StudentInformationSystemsFunctionalLeadershipTeam• StudentInformationSystemsAdvisoryGroup• EFM(EducationFinancingModel)SteeringCommittee• UC-wideAssociate/AssistantViceChancellorEnrollmentManagementgroup• Co-ownerStudentInformationSystem(SIS)RenewalProject• InternationalTransitionsWorkgroup• AcademicSeniorManagers• ViceChancellorManagementGroup

X. MAJORISSUES

• Student Information Systems renewal – Contract negotiations with Software vendor and ProjectLaunch

• Effectivelymeetingenrollmenttargets• IncreasingURMenrollments• Increasingnon-residentenrollments,withgreatergeographicdiversity• Scholarshipdevelopment• Ensuringaccessfortransferstudents

• Managingacademicunitexpectationstomeetlocalenrollmenttargetsvs.centralcampusgoals

XI. MISCELLANEOUS

Notavailable

XII. 2016-17ACCOMPLISHMENTS

• Managedbudgetseffectivelyinsupportofcampusgoals.• Supportedthecampuswithmanagingincreasedyieldactivityforfall2017cycle• Co-ledtheSISplanningandprojectmanagementLaunchImplementationin2016• ActiveparticipationandleadershipincampusandUC-widecommitteework(i.e.StudentInformation

Systems Steering Committee, Academic Senate Committee on Undergraduate Admissions andRelations with Schools, OIT Steering Committee, EFM Steering Committee, Academic SeniorManagers,UCOP/UCI-EnrollmentWorkgroupMeeting,etc.)

• Developedandtestednewmodelsforcultivatinghighqualitynon-residentenrollment• Providednecessaryguidanceandoversighttodirectreportsthatshapedthesuccessfulmanagement

ofeachunit’soutcomes.• CompletedEnrollmentManagementAllStaffundocumentedandAB540studenttraining• EstablishedFRESHBasicNeedsHubtoaddressstudentfoodandhousinginsecurities

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XIII. 2017-18GOALS

• LookforopportunitiestocreategreatercollaborationsbetweenunitswithEnrollmentManagementtopromotecampusenrollmentgoalsforincreasedqualityanddiversity.

• Revieworganizationoftheclusterandprovideprofessionalgrowthopportunities,whereappropriate,forkeymanagers.

• Expand the opportunity for collaborationwith community organizations in support of EnrollmentManagementgoals.

• DevelopmentofEnrollmentManagementadministrativewebsite.• Reviewoperatingbudgetstodetermineareasofpossibleefficiencyaswellasunmetneeds.• Work collaboratively with campus colleagues to explore greater management of enrollment by

academicfield.• Supportthecampuswithmeetingenrollmenttargetsforthefall2017cycle.• Managebudgetseffectivelyinsupportofcampusgoals.• Providenecessaryguidanceandoversighttodirectreportsthatshapethesuccessful;management

ofeachunit’soutcomes.• HireanewAssociateViceChancellorofEnrollmentManagement• DesignatedHispanicServingInstitutionandadvancecampusprioritiestosupportHispanicand

Chicano/Latinostudents.• DesignatedAANAPISIandadvancecampusprioritiestosupportAsianAmerican,NativeAmerican

andPacificIslanderstudents.• FulfillobligationssetforthbyInternalAuditServicesrelatedtoEnrollmentManagementasaresult

offall2017over-enrollment.

XIV. AWARDS

Notavailable

XV. STUDENTLEARNINGOUTCOMES

Notapplicable

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FINANCIALAID&SCHOLARSHIPS

F i n a n c i a l A i d & S c h o l a r s h i p s

I. VISION&MISSION

VISIONTheOfficeofFinancialAidandScholarshipswillserveasamodelofgreatcustomerservice.Wewillbuildand leverage a robust portfolio of resources to assist students and families overcoming the financialbarriersassociatedwiththeiracademicgoals.

MISSIONOurprimarymissionistoprovidestudentsandtheirfamilieswiththefinancialresourcesnecessarytoassureaccess to their academicgoals. Todo this,weworkwithnumerous stakeholders toeffectivelymanagetheresourcesavailabletostudents.CoreValues:

1. Committedtoexcellenceinservicequalityforallstakeholders.2. Awardstudentaidandscholarshipresourcesinamannerthatisfairandequitable,aswellas

ensuringaccuracyandtimelinessofinformation.3. AdministerandmanageaidprogramstoensurecompliancewithFederal,Stateandinstitutional

regulationsandpolicies.4. Assure that students and parents are aware of all need-based and merit-based resources

availabletothem.5. Managingandawardingresourcesinamannerthatminimizesstudentloanindebtedness.6. Helpstudentsanddoctoralresidentsmanagecreditandeducationalindebtedness.7. Utilizethediversityofourstaffandprogramstosupportstudents’educationalexperience.8. Dedicationtotheprofessionaldevelopmentandequitabletreatmentofstaff.9. Committedtoassistingexecutivemanagementinmeetingthecampus'enrollmentgoals.10. Utilizationofcurrenttechnologiestoefficientlydeliverfinancialaidservices.

CORECOMPETENCIESThecorecompetencies in theOfficeofFinancialAidandScholarshipscenteron theadministrationofstudentfinancialaidandinclude:

1. Expertknowledgepertainingto federal regulationsand lawsregardingtheadministrationofstudentfinancialaidincludingTitle-IV,Title-VII,theCampusBased,andvariousveteransbenefitprograms.

2. Expert knowledgepertaining toState regulationsand laws concerning theadministrationofstudent financialaid including thosegoverning theCalGrantprogramandtheChafeeGrantProgram. This also includes expert knowledge of Prop 209 requirements and the CaliforniaDreamAct(AB130andAB131)

3. Expert knowledge pertaining to University regulations and policies concerning theadministrationof student financialaid including theUniversityStudentAidProgram (USAP),scholarshipadministrationandgeneralaccountingproceduresandpolicies.

4. ExpertknowledgepertainingtoNCAAregulationsandpoliciesconcerningtheadministrationofathleticscholarships.

5. Providing financial budgeting advice for students assisting them in keeping the cost ofattendancetoaminimum.

6. Scholarshipmatchingandsearchservicesforstudents.7. Efficient,secureandconfidentialstudentandparentfinancialrecordkeeping.

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8. Productionoffinancialreportsofvaryingcomplexityrequiredforfinancialaidadministrationandreporting.

9. Managementofmanydiverseconcurrentandcomplexprojectswithcompetingdeadlinesandpriorities.

10. Prioritysetting.11. Understandingandsensitivitytothepoliticalimplicationsofactionsoftheoffice.12. Providingcustomerserviceinahigh-stressandfast-pacedenvironmentwithlimitedstaffing.13. Creatively and effectively using technology to automated cumbersome and labor-intensive

processes.14. Developmentofhighlyautomatedfinancialaidadministrationanddeliverysystems.

II. WORKFORCE

MANAGEMENTTEAMRebeccaSanchez DirectorLindsayCrowell SeniorAssociateDirectorBenjaminShaver AssociateDirector,Policy&TrainingShengHuang AssistantDirector,InformationTechnology(OIT)LuisMedina Director,SchoolofMedicineFinancialAidNasreenZia Director,LawSchoolFinancialAidOliviaGarcia AssistantDirector,StudentServicesZelotesSmith AssistantDirector,ScholarshipsAldaRuggiero AssistantDirector,MerageSchoolofBusiness

STAFFCareer(FTE) Filled: 23.46 FTE(0.46FTEisatMerageSchool) Provision: 7.00 FTECareerFTETotal: 30.46 FTE

CareerHeadcount 31

Contract(SISbackfill) 4 Appointments

StudentStaff PeerAdvisors:

CounselingAsst101

StudentsStudent

AdministrativeScholarshipCompliance

911

StudentsStudentStudent

StudentStaffTotal: 22

Other 2DirectorofFinancialAidinLawSchoolisaLawSchoolposition 1SchoolofMedicinefundedpositionsintheSOMaidoffice 1MerageSchoolfundedpositionsupporttheMerageaidoffice 7OITstaffprovideITsupportfortheoffice

ForOrganizationChart,seeendofFinancialAidsection.


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• DeliveryofFederal,StateandUniversityfinancialaidtostudentsandfamilies.• Oversightof financialaidcompliance in theaidoffices in theSchoolofMedicine, LawSchooland

MerageSchool.• Participateinvariousoutreachactivitiesthroughouttheyearforhighschoolsandothercommunity

groups,informingthemoffinancialaidprogramsandprocesses.• Administerover60scholarshipprograms,includingRegents’andChancellor’sExcellenceprograms.• ProvidestudentsupportforsummerprogramsincludingCaliforniaAllianceofMinorityParticipation

(CAMP),StudentAcademicEnrichmentProgram(SAEP)andFreshmenandTransferSummerBridgePrograms.

• ProvidesupportforscholarshipadministrationoutsideoftheofficeincludingtheDalaiLama(StudentAffairs),Edison(CFEP),Samueli(Engineering),etc.

• Prop.209oversightforcampusregardingscholarship/stipendpaymentstostudentsandestablishingscholarships(includesreviewofgiftagreements)

• Support overall campus enrollment goals through the administration of our financial aid andscholarshipprograms.

• CaliforniaDREAMActsupportandcoordination.

IV. THOSESERVED

• Weassiststudentsandfamiliestomeetthechallengesofpayingforcollege.Incollaborationwiththesatellite aidoffices,weawarded$598M in financial aid funds toover20,700 students thus far in2013/14.

• WeprovideoversightforthethreesatelliteaidofficesintheSchoolofMedicine,SchoolofLawandMerageSchoolofBusinessensuringadherencetostatutes,regulations,policiesandprocedures.

• We assist academic units in administering their scholarship programs, including assistance withmarketingandscreeningapplicants.

• WeassistUniversityAdvancementinavarietyofwaysincludinggeneralassistancewithstewardshipreports and stewarding donors as well as reviewing gift agreements for such things as Prop 209compliance.

• WeworkcloselywiththeStudentAffairsDevelopmentDirectorinidentifyingkeyareasofneedandexpertiseandanalysisinidentifyingtargetedgroupsforpotentialdonors.

V. HISTORY

From the earliest years of UCI there has been an aid office with staff working diligently to assistingstudentsandfamiliesovercomethefinancialchallengesofattending.TheOfficewasfirstknownastheOfficeofFinancialAid,thentheOfficeofFinancialAidandEducationalFinancingandfinallytodayastheOfficeofFinancialAidandScholarships.

Mid1960s FinancialAidofficeopensatUCI

1976 FirstfinancialaidsatelliteofficewasopenedintheSchoolofMedicine.

1988-89 UCIImplementsin-housefinancialaidsystemthatisenviedacrosstheUCsystem.This

includesoneofthefirstdocumentimagingsystemseveryimplementedandpermitstheofficetoeliminatepaperstudentfilesandfileroomasalldocumentsareavailableelectronically from individual desktop computers.Over thenext fewyears, visitorsfrommanycampusesvisittodemothesystemandlearnhowweaccomplishedthis.

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1993 SatelliteaidofficeopensintheGraduateSchoolofManagement,laterrenamedthe

MerageSchoolofBusiness1993-94 FederalGovernmentreplacestheSAACfinancialaidapplicationwiththefreeFAFSA

form.Forthefirsttime,thereisnocostinvolvedinapplyingforfederalfinancialaid. FinancialAid implements in-housephonetreesystemthatgivesstudentsaccessto

theirfinancialaidrecordsviathetelephone.ThesystemwasoriginallydubbedFACTSandlaterrenamed“TelAid.”

1994-95 UCI isoneofthefirst104institutionsnationallytoparticipateintheFederalDirect

LoanProgram.Thefirstyearoftheprogram,UCIdisburses$36M.

1995 UCIFinancialAidjoinstheworldwideweb

1996-97 Studentsgiven theability to logon to the financialaidwebsiteandviewtheiraidapplicationstatusandawardsviatheVisualAidsystem.

2004-05 UCI replaces in-house financial aid system with new in-house system FAME. New

systemutilizesup-to-datetechnologytopermittheofficetomeetsomeofthenewITchallenges and to provide better service to students and families.Visual Aid websystem is replaced by My Aid web system and office eliminates paper missinginformation letters and award letters. Main form of communication to studentsofficiallybecomese-mailandelectronic.

2005-06 FirststatesupportedsummerbringsincreasedaidtoUCIstudentsattendingsummer.

2006-07 Federalgovernmentaddstwonewgrantprograms,AcademicCompetitivenessGrants

(ACG)andNationalSMARTGrants.Thesegrantssunsetafter2010/11year.

2008-09 UCI,forthefirsttime,disbursesover$100MinFederalDirectLoanstostudentsandparents.

2009-10 UCImplementsBlueandGoldOpportunityplan,guaranteeingneedystudentsfrom

familieswith incomes less than $60,000 that theywill have enough scholarship orgrantsupporttocoversystem-widefees.

Satellite office in the School of Lawopens andUCI inaugural class of law students

begins.TheFinancialAidandScholarshipsofficeplaysinstrumentalroleinensuringthe students have access to financial aid. Systems retooled to work within thesemestersystemandtoawardandprocessaidforthisuniquecohortofstudents.

2010-11 Implemented two Pells in one year. Program was subsequently discontinued by

FederalBudgetResolutioneffectiveinthe2011-12academicyear. Majorreorganizationwithintheofficeresultinginthecollapsingofthe“Advising”unit

intoasingle“Counseling”unit.Initiatedapeeradvisorprogramtostafffrontoffice,permittingcounselors to focusmoreonprocessing rather than front-linecustomerservice.

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ScholarshipResourceCenteropenedwithin theofficeproviding scholarship searchandmatching assistance for students.Drop in hours available eachweek. Servicesprovidedalsoincludeassistancewithcompletionofscholarshipapplicationsincludingreviewofessays.

2011-12 California Dream Act (AB 130 and AB 131) passed into law. UCI begins receiving

CaliforniaDreamApplicationsfromundocumentedstudentswhoarenoteligibletofiletheFAFSA.Universityaidawardedforfirsteligiblequarter,winter2012.

Implemented new Provost’s scholarship program to investigate the effects of

monetaryincentivesontheyieldofnon-residentstudents. Debutednewwebresourcesforstudentsnamed“MyAcademicStatus”thatprovides

studentswithonlineandreal-timeacademicprogress informationsotheycantakeappropriate action to avert losing aid eligibility by failing tomeet the satisfactoryacademicprogressrequirements.

Imaging system upgraded to new system that provides electronic work-flow that

routes scanned documents to financial aid counselors and other financial staff,reducingpaperworkmovingthroughtheofficeandprovidingmanagerswithabilitytomoreeasilytrackworkloadandbacklogs.

2012-13 Newfederalrulestakeeffectfor:

• CalculatingreturnsofTitleIVaid(R2T4)forsummeraid• LimitingPellgrantstomaximum6years• Significantchangestofederalverificationrules,requiringtaxreturn

transcriptsfromtheIRSratherthancopiesoftaxreturns Federalaidprogramchangesforsequestrationincluding:

• Increasetodirectloanoriginationfees• DecreasetoTeachGrantmaximumawards• ReductiontoFederalWork-StudyandFSEOGallocations(fornextyear)

2013-14 StudentsbecomeeligiblefornewCalGrantawardsunderCaliforniaDreamAct(AB

131) FederalDirectLoaninterestrateschangedfromfixedpercentagetovariablerateset

eachJanuary. AB 94 signed into law creating the Middle Class Scholarship Program (MCSP) for

implementationin2014-15

Officeparticipatesinpre-planningworkfornewStudentInformationSystem(SIS)

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New federal verification procedure slotting students selected for verification intogroups,V1throughV6,withtargeteditemstoverify.

AddednewStatisticsandResearchAnalystpositionfromrepurposedvacantFTE. Movedsupportofofficecomputing resources from internal IT staff toOITdesktop

supportteam. RetooledfinancialaidsystemtoworkwithnewKFSfinancialsystem.

2014-15 New federal regulations take effect for limited terms of subsidized direct loaneligibilityto150%ofprogramlength.

NewstateMiddleClassScholarshipprogramstartsfall2014. HiringandtrainingbackfillforandassigningexistingstafftotheSISproject. Aftermonthsofnegotiations,UCandGovernorreachadealonatuitionholdfortwo

years(2015-16and2016-17)forstudents. SB1210signedintolawcreatingtheCaliforniaDreamloanprogram.

2015-16 NewDepartmentofEducation’s150%rule’s“subsidizedusagelimitapplies”(SULA)provisions.

U.S.DepartmentofEducationbeginstosunsetthePerkinsloanprograminOctober2015.

CaliforniaStudentAidCommissionaddsassetstowarditsrequirementsforcalculatingeligibilityfortheMiddleClassScholarship.

Provostscholarshipprogramwasdiscontinued.

UndergraduateundocumentedstudentsbecomeeligiblefornewsystemwideDREAMLoanawardsforthefirsttime(AB540).

2016-17 U.S.DepartmentofEducationdelayssunsetofthePerkinsLoanProgramuntilOctober

2017

3yearfundingforDreamersupportisdismeninatedtoallUCcampusesandutilizedtoimprovestudentsupportinmanyareas

VI. LOCATION


Satelliteoffices:

SchoolofMedicineAidOffice

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836MedicalEducationBuildingZOT:4089

PaulMerageSchoolofBusinessAidOfficeSocialScienceTower323ZOT:3135

SchoolofLawAidOffice401E.PeltasonDrive,Suite1000ZOT:8000


FACILITIES• Assignablesquarefeet(ASF):4,221• Numberofrooms:36

Thisincludes:o 64ASFinAldrichHallroom101A–storageo 63ASFinAldrichHallroom103A–sharedwithFinancialServices

• SatelliteofficespacenotunderoversightofStudentAffairs:o OfficeintheSchoolofMedicineo OfficeintheSchoolofLawo OfficeintheMerageSchoolofBusiness

TECHNOLOGY

TheOfficeofFinancialAidandScholarshipsutilizesahighlyautomatedin-housefinancialaidmanagementsystemcalledFAME(FinancialAidManagedElectronically).FAMEwasdevelopedoveratwo-yearperiodandwentliveforthe2004-05processingcycle.FAMEincludesanMSWindowsapplicationusedbytheinternal staff to process financial aid and scholarships for students. FAMEalso includes a robustwebapplicationthatisprimarilyusedbystudentsforself-service.ThewebapplicationalsohasacomponentforfacultymembersoftheBUSHFAboardtousetoevaluateandscorescholarshipapplications.

The office also utilizes a document imaging system to manage student paper records and files. Alldocuments are scanned and stored electronically for rapid lookup. The system was upgraded fromLibertyNettoOnBaseinJuneof2012.Thenewsystemprovideselectronicworkflowthatroutesscanneddocumentstofinancialaidcounselorsandotherfinancialstaff,reducingpaperworkmovingthroughtheofficeandprovidingmanagerswiththeabilitytomoreeasilytrackworkloadandbacklogs.

EQUIPMENTHighvalue($10,000+):

• Xeroxcopier(qty.1)• Fileservers(qty.4)• Tapebackupsystems(qty.1)


• FederalRegulationsasspecifiedbytheHigherEducationAct(HEA)of1965asamended.Therearesignificantregulationsgoverningtheadministrationofcampusbased(Work-Study,PerkinsLoans,FSEOG)andTitleIVaidprograms.

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• HHSregulationsregardingtheadministrationofTitle-VIIprogramssuchastheScholarshipforDisadvantagedStudents(SDS)andPrimaryCareLoan(PCL)program.

• HIPAAregulationsinthetreatmentofmedicalrecordsgatheredinsupportofstudentappealsandprofessionaljudgmentdecisions.

• IS3regulationsregardingthetreatmentandhandlingofcomputerizedrecords.• FERPAregulationsregardingthetreatmentofstudentrecords.• VariousCAstateregulationsandlawsregardingtheadministrationofStateaidprogramsincluding

theCalGrant,CHAFEEGrantprograms.Prop209,theCaliforniaDreamAct(AB130,AB131)andMiddleClassScholarshipProgram(MCSP;AB94).

• UniversitypoliciesandregulationsgoverningtheadministrationofUniversityaidprogramsincludingtheUniversityStudentAidProgram(USAP),Scholarshipadministration,andcampus-basedloanprogram.

• NCAAregulationsregardingtheadministrationofAthleticScholarships.


BUSHFA–BoardonUndergroundScholarships,Honors&FinancialAid2013-14Chair Dr.LorenzoValdevit,Mechanical&AerospaceEngineering2014-15Chair Dr.LorenzoValdevit,Mechanical&AerospaceEngineering2015-16Chair Dr.LuisDeSipio,Chicano/LatinoStudies2016-17Chair Dr.LuisDeSipio,Chicano/LatinoStudies

X. MAJORISSUES

• Meetingexistingregulatoryandcompliancerequirementswhileimplementingnewrequirementsofthe Reauthorization of the Higher Education Act (HEA) and other recently enacted legislation,including:o Changetofederalverificationpolicyresultinginnewrequirementtoverifyincomeisadequate

tosupportfamilyfornewverificationgroup,V6.o ChangestoFederalDirectLoansandFederalTeachgrantsasaresultofthesequester.o Implementationandsubsequentsystemchangesrequiredforlimitonsubsidyoffederaldirect

subsidizedloansto150%lengthofthestudent’sprogram.• ImplementationofnewKualiFinancialSystem(KFS)inJune2014.Thiscausedmajorchangesonthe

financialaidprocessingsystemandinterfacestovariousfinancialsystem.• ImplementationofnewUCPayrollsystem(UCPath).Coordinationofwork-studyprocessingwithin

thesystem.• CarvingouttimeforimplementationofnewStudentInformationSystem(SIS).• Providingadequateservicetoclientelewithexistingstaffinglevelsdespiteincreasingdemand.• Keepingstaffmotivatedandenergizedtomeetthechallengesofincreasingworkload.• ImplementingITenhancementstoautomatemanualprocessesandreducedataentrywhileworking

throughbumpsofconsolidationwithOIT.• Developing meaningful and relevant plans for Regents’ and Chancellor’s Excellence scholarship

programsthatfitwithinourlimitedresourcesyetsupportcampusenrollmentgoalsandpriorities.• MeetingfederalrequirementstodevelopacompletePoliciesandProceduresManual(PPM).

XI. MISCELLANEOUS

2016-17UNDERGRADUATES

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19,466(72%)offeredsomesortoffinancialaid16,680(62%)offeredneed-basedfinancialaid11,899(44%)receivedaPellGrant11,208(42%)receivedaCalGrant13,470(50%)receivedaUniversityGrant4,732(18.2%)receivedascholarship(campusbasedand/oroutsideagency)14,948(61.2%)offeredastudentand/orparentloan4,871(18%)offeredwork-study$20,466–Averageloanindebtedness(allloans)ofstudentsgraduatingin2015-1657.8%ofgraduatingclassborrowedatsometimeduringtheirundergraduatecareer*DatasourcesincludeCommonDataSetaswellasFinancialAidOfficeinventoryreportsinconjunctionwithOIRenrollmentreports.


• SuccessfullyimplementedinternalcontrolstoensuresuccessfulearlyFAFSAdueOctober1• WorkedcloselywithSIStocompleteBannerImplementation• Addedadditionaladvisingstafftoincreaseexcellentserviceatfirstpointofcontact• Implementedfullversiononphonesystem

XIII. 2017-18GOALS

• Addoutreachcounselortoassistwithrecruitingeffortsandbuildbettercampuspartners.• Renovatedocumentimagingroomintocentralizedphonebank/documentworkspace• Renovatefrontlobbytoincreaseefficiencyandsupportstaffgrowth• Launchnewonlineappointmentmobileapptoeliminatelines• WorkcloselywithSIStoworktowards‘golive’in2019-20• WorkcloselywithTelecommunicationtocontinuetobemoreinnovativeonphonesystemupdat

XIV. AWARDS

Notavailable


2016-17updates:

PeerAdvisorTrainingProgramPROFESSIONAL&ADMINISTRATIVESKILLS

TraineeswillcorrectlyanswerthefrequentlyaskedquestionsthatappearontheUCIFinancialAidwebsite.

MeasuredBy:Preandposttests

Results:Fourstudentswerebroughtonboardtobetrainedaspeeradvisors.Theyweretestedontheirfinancial aid knowledgebeforeundergoing an eight-week training course. Pre-test scoreswere68%,54%,54%and19%correct.Nopost-testanalysisarepending.

Use:Refiningprograms/programchanges

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2017-18:

PeerAdvisorTrainingProgramPROFESSIONAL&ADMINISTRATIVESKILLS

Traineeswillcorrectlyanswerthefrequently-askedquestionsthatappearontheUCIFinancialAidwebsite.

MeasuredBy:Preandposttests

Results:TobereportedSummer2018

Use:Refiningprograms/programchanges

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OFFICEOFTHEUNIVERSITYREGISTRAR

O f f i c e o f t h e U n i v e r s i t y R e g i s t r a r

I. VISION&MISSION

VISIONOur primary focus continues to be helping the campus automate primary academic administrativeprocessestoastructurethatisbothrobustandflexible.

MISSIONTheUniversityRegistraraimstoprovideacademicsupportservicesinanatmosphereofprompt,accurateandfriendlyservicetothecampuscommunity.Whileourspecificprojectschangeonaregularbasis,welook to fulfill the spirit of defined academic regulations while removing unnecessary administrativebarriers.

CORECOMPETENCIES• Understandingtheneedforabsoluteintegrityofrecordsunderourpurview.• Subjectmatterandtechnicalexpertsinacademicrecordsandprocessesandinunderstandingthose

records/processesgreaterroleintheprocessesofEnrollmentManagementandthecampus.• Abilitytobalancerobusttechnologyneedsinarapidlyevolvingtechnicalenvironment.• Ability to communicatewitha ceaseless streamof constituents,primarily students, ina clearand

positivemanner.

II. WORKFORCE

MANAGEMENTTEAMElizabethBennett UniversityRegistrarPaulLampano DeputyRegistrarJohnLapuz ActingAssistantRegistrarJoshuaJackson ProgrammingManager(OITStaff)

STAFFCareer(FTE) Filled: 16.00 FTE Provision: 0.00 FTECareerFTETotal: 16.00 FTE

CareerHeadcount 16plus7OITStaffassociatedwiththeunit

StudentStaff Inthelastfiscalyear,studentstaffworkedatotalof3,000hrs.

ForOrganizationChart,seeendofRegistrarsection.


• PreparethequarterlyScheduleofClasses• Managestudentenrollmentactivities• Assessquarterlystudentfeesandtuition• Determinelegalresidencefortuitionpurposesforstudents• Maintainthemastercoursefile

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• ProducetheUniversityCatalogue• Produceofficialclassrostersandgradereports• Maintainstudents’permanentacademicrecordsincludingtranscriptsanddiplomas• Providetranscriptandverificationservicestostudentsandthepublic• Produceongoingandadhocacademicdatareportstoavarietyofconstituents• Providestudentandpublicservices,primarilyrelatedtoUniversitypoliciesandprocedures

IV. THOSESERVED

TheUniversityRegistrar,alongwithseveralotheradministrativeoffices,providescontinuitytoa fairlytransitorygoverningbodyandhas theprimary responsibilityof representing thewillof the facultyasreflectedinitscurriculaandcourses.TheUniversityRegistrarhasdailycontactwithnumerousacademicofficesandstudents;thiscontactprovidestheUniversityRegistrarwithabroadcampuswideperspective.Thisinsightisusefulinassistingthefacultyintheirreviewofpoliciesandinworkingwiththecampustoestablishprocedures.

Intermsofvolume,however,studentsareservedmostoften.TheUniversityRegistrarmaintains,andisregularlycalledupontoprovide,informationforanyofourcurrent36,000+studentsand320,000+totalmatriculatedstudents.

V. HISTORY

The Registrar is historically one of, if not the, first university administrators, and was originally thememberof the faculty responsible for scribingexamresultsand theawardingofdegrees.Due to theRegistrar’suniqueroleinassistingfaculty,itisonethefewadministrativepositionsassignedmembershipintheAcademicSenateonmostcampuses,includingUCIrvine.

Whilethetechnologiesusedtomaintainrecordsandprovideserviceschangeonaregularbasis,mostoftheprimarydutiesoftheUniversityRegistrardonot.

Basicrecordsforallmatriculatesaremaintainedinperpetuitysothereisanaturalfocusonaccuracyandintegrityoftherecord.

UCIrvinewasknownforaprogressiveandcreativeapproachtorecordsmanagementfromitsinceptionuntil perhaps the late ’90s when the work necessary to maintain our underlying database structurebecamecumbersome,tothepointthatwestalledsomewhatonrollingoutnewdevelopments.Whilewehavealwaysprovidednecessaryserviceswithoutinterruption,thecampushasbeenaggressivelyinvolvedincatchinguptomoremoderntechnologyapplicationsandstudentinformationisnowinthatmix.Wearenowwellintophasetwoofalarge-scalestudentinformationsystemimplementationthatwilltakeaminimumoffouryearstocomplete.

TheOfficehasastrongcommitmenttoprompt,accurate,andfriendlyservice.WhilemuchoftheworkoftheRegistrarmightappearmundanetoothers,itisnotunusualforRegistrarstafftospendmostoralloftheirworkinglifetimesintheofficeandUCIrvine’s“Reggies”arenoexception.Theyarewellsuitedtotheirworkandenjoyit.Itisahappyoffice.

VI. LOCATION


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FACILITIES• TheofficeislocatedinAldrichHall,withthemajorityofspace(4,497squarefeet)onthesecondfloor.

Onehundredandeightsquarefeetareinthebasement,usedforstorage;theofficeisattemptingtovacatethisspace.

• Alittleover300squarefeetareassignedtoourserver/computerroom.• 340squarefeetassignedforaconferenceroom• 1,262squarefeetareusedforofficesandareassignedtomanagersandprogrammingstaff• 2,675 square feet are assigned to the front counter service area, a copier/administrative general

workspace,cubiclesforanalystsandsomespaceforshort-termstorage• 96squarefeetareassignedtoabreakroom

TECHNOLOGYTheofficesupportsStudentAccessandWebAdminastheprimarywebaccessapplicationsforstudentsandstaff,respectively.StudentenrollmentisaccomplishedwithWebRegandtheScheduleofClassesismanagedwitheSOC.ARIESisusedwithintheofficetoeditstudentrecords.Threecommercialapplicationsareinuse:Resource25forroomscheduling;DegreeWorksfordegreeaudit;CourseLeafforuseincoursemanagementandcataloguecreation.WewillbethelargestmanageranduserofdatainthenewBannerstudentinformationsystem(SIS).

EQUIPMENTMostofourhardwareandsoftwaresystemsweresuccessfullymigratedtotheOITdatacenterthisyear.Wecontinuetomaintainaserverandtwoworkstationsforalegacysystemthatistoofragiletobemoved.ItwillbedecommissionedaftertheSISgo-live.


NotapplicableForafulllistofStudentAffairsmandates,pleaserefertoAppendixAattheendofthebook.


TheOfficehasnoadvisorycommitteebutisamemberof,orreportsto,multipleacademiccommitteesandcouncils,primarilytheCouncilonEducationalPolicy,theSubcommitteeonCurriculaandCourses,theCommitteeonCourses,andtheUndergraduateCouncil(undergraduateassociatedeans).TheRegistraralso sits on the campus’ Council on Enrollment and Student Success; the Advisory Committee forTechnologicallyEnhancedEducation;theInformationSecurityandPrivacyCommittee;andtheStudentAffairsTaskforceonVeterans.

X. MAJORISSUES

• Theofficecontinuestofunctionwithfivefunctionalstaffmembers–allseniororknowledgeexperts–offsite,withtheirpositionsbackfilledbycontractstaff.

• Thedirectorwentonathreemonthleavewithoneday’snotice.• Theofficelostbothofourseniorresidencyofficersthisspring.• AshappenedinallofStudentAffairs,wewereimpactedbytheadditionofthousandsofnewadmits

thiscycle,includingasignificantover-enrollmentoffreshmen.

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• TheofficewasheavilyinvolvedintheimplementationoftheAnteaterLeadershipAcademy.

XI. MISCELLANEOUS

NotAvailable


• The office managed an unprecedented and unexpected increase in incoming undergraduatepopulation,meetingalltargets,keepingallservicesandprocessesontime,withnosignificantdelaysordropsinservicetoanyofourconstituentgroups.

• Theofficewasheavily involvedintheimplementationoftheAnteaterLeadershipAcademy,whichhadanimpactonthemajorityofservicesweprovidetoincomingstudentsaswellastheservicesweprovidetotheacademicandadministrativecommunityservingthosesamestudents.

• TherecordsteamwasassignedtotheSISimplementation,despitewhatisnowatwo-yearextensionontheoverallprojecttimelineandexhaustivedelaysandproblems.Theypilotmostnewprotocolsandprocesses,suggestingimprovementstoimprovetheexperienceandefficiencyoftheremainingteams.

• The campus remains stuck in phase two (planning and configuration) of the newBanner StudentInformationSystem(SIS).This isourongoingprimary task forminimally thenext threeyears.TheRecordsteamisregularlyidentifiedbybothUCIandconsultantprojectmanagersasexemplary.

• Wecontinuetofunctioninamoratoriumenvironment.Giventheoneyearextensionmadetotheproject timeline, we have made or found time to develop some new functionalities for ourconstituents. These are intended to build support for and decrease tension with the longerimplementation.

• Ourmanagementteamsteppeduptofillinforthedirectoranddidafantasticjob,particularlyinlightoftheirexistingSISprojectbackfillandoffsiteduties.

XIII. 2017-18GOALS

• SIS implementation continues to be a primary task for theunit.Our secondary goal is to provideappropriate levels of service to the community while undermoratorium and with several seniorknowledgeexpertsassignedoffsite.Withaseconddelay,wehavetheadditionalgoalofkeepingourownteamsupportedandpositiveabouttheimplementation.

• WorkwithAdmissionstobuildthecampusarticulationtablesisunderway.Admissionshastakenthelead for creating the initialarticulation;wewillwork togetherondesigningand incorporating thetablesintoBanner.

XIV. AWARDS

Notavailable


2016-17Updates:

StudentEmployees/PeerEducatorsCollaborativeAssessmentPROFESSIONAL&ADMINISTRATIVESKILLS

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StudentsparticipatinginRegistrarstudentemployeetrainingwilldirectlydemonstrateproblem-solving, professional policy, team, valuing diversity, and communication skills through trainingexercises.

MeasuredBy:Directassessment(productandobservation)withrubric

Results:Threestudentswereevaluatedviasubmittedpersonalstatements(therubric)anddailyassessmentoftheirknowledgeofRegistrarpoliciesandsystems.Personalstatementsevaluatedstudents’developingunderstandingoftheroleofdiversityinthecampuscommunity.Dailyassessmentinvolvedadhocmonitoring,writtenandverbalguidance,aswellasone-on-oneconsultationsonspecificpolicyortechnicalissues.

Use:Reportingresults

2017-18:

StudentEmployees/PeerEducatorsCollaborativePROFESSIONAL&ADMINISTRATIVESKILLS

StudentsparticipatinginRegistrarstudentemployeetrainingwilldirectlydemonstrateproblem-solving, professional policy, team, valuing diversity, and communication skills through trainingexercises.

MeasuredBy:Directassessment:productorobservationwithoutrubric

Results:TobereportedSummer2018


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UNDERGRADUATEADMISSIONS

A d m i s s i o n s & R e l a t i o n s w i t h S c h o o l s

I. VISION&MISSION

VISION

The Office of Undergraduate Admissions serves as a model of great customer service and efficientmethodsforimplementingtheUniversity’sundergraduateadmissionspolicy.Weaspiretoprovideaccessto all prepared students that meet selection requirements, and we employ pilot approaches to ourprocesses to explore new solutions that will support the desired enrollment goals of the campus,particularlywithregardtogreaterparticipationbyunderrepresentedstudents.

MISSION

Ourmissionisthree-fold:1)Recruitment-toprovideprospectivestudentswiththeinformationtheyneedtoeffectivelyapplytotheUniversityofCalifornia,Irvine;2)Evaluation–toimplementanassessmentofapplications that is fair; and 3) Yield – to coordinate a campuswide effort of assisting students withobtaining the information and resourcesnecessary to imagine themselves as a student atUCI and toaccepttheirofferofadmission.

CORECOMPETENCIES• Studentcounseling• Studentcasemanagement• Customerservice• Coursearticulation• Applicantevaluation• Statisticalanalysisandmodeling• Communicationsandpublicrelations

II. WORKFORCE

MANAGEMENTTEAMTonyHwang InterimExecutiveDirector &Director,SystemsandOperationsDavidNaimie Director,MarketingandOutreachVictoriaImsirovic Director,InternationalAdmissionsDarrenEndo Director,FinanceandHumanResourcesDaleLeaman Sr.AssociateDirector,SystemsandOperationsBryanJue Sr.AssociateDirector,Outreach

STAFFCareer(FTE) Filled: 37.00 FTE Provision: 0.00 FTECareerFTETotal: 37.00 FTE

CareerHeadcount 37

StudentStaff 150Employees

Contract 14Appointments

RecallStaff 0 Employees

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Miscellaneous 100 ComprehensiveReviewReaders

ForOrganizationChart,seeendofAdmissionssection.


• Studentrecruitment• Schoolrelations• Marketingandpromotion• Applicantevaluation• Articulation• Studentrecordsmanagement• Analyticalsupport(campusreportsandemergingpilotefforts)• Campus-wideYieldCoordination

IV. THOSESERVED

Our services are provided to all students interested in, applying to, admitted and enrolled inundergraduateandgraduatestudiesatUCIforCaliforniaresidents,andnon-residents,bothdomesticandinternational.Inaddition,wealsoserve:

• Parents• Academicunits(facultyandadministration)• StudentAffairscolleagues• Intersegmentalcolleagues(e.g.,highschools,communitycolleges)• Communityorganizations• Executivemanagement

V. HISTORY

Untiltheearly1990s,theOfficeofAdmissionswasfocusedlargelyontheevaluationofundergraduateadmissionsapplications.Intheearly1990sitwasmergedwithRelationswithSchools,whichaddedtherecruitmentandyieldcoordinationfunctionstotheunit.ItreportedtoAcademicAffairsuntil1995whentheenrollmentsupportofficesweremergedintoStudentAffairs.

By1990 Theofficebeganimplementationofselectiveadmissionsfornewfreshmanapplicants.

1994 Theofficedevelopedthecohortapproachtofreshmanselection.

1996 UCI Admissions served as the pilot campus for the original Pathways electronic

application.

1997 Freshmanadmissionsevaluationandselectionwascenteredaroundacomprehensivereviewofapplications.

2009 Theofficebeganimplementationofselectiveadmissionsfornewtransferapplicants.

2011 The office implemented single-score holistic evaluation for its implementation of

comprehensivereviewoffreshmanapplicants.

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2017 TheofficerebrandedwiththenewnameOfficeofUndergraduateAdmissionstobetterdefineitsaudienceandservicesitprovides.

VI. LOCATION

OfficeofUndergraduateAdmissions260AldrichHallIrvine,CA92697ZOT:1075


FACILITIESTotalASF=5,749

• OtherOffice:5,403ASF• OfficeService:58ASF• Storage–Office:288

TECHNOLOGY

TheprimarysystemusedbytheAdmissionsofficeis“EASIER”,aMicroFocusCOBOLapplicationresidingonaSunserver. Itutilizesaflatfilestructure(VSAM)andemploysacharacter-based(“green-screen”)userinterface.Systemsofthisnatureexcelintransactionprocessing,butconfigurationisinflexibleandreportingfunctionalityisverylimitedduetothelackofanunderlyingrelationaldatabase.

Overtheyears,numerouswebapplicationshavebeendevelopedthatwraparoundorsupplementtheprimary application and provide tools bywhich end usersmay view data.Many nightly (or regularlyscheduled) extracts are run to provide data to “end users”, especially in the case of academicdepartments.

NewapplicationsforadmissionsareinitiallyreceivedbyUCOPandUCIreceivesaflatfile(XML)importofstudentswhoapplytotheUniversity.

The office recently implemented Technolutions’ Slate systemwhich consolidates and streamlines thefunctionsofsevenexistingelectronicsystemsusedtomanageamajorityofdepartmentfunctionsintoasingle system and user interface. For the 2016-2017 year, the recruitment and client relationshipmanagement (CRM)portion of the systemhas been implementedwhile the technical evaluation andadmissionsportionofthesystemisindesignanddevelopmentstageswithimplementationfortheFall2019incomingclass.Thenewsystemwillincreasetheoffice’sabilitytomuchmorepreciselymanagetheoverarchingprocessofadmissionsforfreshmanandtransferstudentstomeetspecificenrollmentgoals.

EQUIPMENT

TheofficeutilizesaCAT5ethernet-basednetworkofdesktopPCs.Thereareatotalof46workstations.

TheofficereliesuponeightSunservers,andtwovirtualserversmanagedbyOIT,andhasavarietyofprinter/copier devices (including three Xerox units) including five newdedicated scanning devices forrecordsimagestorage.

The new Slate system greatly changes the way recruitment staff manages student interaction andtouchpoints.Withmobiledevicefunctionalityofslate,recruitersandCampusRepresentativesontheroadand/or at offsite eventsmaymore efficiently process and categorize prospective students for futurecommunicationcampaignsandadmissionrelatedfunctions.


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FEDERAL/STATE• BothCaliforniastatelawandFERPAregulationsgovernthetreatmentofstudentrecords.• TheStateofCaliforniaHigherEducationMasterPlan.

UCREGENTSPOLICY• 2102:PolicyonUndergraduateAdmissions• 2103:PolicyonUndergraduateAdmissionsRequirements• 2104:PolicyonComprehensiveReviewinUndergraduateAdmissions• 2105:PolicyonUndergraduateAdmissionsbyException• 2108:ResolutionRegardingIndividualizedReviewandHolisticEvaluationinUndergraduate

Admissions• 2201:PolicyonUniversityofCaliforniaAdmissionsPracticesandonParticipationofRegentsand

ElectedOfficialsinIndividualAdmissionsDecisions• 2202:PolicyBarringDevelopmentConsiderationsFromInfluencingAdmissionsDecisions• 4400:PolicyonUniversityofCaliforniaDiversityStatement• 4401:PolicyonFutureAdmissions,Employment,andContracting(ResolutionrescindingSP-1AND

SP-2)

UCACADEMICSENATE• RegulationsoftheAcademicSenate,PartII,TitleI


CUARS-CommitteeonUndergraduateAdmissionsandRelationswithSchools:Chair JulieFerguson,Lecturer,EarthSystemsScience

X. MAJORISSUES

• Theforefrontofissuestobeaddressedthisyeararediscussedinthecampusinternalaudit.

XI. MISCELLANEOUS

ApplicationsFall2017:• 77,811freshmanapplications• 19,960transferapplications• 97,771totalapplicationsCampusvisitsforthe2016-17year:• Standarddailytours

o 7,397totalprospectivestudentvisitorso 16,096totalvisitors

• Grouptourso 737totalgroupso 53,075totalgrouptourvisitors


• ImplementedandexecutedutilizationofthenewSlaterecruitmentsystemtoefficientlypromoteapplicationtoUCIamongstudentsfromCalifornia,fromout-of-state,andinternationallyfortheFall2017cycle

• Reorganizedthelayout,functionalityandscheduleforCelebrateUCI,refocusingthegoalsofthe

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event• Supportedthecampusinrealizingitsstrategicenrollmentgoals• Furtherbroadenedtheglobaldiversityofapplicants,admitsandyieldedstudents• Increasedfurtherthequalityandethnicdiversityofapplicants,admitsandyieldedstudents• ImplementedandexecutedutilizationofthenewSlaterecruitmentsystemtopromoteapplicationto

UCIamongstudentsfromCalifornia,fromout-of-state,andinternationallyfortheFall2017cycle

XIII. 2017-18GOALS

• PrioritizetheManagementActionPlandevelopedfromthecampusauditofUndergraduateAdmissions

• ReorganizationoftheEvaluationgrouptobetterreflecttheneedsofapplicationanalysisneedsandtoincreaseefficienciesincommunicationandworkflowforthisgroup

• Supportthecampusinrealizingitsstrategicenrollmentgoals• Furtherbroadentheglobaldiversityofapplicants,admitsandyieldedstudents• Increasefurtherthequalityandethnicdiversityofapplicants,admitsandyieldedstudents

XIV. AWARDS

Notavailable.


2016-17Updates:

StudentEmployees/PeerEducatorsCollaborativeAssessmentPROFESSIONAL&ADMINISTRATIVESKILLS

Students participating in OARS Campus Representative training will directly demonstrate problem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskillsthroughtrainingexercises.PartofSTUDENTEMPLOYEE/PEEREDUCATORCollaborativeAssessment.

Measured By: Direct assessment: observation with rubric (e.g., demonstration, performance,presentation);directassessment:productwithrubric(e.g.,portfolio,writingsample,journal)

Results:35outof35studentspassedthedemonstrationandwritingsamplewithascoreof75orabovewhichisconsideredpassingforourrubric.


2017-18:

CampusRepresentativeTrainingClassPROFESSIONAL&ADMINISTRATIVESKILLS

StudentsparticipatingintheOfficeofUndergraduateAdmissionsCampusRepresentativetrainingwilldirectlydemonstrateproblem-solving,professionalpolicy,team,valuingdiversity,andcommunicationskills through training exercises. Part of STUDENT EMPLOYEE/PEER EDUCATOR CollaborativeAssessment.

MeasuredBy:Directassessment:productorobservationwithoutrubric;posttests

Results:47undergraduateswhohavebeenselectedtobecomeaCampusRepresentativewererequiredtoparticipateina10-weektrainingprogram.Attheconclusionofthetraining,campusrepresentativesmusttakeafinalevaluationtourthatassessestheircommunicationskillswhilepresentinginformation

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aboutUCIundergraduateadmissionsrequirementsandapplicationprocesses.Campusrepsmustscoreaminimumof80pointsoutofthepossible100pointsinordertodemonstratethattheyhaveachievedproficiencyincommunicationskills.42ofthe47campusrepspassedtheevaluationwithan80.

Use:Providingstudentfeedback;Reportingresults

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2017-2018 profile book - vcsa...1995 the enrollment management cluster was formed and the avc...

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