ENROLLMENT & COLLEGE RELATIONS
DIVISIONAL GOALS 2007-2008
Vision
To support a culture at Dickinson that values student, faculty, staff and alumni
engagement, seeks connections and an international vision, and strives for civility in
relationships and accountability for actions. We intend to communicate the values of the
college consistently, to provide data and information for the strategic use of the college
community, to provide leadership opportunities for our students and to help them position
themselves for success after graduation. In so doing, we will further the reputation of the
college among prospective students and the public at large to recruit and enroll a diverse,
academically talented class of Dickinsonians who embrace the college’s values and
dimensions and who will become loyal and connected alumni.
Strategic Objectives (Major Goals)
Recognizing the critical importance of the above vision to the future of the college, and
for students to make the choice to attend Dickinson (price/value), to stay at Dickinson
through graduation and to become committed alums, we will focus on the following goals
for the next two years:
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Constantly assess our message and definition of the Dickinson experience and
measure this against what we actually do. Systematically stress the Dickinson
story of accomplishment and prestige to all of our audiences on the web and in
print communication to demonstrate the dynamic nature of the Dickinson
Dimensions.
Develop and nurture a culture of “giving back” to Dickinson among all members
of the community
Move beyond the “numbers” as a measurement of admissions/aid success to
define the personal qualities and characteristics of engaged and committed
Dickinsonians and recruit and enroll those students
Specific Goals to support Objectives
I.
o Facilitate the implementation of retention strategies using the recommendations
from the 06/07 Retention Task Force.
o Through the working groups on marketing communications, determine the
benefits of various forms of communicating our messages – web, social networks,
print, email, video – and make recommendations for a coordinated and effective
delivery strategy.
o Deepen our media penetration of secondary and tertiary markets and broaden the
“voices” of Dickinson to the public beyond those usually quoted in regional and
national stories.
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o Work with all senior staff in the division to assure that quantitative goals are
being met within an office culture that promotes respect, civility, support, open
communication and mutual accountability.
o Make more effective use of existing data to interpret institutional trends and
inform management decisions across the institution.
o Facilitate a strong working relationship between coaches and the student life staff
– to help coaches articulate expectations to student athletes from the start of their
relationship during student recruitment and beyond, and holding students
accountable for their behavior.
II
o Develop a plan to promote a culture among our students, alumni, faculty and staff
of giving back to the college through volunteer work, helping other Dickinsonians
and financial support
o Further integrate our alumni programs to include admissions and development
related activities and nurture the volunteer spirit among alumni in key market
areas.
o Expand our program of career services to alumni, and continue to develop
networks of accomplishment among our alumni for their benefit and to assist
students
o Implement volunteer training and consistency of messages across the college
o Working with the Development staff, support the campaign goal of scholarship
fund raising.
III
o Continue to increase applications (approaching 6,000) to allow us to select highly
qualified students who understand what it means to be a Dickinsonian; achieving
25% out-of region enrollment; 6% international; 15% students of color; 8% of
budget on non-need aid, 32% tuition discount rate
o Assess the impact on the composition of the class of the new admission essays
and the group interview process.
o Continue to support coaches as recruiters of students, and provide the resources
they need to effectively assist the admissions staff in the enrollment of top
students.
o Assure that Dickinson receives frequent media coverage in the national press on
important issues affecting students and higher education, including the negative
influence of the rankings and the impact of uncontrolled, non-need based aid
practices.
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EMCR DEPARTMENT GOALS
Admissions
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Implement the new Dickinson Admissions Volunteer Society (DAVS) and
evaluate the effectiveness of members’ ability to communicate the distinctive
Dickinson message through volunteer training and follow-up.
Continue to build bridges to the Dickinson community by having admissions staff
attend campus events, participate in activities and seek out professional
development
Enhance intra-office communication by seeking input/discussion resulting in buyin and transparent decision-making
Achieve the college’s enrollment and net revenue goals.
Athletics
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Promote a culture of communication within the Dickinson community.
Consistent messages from coaches that are aligned with the college’s messages
are critical. Coaches must be technologically savvy to communicate with
prospective and current students through current media.
Continue to work with the division of student life to build on foundations of the
past year, striving for accountability and the responsibility of student athletes for
their behavior.
Each team should be involved in at least on service project to help improve our
community.
Career Center
Strategic Goal: Outreach to the Dickinson community; Serving individual students,
student groups, alumni, and academic departments through partnering & delivering
services beyond Biddle House.
Design and implement the new internship program.
By the end of June 2008:
 Students and faculty have an increased comfort with the the new internship
program
 The process of managing the program was successful with no significant
problems
Strategic Plan II: III.B.2,
Build relationships with faculty, staff, and student groups who have not
traditionally used Career Center services- groups to be identified as we develop senior
meetings.
By the end of June 2008:
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 Introductory meetings have been conducted with target groups
 Programs have been conducted for or with target groups
 We have seen an increase in students from target groups using our services
Strategic Plan II: III.A.2
Partner with departments and student and alumni groups to deliver services beyond
Biddle House
By the end of June 2008:
 The number of co-partnered programs has increased.
 Washington visit program developed
Strategic Plan II: III.C.1-2, IX.B.1, IX.C.1, IX.C.5, XI.C.4
Effectively transition and redistribute graduate & professional school
responsibilities.
By the end of June 2008:
 Counselors are comfortable with general grad school advising
 Pre-law and Pre-health advisors are engaged with professional organizations
 The transition has been made while maintaining services to students and
faculty
Strategic Plan II: III.D.1-3, XI.B.1
College Relations
Overall Goals:
 Assist with the campus initiative to prompt national discussion on higher
education accountability through various media relations initiatives and the
completion/launch of the Transparency Web site.
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Continue efforts to integrate the Dickinson Dispositions into the Dickinson
community through Web, print and electronic communications and other highly
visible means including HUB posters.
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Extend our use of electronic communication by implementing a content
management system to improve the quality of departmental information on the
Web, exploring the use of emerging technologies (video, blogs, podcasting, social
networks) to engage key audiences, and better integrating our print, Web and email efforts in marketing and communications.
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Work within College Relations and other campus departments to continue to
implement recommendations from various completed task forces such as the
Reciprocity Task Force, the Pathways to Citizen-Leadership Initiative and others
as appropriate.
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Use the campus sustainability initiative and the President’s Climate Commitment
as a vehicle to re-evaluate the production of all campus print publications in an
effort to use more recycled paper and reduce our carbon footprint by using local
vendors. Eliminate publications which are no longer necessary and/or shift some
to electronic form. Additionally, use this opportunity to integrate the sustainability
initiative into all College communications messages.
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Continue to re-evaluate the alumni relations programs to ensure our messages are
reaching larger audiences each year by continued invigoration and re-evaluation
of alumni programs and services, paying particular attention to the club and
young alumni programs and the development of a more formal affinity reunion
program.
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Develop a series of staff-led workshops designed to utilize existing talents as a
way to develop leadership skills as well as broaden the interests and talents of the
entire staff (i.e. seminars on photography, PhotoShop/computer design,
calligraphy, creative writing, video production/editing, etc.) This dovetails with
the campus Wellness and Professional Development emphasis.
Departmental Goals within College Relations Unit:
Associate VP’s Office
 Work to implement the recommendations of the Communications Task Force, the
Volunteer Task Force and the Reciprocity Task Force.
 Work with Student Life, Annual Giving, Career Center and other appropriate
departments to develop an “education plan” for students to learn what it means to
be a Dickinsonian. And also connect more students with alumni.
 Get more “voices” out to the alumni and parents so that they are hearing from
other senior managers and appropriate administrators, in addition to the President.
 Work with Development and the writing staff to develop high-quality, attractive
and informative campaign communications.
 Continue to work with the Alumni Council to ensure that each member is
contributing to the life of the College and is given the tools necessary to become a
true ambassador for Dickinson.
 Ensure that ALL staff members are able to take appropriate training classes to
ensure access and usability within Banner and other appropriate software
programs.
 Develop cross-training sessions/procedures so that support staff can quickly and
effectively fill in for others as needed.
Print Communication
 Assist media relations with reactivating and upgrading the campus beat system.
 Work to integrate into publications stories that support the goals of the capital
campaign.
 Evaluate publications to ensure they are conveying a consistent message about the
College.
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Organize a print communications staff retreat to discuss issues that are pertinent
to the writing/editing process.
Continue to work with publications staff on educating campus clients about the
timeframe needed to produce a publication (9 weeks). Also promote with clients
opportunities to extend the shelf life of printed publications.
Work with electronic communications, media relations, the college photographer
and publications staff members to tell the Dickinson story through words and
images.
Strive to produce a new four-color Dickinson Magazine while attempting to
maintain excellence in other publications that present competing demands.
Update the Style Guide
Electronic Communication
 Work with LIS staff to install and configure new Web servers. Review existing
Web site to delete obsolete pages and transfer current ones to new server. Develop
procedures for departments to maintain their Web sites. Set up new search
software and Web log analysis tools.
 Work with LIS staff to implement Luminis portal as single point of access for
Banner and Web services for applicants, students, faculty/staff and alumni. Adjust
current procedures for internal communications (such as The Compass and
broadcast e-mails) to take advantage of portal features.
 Work with LIS staff to evaluate options for lifetime e-mail for alumni.
 Evaluate options and develop plans for content management system to provide
streamlined system for college departments to maintain Web pages. Develop Web
style guide and work with departments to adapt their sites to new system.
 Redevelop Identity Web site to incorporate report of communications task force
and provide access to stories which illustrate our message and themes.
 Investigate applications of emerging technologies such as video, blogging,
podcasting and social networking.
 Assist in campaign communication efforts by maintaining Web site and creating
e-mail communications.
 Complete the redesign of sports information Web site.
 Update virtual tour of campus with new photos, text and video.
 Evaluate admissions Web site and develop plans to make site more effective and
attractive to prospective students.
 Add features to Dickinson Clubs Web site to provide e-mail invitations and online
event registration.
Alumni Programs
 Define and implement a structured Affinity Group Reunion plan
o Create programming (i.e. Alumni College classes, panel discussions, etc)
based on the affinity groups. Possible groups include student
organizations, academic majors, global ed programs, athletic teams, Greek
organizations, career fields, decades/eras, etc. Utilize existing on-campus
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weekends such as Homecoming & Family Weekend, Alumni Weekend,
Alumni Council and Board of Trustees weekends.
o Capitalize on opportunities to increase strategic communications to these
groups leading up to and after their reunion.
o Utilize reunions to increase substantive student interaction during and
after reunion.
o Use opportunity to gather information on alumni.
Establish and maintain clubs in Tiers 2 and 3. Specifically, Delaware, Northern
Connecticut, Reading, Miami, Tampa, Phoenix, Seattle, Dallas/Ft. Worth,
Albany, Cincinnati, San Antonio, Cleveland, Houston, Orlando, and San Diego.
o Mine alumni and parent information for active and key volunteers.
o Identify, recruit, utilize and retain club volunteers.
o Utilize strategic communications to these people leading up to and after
the start of their club.
o Use opportunity to gather information on alumni living/working in a
particular area.
Develop Dickinson on the Road Food for Thought Luncheons - an increasingly
popular format, offering the opportunity for a daytime event of lower cost that is
appealing to younger and older alumni.
o Pilot in Boston, New York City, Philadelphia and Washington, DC.
o Consider advertising a semester of speakers on one mailing, targeted to
those working in a particular area with the hope they will spend their
lunch hour with the local Dickinson club.
o It is also hoped that they will bring professional friends with them and get
Dickinson’s name out in the business and local community.
Media Relations
 Increase the amount of favorable coverage by establishing awareness of
Dickinson faculty and administrators
 Increase the perception of prestige and distinctiveness of Dickinson College.
 Collaborate with key campus areas to take an active role in all marketing
initiatives and to better integrate communications efforts.
 Utilize alumni and parent contacts to gain access to various media outlets.
 Ensure crisis communication preparedness
 Provide awareness of student accomplishments
 Heighten visibility of faculty achievements
 Continue to build awareness of, and interaction with, Carlisle and the region
 Provide more user-friendly information via the web for media and media relations
Financial Aid
Financial Stability
o Continue to achieve a 34% discount rate.
o Review packaging policies to assure competitiveness while continuing to achieve
the College’s fiscal goals.
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Customer Service
o Work with the Posse mentors, student life staff, and the Posse Foundation to
streamline processes and encourage scholars to make better use of available
campus resources.
o Implement the newly designed endowed scholarship process to improve donor
stewardship and provide earlier awards to returning students.
o Review the financial aid web page for attractiveness and increased ease of
navigation.
o Investigate and implement a self-service Award Estimator process
Federal Compliance. Secure RFIs from additional potential lenders.
Revamp all loan materials, policies, and procedures in response to the anticipated
“Sunshine” legislation.
Technological Improvements
o Implement the College Board’s “IDOC” process (central imaging and electronic
transmission of family tax returns with upload of information into Banner for
accuracy and faster processing).
o Modify Banner financial aid self-service so that award notices can be delivered
electronically.
Institutional Research
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Provide and maintain accurate and up-to-date data that enables senior
administrators and campus departments to make well informed and defendable
decisions regarding policies and assessment of the academic, social and campus
environment.
Harness longitudinal and archival data to present trends, inform planning, forecast
and support decision making through exploratory data analysis while aligning the
survey and data schedule to better support institutions goals.
Continue to improve the dissemination of data to the college community through
various methods including but not limited to websites newsletters, reports and
campus wide presentations.
Maximize the utility of the information gained from surveys, focus groups and
studies to effect positive change and continued improvement throughout the
institution.
Partner with academic department faculty and students, and leverage outside
resources and data to conduct independent research that supports both the
institution and the individuals.
Communication more effectively with other departments and organizations at
Dickinson to better leverage the expertise within the IR office.
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