• Continue to assess applicants admissibility using the minimum criteria set by the BOT.
• Continue to purchase names and addresses from the college board of high profiled students in Connecticut.
• Increase the number of high achieving students enrolling at CCSU
• Invite these students and families to a series of high profiled breakfast on campus
• Provide competitive scholarship initiatives
• Provide early financial aid package
• Provide guaranteed housing
• Provide faculty mentor
• Provide the admissions office with an adequate budget and staff to implement initiatives.
• Invite high achieving alumni to attend a breakfast and at the same time make a donation toward a scholarship for the incoming high achieving students.
• Continue to work with the Honors program chair to promote and market CCSU to high achieving students.

• Please see attached proposed organizational structure. This structure will show internal promotions and the additional personnel needs reflecting one full-time office assistant and one full-time admissions counselor
• This particular structure will allow the admissions office to extend its hours of operation to service the evening population.
• Develop a peak period evening staff to work on processing the applications (possibly a 4-7 shift)
• Establish a student ambassador program to assist with the telethons and to serve as student guides to our prospective students and families.

• In 1999 the undergraduate admissions office inherited a secretary II and I from the decentralization of the graduate studies office. I would propose returning these two positions back to graduate studies office.
• The admissions office was approved a second Associate Director’s position to oversee office operations. Approximately 40% of this position is to oversee graduate admissions and the other 60% is assisting with undergraduate operations. This is a critical position for the undergraduate admissions since it is the position that over sees office operations. As is evident, the larger pool of incoming applications is undergraduates. This position will have to remain in the undergraduate organizational structure in order to place greater attention to new initiatives involving the reorganization of the admissions office and operations.

• Online application with the ability to pay all fees on line. CollegeNet application.
• Ability to have students check their status on line.
• Work with our University Relations office to assist with the promotion of the online application.
• Establish our course equivalencies on a web site that is accessible to all students but in particular our transfer students.

• Support past initiatives that have proven to be very successful but due to budgetary constraints have been placed on hold indefinitely.
• Provide greater access by implementing an academic support program to capture minority students with great academic potential. Similar to the PHOENIX program.
• Provide adequate funding to support current initiatives.
• Develop an operational plan that identifies old and new program initiatives, funding and personnel support for programs that are essential to meet our institutions mission of access to a diverse and underrepresented population.

• Work with our University Relations Office to develop a comprehensive, attractive and inviting packet for our accepted students.
• Packet will include an acceptance letter that is welcoming and at the same time address business issues.
• This particular initiative will require shared revenue since we provide the accepted student with information pertinent to them from many different units from within the university

• Develop and fund an Alumni Recruitment Group to represent the University at our in state and out of state recruitment programs. This recommendation is designed to save money that would otherwise be spent on admissions staff travel, hotel and meal expenses.
• Faculty Alumni representatives can also be utilized to recruit at college fairs, or information sessions on or off campus. This would also yield on cost savings.

• Once a student is deemed a continuing student then functions that are related to the student should be facilitated and processed through the office that has a permanent record on students. We need to develop a process that will allow the registrar the ease of updating transfer equivalencies especially for students who are potential graduates.
• Another student type that seems to be on the rise is the retroactive re-entry. This is a process that is done also for a potential graduate. Develop a process whereby the registrar can retroactively accept a student to the semester appropriate after determining that the student has fulfilled all graduation requirements.

• Establish a dual admissions program with the five feeder community colleges. Pilot with possibly two and develop next implementation phase according to outcome.
• Have representation from the four CCSU schools on the committee in order to facilitate outreach efforts to their counterparts at the community colleges so as to create a seamless transition that benefits the students.

• Explore the possibility of outsourcing our inquiries to a service that can provide us with the information that can be downloaded into the current database.
• Provide adequate staff to monitor and implement this process.

• Hiring of an admissions officer (ADM III) with primary responsibilities focusing not only on international recruitment but have expertise in the evaluation and review of international student credentials.
• CCSU clearly needs a designated liaison that could work hand in hand with a CIE personnel designee.

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