The mission of the Division of Enrollment Management is to provide access to higher education and collaborate with each other and with our campus partners to ensure student success. The offices within the Division provide the foundation of support and services for the academic infrastructure throughout the student lifecycle.

The primary responsibility of the division office is to support the success of each of our units, through collaborative budget practices, development of our human resources, strategic planning, project management and process improvement, while supporting cross-divisional teams and initiatives, and encouraging creative and innovative thinking.

The Division of Enrollment Management's administrative units and their goals are as follows:

Office of Admissions and Recruitment

• Create a common processing system
• Expand geographic recruitment
• Retrain, retool and cross-train staff
• Improve the visit experience
• Build and foster relationships with campus partners

Office of Student Financial Aid

• Remain compliant and responsive to proposed laws and regulations
• Increase need-based aid
• Enhance Scholarships@UW to include all campus scholarships
• Plan for a financial literacy curriculum
• Integrate and collaborate with academic advising systems to improve time-to-degree

Office of the Registrar

• Restructure the business model for degree audit
• Upgrade Course Guide to include 4-year planners and instructor provided content
• Move to electronic transcripts
• Automate workflow processes for re-entry, withdrawal and compassionate refunds
• Provide faculty with student photos on class rosters
• Develop a curricular and academic operational store (CAOS to facilitate agile data flow)

Integrated Student Information Systems (ISIS)

• Continue to provide technical and production support services for ISIS developers and processes
• Provide a suite of end-user training
• Coordinate maintenance required by Oracle

Division and Cross-Divisional Initiatives

• Federate human resource and budget functions
• Coordinate IT project prioritization with DoIT
• Provide professional development opportunities
• Coordinate performance review administration
• Launch “deep dive” efforts to review transfer evaluations, division IT functions (i.e., LAN, Web, PeopleSoft, Imaging), withdrawal and re-entry process
• Design a DEM “clearinghouse” for access to data (to reduce barrier of multiple permissions)
• Increase DEM presentations of best practices at state and national professional events – encourage publishing
• Create an advisory board (or trusted council) for DEM
• Create a user-friendly graphic depiction of how DEM engages throughout the student lifecycle
• As we hire consider new opportunities to increase diversity
• Collaborate with our campus partners