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UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
UCDavis Administrative Computing
Preliminary Feasibility Study Report
e-recruitment
Undergraduate Admissions and Outreach Services
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
Preliminary Feasibility Study Report Outline
A. Approval Form p.3
B. PFSR Summary Form p.4
PFSR Summary - Continued p.5
1.0 Business Problem or Opportunity Form p.6 - p.7
2.0 Description of the Proposed Solution p.7 - p.9
3.0 Statement of Work (Goals) Form p.9 – p.10
4.0 Project Objectives Form p.10 – p.11
5.0 Critical Success Factors Form p.11
6.0 Project Risks Form p.12
7.0 Project Constraints and Dependencies Form p.12 – p.13
8.0 Financial Analysis Form p.14
9.0 Glossary p.15 – p.16
Undergraduate Admissions and Outreach Services
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
A. Approval Form
Business Unit Name: Undergraduate Admissions and Outreach Services
Proposed Project Name: ___e-recruitment________________________
Project Acronym: _
I certify that the PFSR was prepared in accordance with the UC Davis Administrative Computing Plan
Policies and that the proposed project concept is consistent with the university’s information technologies
strategy.
Title/Name/Signatures Date Signed
(mm/dd/yyyy)
1. Project Manager: Leslie Campbell
2. Technical Project Manager: Sandra Stewart
2 Vice Chancellor: Carol Wall
3. Technical Designer: Safa Hussain
4. Planning & Budget Officer: Robin Souza – UAOS; Kathleen Webber – Planning & Budget
5. Data Administration Officer: TBD – Karen Rendig
6. Auditor:
7. AdC3 Committee Chair: Alan Laub
Estimated Project Dates
Start Date August 2000 End Date June 30, 2001
B. PFSR Summary Form
Project Name: e-recruitment Start Date: August 2000
Business Unit: UAOS Submitted Carol Wall
Undergraduate Admissions and Outreach Services Page 3
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
by:
Current Stage of Conceptual Initiation Design Development Integration Testing
Project: Implementation Other___Proof of Concept____________________
Check all Recommendation for system: TBD Tier 1 Tier Project is Yes: No:
that apply: 2 within Comments:
New system Budget:
Business Unit Priority 1 2 3
University Mandated Change
Regulatory Mandate Customer Priority
Please answer the following questions by marking “Yes” or “No” and provide a brief response Yes No
as appropriate
Is the proposed project consistent with the university’s information technologies strategy?
Is the proposed project consistent with the Administrative Computing Systems Policies?
Budget for proposed project by fiscal year and is project funded? If so, for what amount(s) and period(s):
Budget Amount: One time - $300,000 Year: 2000 – 2001
Funded? Pending
Budget Amount: Year:
Funded? Year:
Undergraduate Admissions and Outreach Services Page 4
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
PFSR Summary - Continued
Points of Contact
This should be the list of individuals that will be involved with the project during the planning phase.
Position Name/Business Unit Phone E-mail
Project Manager Leslie Campbell 752-3703 lbcampbell@ucdavis.edu
Sandra Stewart 757-3291 smstewart@ucdavis.edu
Vice Chancellor Carol Wall cfwall@ucdavis.edu
Technical Designer Safa Hussain 757-3275 smhussain
Planning & Budget Kathleen Weber 752-2403 kcweber
Officer
Data Administration TBD
officer
IT Project Specialist TBD
Auditor TBD
Customer Advisory Leslie Campbell, Kathy Van Dyne, Karen lbcampbell, kvandyne,
Rendig, Alice Hom, Fred Wood, L& S TBD, ksrendig, alhom,
Committee Members Craig Hillis wood@lsdo, cfhillis
Oversight Carol Wall, Elizabeth Langland, Gary cfwall, elangland@lsdo,
Tudor, Sandra Stewart, Debbie Lauriano, gdtudor, smstewart,
Committee Members Jan Conroy dalauriano, jconroy
Undergraduate Admissions and Outreach Services Page 5
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
1.0 Business Problem or Opportunity Form
What is the business problem or opportunity that is being addressed?
UC Davis faces several challenges that we hope the e-recruitment project will be able to address. Current research has shown the
importance of more effectively marketing our campus to meet the needs of different groups/populations of our prospective
students. The challenges we face are: the historical decline in our attractiveness as a first choice campus for undergraduates, and
the need to successfully compete within the UC system and other selective universities for the best students. The division of
Humanities, Arts and Cultural Studies (HArCS) has particular need to improve their ability to attract students. HArCS has a lower
yield of enrolled students to admitted students than other programs at UC Davis (20% of HArCS students returned Statements of
Intents to Register for Fall 2000 versus a 26% SIR return for all division students in the College of Letters and Science)
To meet these challenges we need to address both communication/outreach needs and organizational/data management. In
particular we must address the following:
Communication/outreach
the need to segment our marketing strategies for various groups of students (e.g. by academic interests),
the need to reach increasing numbers of prospective students in an efficient, timely and personalized way,
the need to improve electronic communication with prospective student populations,
the need to develop effective and efficient means to strengthen our visibility as a campus with students located in Southern
California,
the need to more effectively communicate messages about our academic programs, opportunities for research and internships,
and the success of our graduates
the need to facilitate the direct exchange of information between prospective students, their families, and UC Davis staff
(UAOS, Financial Aid, and Student Housing), faculty, and academic advisors, and
Organization/data management
Undergraduate Admissions and Outreach Services Page 6
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
the need to monitor applications by region and other demographic features
the need to create an organizational structure to support increasing numbers of applications (our current “yield” of one enrolled
student for every four students admitted indicates, minimally, a need to generate and process an additional 24,000 applications
over the next 10 years, when our projected enrollment growth of 6,000 undergraduate students will be complete)
the need to track, record and compare the effectiveness of various e-recruitment tactics we employ.
2.0 Description of the Proposed Solution
The statement should be short and to the point of the possible solution being proposed. It should not contain language or terminology that
might not be understood.
The Office of Undergraduate Admissions and Outreach Services (UAOS) has determined through Student Affairs Research and
Information survey results and STAMATS studies that a large number of potential students and their families use the Internet for
research about colleges and universities and are influenced by the Web sites they visit.
Given high rates of use by our target audiences, the importance of Web communications for college choice behavior and the
relatively low cost of Web communication compared to other effective communications channels (especially television advertising
and large-scale direct-mail marketing), e-recruitment potentially offers a very high return on investment.
UAOS already has the infrastructure in place to effectively communicate with potential students using traditional communications
channels (recruiters, paper and CD-ROM publications, recruiting events on and off campus, etc.), which makes it the ideal
repository for a campuswide electronic recruitment effort.
This proof-of-concept effort to improve the enrollment yield of the most desirable students in Humanities, Arts and Cultural
Studies majors will help establish groundwork for a new approach to student recruitment. Once established, this targeted
recruitment effort will be expanded and customized for all colleges and divisions on campus. Student recruitment challenges are
campuswide issues and should be addressed as part of a comprehensive recruiting strategy administered by UAOS.
With this information, the project team has determined there are short- and long-term solutions for this project. Each section will
be broken down to describe both the short- and long-term benefits.
Undergraduate Admissions and Outreach Services Page 7
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
Short-term Solution:
UAOS will develop a Web site, known as the Web “portal,” for prospective students to interact with campus recruiters,
departments, students and faculty at UC Davis. This portal will enhance the level and quality of interactive communication
between prospective students and the campus community.
The Web portal will include a variety of tools aimed at informing prospective students about the UC Davis programs in
Humanities, Arts, and Cultural Studies. These may include some or all of the following:
1. creating a humanities calendar that students can customize to reflect their interests/majors within Humanities, Arts and Cultural
Studies programs,
2. creating an FAQ (Frequently Asked Questions) discussion board moderated by an assigned recruiter. Students will be able to
address questions to a recruiter and the recruiter will respond either individually via e-mail or through the discussion board,
3. customizing a presentation introducing students to the quality of life at UC Davis and the HARCS programs,
4. using existing video clips showing UC Davis,
5. creating a UC Davis HARCS screen saver that can be downloaded to personal computers,
6. creating electronic postcards of UC Davis sites, customized to send to friends, family, etc,
7. developing a section highlighting student activities at UC Davis. (e.g., Greek system, campus clubs, intramural sports),
8. customizing graphics to appeal to high school juniors and seniors,
9. incorporating educational games related to the humanities, arts and cultural studies,
10. using the message center to interact with students by areas of interest,
11. using existing MyUCDavis portal sections,
Undergraduate Admissions and Outreach Services Page 8
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
12. creating a means for prospective humanities students to customize their links by their major of choice and application stage
(applying, admitted, etc.).
Long-term solution:
The long-term goal is to consolidate recruitment efforts on campus by providing a customizable application that can be used across
colleges/divisions. The Web portal will be customizable by major, department and college/division, providing a central
recruitment tool to fit specific needs.
The following are long-term features to be incorporated into the portal:
1. integrating data received through the Web portal into Banner and from Banner into the Web portal,
2. setting up a streaming video Web cam, delivering images of current activities on campus – from the MU, Quad, student
performances, etc.,
3. a moderated chat room for prospective students to interact with recruiters, faculty and current students,
Undergraduate Admissions and Outreach Services, as the business unit, will expance the scope beyond HARCS to include other
colleges and divisions.
3.0 Statement of Work (Goals) Form
This statement should be short and to the point. It should not contain language or terminology that might not be understood.
The e-recruitment project has identified two sets of goals – short- and long-term. We have determined it will take a span of three
to five years to achieve long-term goals.
Short Term Goal:
The immediate goal, one to two years, is for e-recruitment to establish the dynamic and interactive electronic information and
recruitment center (Web portal) for HARCS students. This Web portal will enable UAOS to competitively target and market the
campus programs in HARCS and UC Davis to prospective students and their families, ultimately increasing UAOS’ outreach
Undergraduate Admissions and Outreach Services Page 9
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
efforts. The initial goal is to increase personalized contact with prospective and admitted HARCS students and to develop the
ability to “narrowcast” recruitment efforts to specific target audiences within this set (by major, special interest, ethnic group, etc.).
Long Term Goal:
The long-term goal, three to five years, of e-recruitment is to increase UC Davis’ ability to attract high-quality students. Through
enhanced interaction with prospective students and families and effectively targeting key audiences (high achieving, academic
interest, career aspirations, ethnic diversity), the e-recruitment web portal will provide UC Davis with a way to reach larger
populations of prospective students, and to test and verify the effectiveness of our efforts.
4.0 Project Objectives Form
Provide a brief, concise list of what the project is to accomplish (high-level descriptions).
Short Term Objectives (one to two years):
developing an electronic recruitment Web portal for marketing and recruiting prospective students in the humanities, arts and
cultural studies
increasing direct communication between prospective students and recruitment staff,
enhancing our ability to monitor applications by region and other demographic factors,
targeting our marketing strategies via the Web portal to specific audiences (high achieving, ethnically diverse, special interest),
creating a web site that is a more positive influence on prospective and admitted students’ perceptions of HARCS and UC
Davis
delivering more information about factors important to college choice to prospective and admitted students
testing which Web communications tactics are most effective,
evaluating the effectiveness of Web communication
Undergraduate Admissions and Outreach Services Page 10
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
Long-term Objectives:
Long-term progress (3-5 years) will be assessed using several measures:
increased numbers of initial and subsequent contacts with prospective students, including those from Southern California,
increased focused attention on those prospective students in whom we have the greatest interest and for whom we offer the
greatest opportunities,
increased numbers of applications and acceptances from students “strategically” recruited through the e-recruitment web
portal,
increased involvement of faculty, academic staff advisors, students service advisors (specifically those in Undergraduate
Admissions and Outreach Services, Financial Aid, and Student Housing) in recruitment and “yield” interactions with students
5.0 Critical Success Factors Form
Critical success factors refer to things that must go right over a certain time period in order for an organization to succeed and achieve its
mission.
The technology (hardware, software) and technical staff needed to develop and implement the e-recruitment Web portal must
be available early in the project.
For e-recruitment to be successful, the project will require strong sponsorship from the vice chancellor, dean and directors of
participating units. Strong sponsorship will enable departments involved (Letters and Science, Undergraduate Admissions and
Outreach Services, Information Technology and Public Communications) to make this a top priority. Dedicated staff in each
area will be needed to accomplish project goals.
A full-time Web designer to be housed in Public Communications, to aid in the completion of this project. For very complex
one-time design projects, outsourcing can be effective. However, successful e-recruiting will require a long-term commitment
of resources.
Undergraduate Admissions and Outreach Services Page 11
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
6.0 Project Risks Form
A risk is anything that could potentially affect the successful completion of the project. Consider the contractual, management, and technical
risks associated with this study and assess for the probability of the risk occurring, the cost to correct if the risk occurs, the impact of the risk
on the project, and the suggested mitigation activities and cost of mitigation.
The following risks can affect the success of the project:
Time: UAOS currently is spreading responsibility for this project among its existing staff. Staff will be constrained by their
current duties and responsibilities, possibly limiting their ability to work on this project.
Resources: Even with a full-time Web designer, resources available for work on the project may be limited. Information
Resources has a limited programming staff. A technical designer from Information Technology will manage the project and
programmers but resources may be limited, depending on other existing obligations.
Equipment: Additional hardware/software may need to be purchased to meet the needs of this project. There is the risk the
equipment will not be delivered in a timely manner.
7.0 Project Constraints and Dependencies Form
All projects have dependencies and constraints and these need to be defined from the onset. Projects have resource limits in terms of
people, money, time and equipment. While these may be adjusted up or down, they are considered fixed resources. These constraints form
the basis for managing projects. State the dependencies of the project upon external or internal service and functions.
The main project constraints are time and human resources. This project will require assistance from UAOS, Public
Communications, Information Resources and the Division of Humanities, Arts and Cultural Studies. The project is dependent on
the following:
Information Resources must be able to provide the technology (hardware, software, programming) needed to develop the
e-recruitment Web portal.
Information Resources depends on vendors to supply the needed equipment in a timely manner.
Information Resources must be able to provide a technical architect and programmers to develop the Web portal.
Undergraduate Admissions and Outreach Services Page 12
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
UAOS must be able to allocate existing staff to work on this project.
UAOS must be able to hire someone in a timely manner to manage the business aspects of the project.
Public Communications must be able to hire, train and supervise the project and Web designer
Undergraduate Admissions and Outreach Services Page 13
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
8.0 Financial Analysis Form
Undergraduate Admissions and Outreach Services Page 14
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
9.0 Glossary
The following are some of the more common terms that will be used to describe and communicate project content.
Assumptions: Factors that, for planning purposes, will be considered to be true, real, or certain. For example, if the date that a
key person will come available is uncertain, the team may assume a specific start date. Assumptions generally involve a degree
of risk.
Baseline: The original plan, plus or minus approved changes. Usually used with a modifier (e.g., cost baseline, schedule
baseline, performance measure baseline).
Contingency Planning: The development of a management plan that identifies alternative strategies to be used to ensure project
success if specified risk events occur.
Constraints: Factors that will limit the project management team’s options. For example, a predefined budget is a constraint
that is highly likely to limit the team’s options regarding scope, staffing, and schedule. When a project is performed under
contract, contractual provisions will generally be constraints.
Project Objectives: The objectives of all projects are to meet the universal business metrics: good (products and services that
meet or exceed technical performance parameters), fast (within the time horizon), and cheap (utilizing a specified budget).
Project Stakeholders: Are individuals and organizations who are actively involved in the project, or whose interests may be
positively or negatively affected as a result of project execution or successful project completion. Key stakeholders on every
project include:
o Project Manager – the individual responsible for managing the project
o Customer – the individual or organization that will use the project product.
o Performing Organization – the enterprise whose employees are most directly involved in doing the work of the project.
o Sponsor – the individual or group within the performing organization who provides the financial resources, in cash or in
kind, for the project.
Risk Event: A discrete occurrence that may affect the project for better or worse.
Undergraduate Admissions and Outreach Services Page 15
Form: PFSR Version 01
UC Davis Preliminary Feasibility Study Report September 29, 2000
e-recruitment
Risk Identification: Determining which risk events are likely to affect the plan or project.
Risk Quantification: Evaluating the probability of risk event occurrence and effect.
Risk Response Control: Responding to changes in risk over the course of the plan or project.
Risk Response Development: Defining enhancement steps for opportunities and mitigation steps for threats.
Scope: The sum of the products and services to be provided as a plan or project
Statement of Work: A narrative description of products or services to be supplied under contract.
Undergraduate Admissions and Outreach Services Page 16
Form: PFSR Version 01
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