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"Since March, when our lives and every aspect of culture and society were altered by COVID-19, Â鶹´«Ã½ administrators, faculty and staff have been resolute and steadfast in our commitment to sustained academic excellence and exemplary customer service to our students, and our constituents and stakeholders," said Â鶹´«Ã½ President Dr. Dwaun J. Warmack. "This has been an arduous effort and we have made adjustments, as needed, along the way. But we remain dedicated to fostering a transformative educational, cultural, and spiritual environment at Â鶹´«Ã½ that promotes global engagement and visionary leadership. Mr. Reynolda Brown and the Office of Enrollment Management staff deserve special acknowledgement for bringing some of the nation's and the world's best and brightest young minds into the Â鶹´«Ã½ Family."

 

Â鶹´«Ã½'s Class of 2024 comprises high-achieving scholars from 17 states, 43 of South Carolina's 47 counties, and three international countries. The class also has 131 State of South Carolina Hope and Life Scholars; 49 Rudolph Canzater Scholars, and three Presidential Scholars who will join 40 other freshmen as members of the Alice Carson Tisdale Honors College. The class has a combined 3.64 grade point average.

 

"I was a bit worried initially," said Brown, who inSeptember 2019 was appointed interim vice president of enrollment management at Â鶹´«Ã½. Brown looked back to March when the global pandemic's path of disruption was gaining momentum and the term "social distancing" was becoming both a life-saving measure and a mainstream lexicon.

 

"The busiest period for college recruiters begins in March and continues through the summer months," Brown said. "This is when we conduct most of our campus tours with individual students, student groups, and parents."

 

However, state and municipal governments were closing businesses and prohibiting large gatherings to mitigate the potential spread of the virus. That prompted Warmack to organize a committee of campus administrators and faculty to analyze and review current trends in student recruitment. From their discussions, the committee concluded that effective student engagement could continue by utilizing interactive social media platforms and other technologies. Among Â鶹´«Ã½'s initial strategies was the production of a new virtual tour to showcase one of its vital recruiting assets - the University's historic and picturesque campus. Â鶹´«Ã½ also expanded its use of Zoom and invested in a new text messaging system. Both were instrumental in helping his recruiters overcome a major hurdle - not being able to meet in-person with students and their families due to COVID-19.

 

"We were forced to implement all of our recruitment strategies - related to student-engagement - exclusively in the digital space," said Brown whose career in enrollment management in higher education spans 25 years. "We discovered that the texting platform was the most effective method of reaching our students. We saw a 99 percent rate of response to our text messages compared to a 30 percent response rate to our emails." 

 

Brown said that Warmack, cabinet members, academic deans, and financial aid administrators participated in Town Hall Zoom Meetings with parents and students which expanded the University's "virtual personal touch."  

 

"Â鶹´«Ã½ University has a very strong brand throughout South Carolina and its neighboring states," Brown said. "I heard several times how much students were looking forward to the 'Black Ivy League Experience' at Â鶹´«Ã½. We would have enrolled at least 300 more students if not for our COVID-19 guidance which will reduce on-campus housing."

 

Brown admitted that the virus has dramatically changed recruiting at Â鶹´«Ã½ and other colleges and universities. However, the University's nimble response to the crisis - including the use of emerging technology - provided Â鶹´«Ã½ an opportunity to recalibrate several processes that align with the future of higher education.

 

"In less than a year, Â鶹´«Ã½ transitioned from a traditional classroom and online environment to hybrid, online, and digital teaching and learning platforms," Brown said. "The real credit goes to our leadership and the collective efforts of every department and program at Â鶹´«Ã½. We took charge of the moment and turned a crisis into a success story that elevated every aspect of the University."