In March 2025, the U.S. Department of Education initiated a reduction in force (RIF) which implicated nearly half of its workforce. A press release announcing layoffs noted that the department intends to cut its workforce from 4,133 to 2,183, with 572 employees accepting deferred resignation or voluntary separation incentives and approximately 1,375 employees placed on administrative leave. In July, the Supreme Court backed the administration's legal right to dismantle the Congress-created department.
{"title":"What will ED layoffs mean for OCR, financial aid, education research?","authors":"Eric Lyerly","doi":"10.1002/emt.31461","DOIUrl":"https://doi.org/10.1002/emt.31461","url":null,"abstract":"<p>In March 2025, the U.S. Department of Education initiated a reduction in force (RIF) which implicated nearly half of its workforce. A press release announcing layoffs noted that the department intends to cut its workforce from 4,133 to 2,183, with 572 employees accepting deferred resignation or voluntary separation incentives and approximately 1,375 employees placed on administrative leave. In July, the Supreme Court backed the administration's legal right to dismantle the Congress-created department.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":"7-8"},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145101318","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Dr. Sarah Hoiland appreciates diverse paths in higher education. In addition to being an associate professor of sociology at Hostos Community College (part of the City University of New York), she also teaches in two college-in-prison programs, serves as the principal investigator for the Hostos HOPE Project, and is budget and grants director for the CUNY Academy.
Sarah Hoiland博士欣赏高等教育的多样化道路。除了在Hostos社区学院（纽约城市大学的一部分）担任社会学副教授外，她还在两个监狱大学项目中任教，担任Hostos HOPE项目的首席研究员，并担任纽约市立大学学院的预算和拨款主任。
{"title":"Sarah Hoiland: Exploring the little-known world of an all-women's motorcycle club","authors":"Lois Elfman","doi":"10.1002/emt.31462","DOIUrl":"https://doi.org/10.1002/emt.31462","url":null,"abstract":"<p>Dr. Sarah Hoiland appreciates diverse paths in higher education. In addition to being an associate professor of sociology at Hostos Community College (part of the City University of New York), she also teaches in two college-in-prison programs, serves as the principal investigator for the Hostos HOPE Project, and is budget and grants director for the CUNY Academy.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145100869","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
CASE NAME:Nixon-Jones v. The Corporation of Mercer University, No. 5:24-cv-00064 (M.D. Ga. 06/18/25).
案例名称：Nixon-Jones诉The Corporation of Mercer University， No. 5:24-cv-00064 （M.D. Ga. 06/18/25）。
{"title":"Judge rules against former professor","authors":"","doi":"10.1002/emt.31465","DOIUrl":"https://doi.org/10.1002/emt.31465","url":null,"abstract":"<p><b>CASE NAME:</b> <i>Nixon-Jones v. The Corporation of Mercer University</i>, No. 5:24-cv-00064 (M.D. Ga. 06/18/25).</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":"10-11"},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145101320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Every semester, countless college students lose access to financial aid — not because they don’t need it, but because they didn’t meet a federal benchmark most never knew existed. However, Satisfactory Academic Progress (SAP) may be less of a hurdle to persistence and completion for California's college students now that a new law radically reforms how enrollment management and financial aid offices must operate in California's institutions of higher education.
{"title":"How California radically reformed SAP standards","authors":"Zach Taylor, Sarah Pauter","doi":"10.1002/emt.31456","DOIUrl":"https://doi.org/10.1002/emt.31456","url":null,"abstract":"<p>Every semester, countless college students lose access to financial aid — not because they don’t need it, but because they didn’t meet a federal benchmark most never knew existed. However, Satisfactory Academic Progress (SAP) may be less of a hurdle to persistence and completion for California's college students now that a new law radically reforms how enrollment management and financial aid offices must operate in California's institutions of higher education.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":"1-9"},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145101317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Transitioning from leading undergraduate admissions to managing graduate and professional enrollment is more than a title change — it is a professional evolution. While my own journey spans 16 years and multiple institutions, this article is not only a reflection on my career path; it is alos a guide for enrollment managers across the spectrum. The lessons I learned along the way — from HBCUs to globally ranked universities — apply broadly, regardless of the size, mission, or student population of your institution. Importantly, many of the strategies I developed in the graduate space — such as building deeper relationships, adapting to longer decision cycles, and demonstrating return on investment — are equally applicable to undergraduate recruitment as today's students and families increasingly seek personalized engagement and clarity of value.
{"title":"Lessons for enrollment leaders moving to graduate programs","authors":"Dwight B. Sanchez","doi":"10.1002/emt.31460","DOIUrl":"https://doi.org/10.1002/emt.31460","url":null,"abstract":"<p>Transitioning from leading undergraduate admissions to managing graduate and professional enrollment is more than a title change — it is a professional evolution. While my own journey spans 16 years and multiple institutions, this article is not only a reflection on my career path; it is alos a guide for enrollment managers across the spectrum. The lessons I learned along the way — from HBCUs to globally ranked universities — apply broadly, regardless of the size, mission, or student population of your institution. Importantly, many of the strategies I developed in the graduate space — such as building deeper relationships, adapting to longer decision cycles, and demonstrating return on investment — are equally applicable to undergraduate recruitment as today's students and families increasingly seek personalized engagement and clarity of value.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":"5-6"},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145101321","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
My e-mail inbox is getting full. So here are a few questions from colleagues during the past year; I hope you find them enlightening.
我的收件箱快满了。以下是同事们在过去一年中提出的一些问题；我希望你能从中得到启发。
{"title":"Mailbag questions and answers","authors":"Richard Rainsberger Ph.D.","doi":"10.1002/emt.31459","DOIUrl":"https://doi.org/10.1002/emt.31459","url":null,"abstract":"<p>My e-mail inbox is getting full. So here are a few questions from colleagues during the past year; I hope you find them enlightening.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145101689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Case name:Elagha v. Northwestern University, et al., No. 24 C 12066 (N.D. Ill. 05/13/25).
案例名称：Elagha诉西北大学等，No. 24 C 12066 （n.d Ill. 05/13/25）。
{"title":"Judge rules against former student","authors":"","doi":"10.1002/emt.31450","DOIUrl":"https://doi.org/10.1002/emt.31450","url":null,"abstract":"<p><b>Case name:</b> <i>Elagha v. Northwestern University, et al</i>., No. 24 C 12066 (N.D. Ill. 05/13/25).</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2025-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144894238","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
When Covid-19 pushed the world to remote work, one of the side effects was how it scrambled the cohesiveness of many university departments. This was certainly true for the undergraduate admissions team at the University of Arizona.
当Covid-19将世界推向远程工作时，其中一个副作用是它扰乱了许多大学院系的凝聚力。亚利桑那大学（University of Arizona）的本科招生团队当然也是如此。
{"title":"Remote but connected: How the U. of Arizona keeps staff together even though they work remotely","authors":"Wayne D’Orio","doi":"10.1002/emt.31443","DOIUrl":"https://doi.org/10.1002/emt.31443","url":null,"abstract":"<p>When Covid-19 pushed the world to remote work, one of the side effects was how it scrambled the cohesiveness of many university departments. This was certainly true for the undergraduate admissions team at the University of Arizona.</p>","PeriodicalId":100479,"journal":{"name":"Enrollment Management Report","volume":"29 6","pages":"1-9"},"PeriodicalIF":0.0,"publicationDate":"2025-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144894231","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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