Collaboration is the Strategy: How York College is Reimagining Enrollment and Marketing

Brian Hazlett, Ed.D., Vice President for Enrollment Management,York College of Pennsylvania

Brian P. Hazlett is the Vice President for Enrollment Management at York College of Pennsylvania.  He serves as a member of the President’s Cabinet and oversees several areas impacting enrollment and the overall brand of the College.  Hazlett currently chairs the Strategic Enrollment Management Council (SEMC) and Co-chairs the Board of Trustees ad hoc committee on Strategic Initiatives, Enrollment, and Marketing (SIEM).

He also serves on various college committees, including Retention and Student Success, Data Governance, and Long-Range Planning. Brian shared his expert insights and valuable thoughts for the 2025 edition of Education Technology Insights about reimaging enrollment and marketing through strategic collaboration.

In today’s changing higher education landscape, enrollment management and marketing must work together. With evolving demographics and more informed students, colleges and universities must demonstrate their value, share their stories, and fulfill their commitments beyond merely offering degrees.

At York College of Pennsylvania, we see this as an opportunity, not just a challenge. We know that to see growth, enrollment, and marketing truly cannot operate in separate lanes. They must reflect the entire student experience, together. That is what led us to develop a Strategic Enrollment Management and Marketing Plan built on something simple, but powerful: collaboration. 

Enrollment is everyone’s business. That belief helped us develop a planning process that brought together voices from every corner of campus. Academic Affairs, Enrollment, Marketing, Student Life, Athletics, and others all played a role in shaping a plan that was not theoretical; it was useful.

Laying the Groundwork: From Silos to Shared Strategy

Breaking down institutional silos was just the first step, and, to be frank, it is an ongoing process. At York College, we found that when faculty, staff, student life, enrollment, and more get together and have a real conversation, the outcomes are often productive. Some of our most notable progress resulted from the meetings where we ask questions and actively listen to each other. We started to see connections we had not noticed before, and it became obvious that enrollment is not solely the responsibility of one office. Instead, the entire campus community shapes it at every stage of the student’s journey.

We did not just look at who recruits students; we asked how we could align the real student experience once they are here with our external messaging.

Using Data—and Stories—to Guide Direction

Data is the foundation of our work. We study enrollment trends, retention rates, student demographics, application patterns, and more. But just as important is the context we gained from faculty, staff, and students themselves. Their input gave context to the numbers, allowing personal stories and the student experience to take shape.

“At York College, we found that when faculty, staff, student life, enrollment, and more get together and have a real conversation, the outcomes are often productive”

We focus on sharing stories that highlight how students live and learn at York College. From the hands-on rigor of our engineering and nursing programs to the vibrant energy of the arts, we aim to convey a true message that builds trust and makes a difference for prospective students.

Aligning Brand with the Student Experience

One of our primary goals was ensuring that what prospective students see and hear about York College matches what they will find once they arrive. That alignment can help build trust with students and, therefore, boost retention.

By engaging faculty throughout the process, we can accurately represent what students will get in everything from website content to digital ads. Nursing faculty helped refine how we communicate the clinical experience. Engineering professors worked with us to better convey the hands-on learning students can expect. In each case, input from those closest to the programs made our marketing sharper, more truthful, and more compelling.

A New Way of Working Together

The SEM and Marketing Plan generated better materials and reshaped how we work together. One clear outcome is that marketing now collaborates directly with academic departments on an ongoing basis. There is a shared understanding of goals, better alignment of timelines, and a stronger sense of mutual investment.

This approach also strengthened our campus culture. When everyone understands how their role affects enrollment, it creates accountability and pride. Enrollment gains become shared wins, not just statistics reported by one office.

Lessons for Other Institutions

For colleges looking to rethink their enrollment strategy, we offer a few key lessons. First, invite broad participation from the beginning. People are more invested when they help shape the plan, not just react to it.

Second, the SEM plan should be treated as a living strategy. Revisit it regularly to see what is on track and what may need to be adapted. It is okay if the plan changes as you get new data and feedback. 

Lastly, celebrate the small wins. Well-written web content or a social media campaign that helps spike applications are little moments that can validate your ongoing process and build momentum.

The Power of Shared Commitment

At York College, we have learned that success in enrollment and marketing does not come from one department; it comes from many people pulling in the same direction. Collaboration is not just a tactic we used to write a plan; it is the plan. And as we move forward, that spirit of shared commitment will continue to guide our strategy and our growth.

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