Vice President for Strategic Enrollment Management reflects on a year of growth and renewal at Whittier College
When veteran higher education leader Ken Woods ’84 came out of retirement to help his alma mater, he did so in a big way. Since his return, Whittier has scored some remarkable wins, including a first-year class 30 percent larger than last year’s, bolstered by a 58 percent surge in overall applications.
A social science and business administration major at Whittier, Woods received the Key to the College in 1988 and served on the Alumni Board in the early 2000s. His career began at Whittier in the late 1980s when he held roles in admissions, residential life, and summer activities. Woods went on to serve a distinguished 25-year tenure with the College Board, enhancing services for higher education institutions nationwide.
Now, after being named Whittier’s permanent Vice President for Strategic Enrollment Management following a successful interim year, Woods spoke with The Rock about his vision for Whittier’s future after being named permanent Vice President for Strategic Enrollment Management following a successful interim year. Below, he reflects on his journey, how the college has evolved, and why he decided to live on campus as a senior administrator.
This interview has been edited for length and clarity.
We are speaking in early fall. How are you feeling about Whittier’s enrollment outlook right now?
At the end of the day, we brought in a really strong class representing 22 states and 24 foreign countries. I love seeing the geographical diversity. At a time when many colleges around the country are readjusting their expectations when it comes to enrollment, we increased our numbers rather than decreased. We brought in a strong class of transfer students. So I’m happy, and the great part for me is that although I was here for last year’s class, this was my first full cycle. So this is my first class. Forty percent of my students are athletes. It’s fun to see this class already making an impact.
What’s it like being back on campus 40 years after you were a student?
We’re a lot more global now. We have about 60 international students this year out of a class of 300. Back when I was a student, we probably had five to ten. So the makeup of the student body has certainly changed. That’s a huge part of our strategy. Students today are also a lot more socially astute and aware. And parents are much more involved. Parents are part of our recruiting strategy. They’re helping students make decisions. I grew up in a small ski town, and when I left for college, I hopped in my truck and drove. My mom and dad didn’t drop me off. Nowadays, we’ve got orientation for parents. There’s a lot more information available. We’re more focused on affordability, because costs are higher. I was a Cal Grant and Pell Grant recipient. I came from a low-income family, and affordability wasn’t talked about as much. Now, college tuition has risen faster than income, so it’s crucial to highlight those pathways for financial aid. Ultimately, though, what sold me on Whittier back in the day were the close faculty interactions and what I call our community of caring, and that hasn’t changed.
What made you decide not only to come back to Whittier, but to live on campus?
I could have found an apartment in Whittier when I took this job, but I wouldn’t change the experience of living on campus for anything. In fact, I think all enrollment managers should live on campus, or at least very close to campus, because you get the feel of what student life is truly like. It’s a unique lens. I get to see the students interacting and better understand their points of view, and I’ve met students from all over the world. Last week, I was at four volleyball games and three soccer games. I’m the advisor for the Ethiopian Club. I’ve hosted two dinners at my house already this year, and I’ve got another reception for the coaches coming up. Coming back as an alum, there’s a lot more skin in the game. It becomes personal. You pour a lot of time and effort into these things.
Can you talk a little bit about the workforce today’s students are entering?
A college degree is so important in today’s landscape. In my high school class of about 39 students, only three or four of us went off to college. It wasn’t as much a part of the culture. Having a bachelor’s degree was good, but it wasn’t a necessity. In today’s environment, that’s all changed. A bachelor’s is necessary, and many students want to see a pathway for masters and doctorates. That’s why we’re working with colleges like USC, UC Irvine, Chapman, and Saint Mary’s. We’re signing an MOU with Mount Saint Mary’s College and their Doctor in Physical Therapy program so that our graduates, if they meet certain criteria, will have priority admission and receive a $5,000 scholarship. We are replicating this with other colleges with nursing, business finance, marketing and accounting, and other programs.
Career readiness is becoming increasingly important right out of college. That’s what inspired Whittier Works. We serve first-generation college students, and those families want to know that the community here will make sure their student succeeds. That’s what my parents were concerned about. When you recruit those students, that’s what resonates.
What’s your philosophy when it comes to building a class?
We’re very proud of being a Hispanic Serving Institution and one of the most diverse campuses in California. It’s important for us as a community to embrace our diversity. We recruit multi-generational Poet families and first-generation. We care for our backyard — that 50-mile radius, if you will. We have a commitment to our local area, letting them know we are here to support them. We’ve reached out deeper into places where we used to be stronger, like Colorado, Hawaii, the Pacific Northwest, the Bay Area, San Diego, and the East Coast.
I’m competitive by nature. A lot of my tactics are old-school. We’re making phone calls and sending handwritten cards again. President Dillon is one of the few presidents I know of who signs all the admit letters herself. We’re connecting with prospective students not just electronically, with email or text or on social media, but at their schools. We’re meeting them where they are and sitting down and admitting them on the spot. That’s new. That’s different. We offer direct admission. It’s not easy work, but it’s fun to watch. We’re like a phoenix rising from the ashes.
What can alumni do to support recruitment efforts?
It’s all about telling their stories to their communities. That’s the beauty of storytelling, and that’s where alumni can step up and find informal ways to get the word out about what makes us unique through word-of-mouth, college fairs, neighbors. The spirit on this campus is amazing. That’s why I’m back. It’s just a special place.
My first semester of my freshman year was very difficult, academically and socially. My advisor was Mike McBride, and if it hadn’t been for Mike, my path would have been very different. The faculty here are truly amazing. There’s never been a point where I’ve asked for something, and they’ve said no. They say, ‘Yes, and what more can we do?’ I just don’t see that on many campuses, and I’ve been on several hundred campuses in my career. That’s what makes a community of caring.
