---
slug: education-university-admissions-financial-aid
title: "Mid-Size University Automates 38,000 Calls/Year, Saves $503K in Admissions & Financial Aid"
industry: Education
useCase: Admissions & Financial Aid
companySize: 1,800 faculty/staff, 15,000 students
location: Southeast US
metaTitle: "University Admissions Automation Case Study | QuickVoice"
metaDescription: "A 15,000-student university used QuickVoice AI to automate 38,000 calls/year across admissions, financial aid, and registration, saving $503K and improving enrollment yield 3.2%."
canonical: https://quickvoice.co/case-studies/education-university-admissions-financial-aid
ogImage: ""
heroStat: "$503K"
heroStatLabel: "Annual savings"
tags: [Education, University, Admissions, Financial Aid, FERPA]
---

# Mid-Size University Automates 38,000 Calls/Year, Saves $503K in Admissions & Financial Aid

Every August, the same crisis repeated itself. The financial aid office at a 15,000-student university in the Southeast became a pressure cooker of ringing phones, frantic students, and overwhelmed staff. Hold times stretched past 20 minutes. Prospective students calling admissions after hours left voicemails that went unreturned for days. Registration questions piled up faster than anyone could answer them. This is the story of how QuickVoice AI voice agents transformed three of the university's busiest offices, eliminated half a million dollars in annual costs, and improved enrollment yield in the process.

---

## 1. Company Profile

| Detail | Description |
|---|---|
| **Institution Type** | Public four-year university |
| **Total Enrollment** | 15,000 students (12,200 undergraduate, 2,800 graduate) |
| **Faculty and Staff** | 1,800 across all departments |
| **Campus Locations** | Main campus plus 2 satellite centers |
| **Region** | Southeast United States |
| **Student Information System** | Ellucian Banner |
| **CRM** | Slate (admissions), Salesforce (alumni relations) |
| **Compliance Requirements** | FERPA, ADA Section 508 accessibility |

The university had been growing steadily for a decade, adding new programs in health sciences, data analytics, and cybersecurity that attracted an increasingly diverse applicant pool. That growth was a point of institutional pride, but it had outpaced the infrastructure supporting it. The admissions office, the financial aid office, and the registrar's office were all staffed for an institution half the current size. Each enrollment cycle pushed these departments closer to a breaking point that administrators could no longer ignore.

The vice president for enrollment management, Dr. Lisa Harmon, had been advocating for additional headcount for three consecutive budget cycles. Each time, the request was deferred. The university faced the same fiscal constraints as most mid-size public institutions — state appropriations were flat, tuition increases were politically untenable, and every new hire required justification against competing priorities. The status quo was unsustainable, but the budget for change was limited.

---

## 2. The Challenge

Three departments shared one fundamental problem: too many routine phone calls, not enough people to answer them, and no coverage outside business hours.

### Financial Aid: 22-Minute Hold Times During Peak Season

The financial aid office received approximately 12,000 calls per year, with 60% of that volume concentrated between July and October. During peak periods, average hold times reached 22 minutes. The six-person staff was fielding the same questions hundreds of times per week — FAFSA status checks, disbursement dates, verification document requirements, and loan entrance counseling logistics. Each call cost the university an estimated $13.25 when factoring in fully loaded staff compensation, phone system costs, and facility overhead. More critically, students who could not get through often missed critical deadlines, creating downstream cascades of appeals, late enrollments, and lost revenue.

### Admissions: After-Hours Inquiries Vanishing into Voicemail

The admissions office handled roughly 8,000 calls per year from prospective students and their families. The inquiries ranged from application status and program requirements to campus visit scheduling and transfer credit evaluation. The office closed at 5:00 PM, but call analytics revealed that 35% of all inbound calls arrived between 5:00 PM and 10:00 PM — the hours when high school students and working parents were most available. Those calls went to a generic voicemail system. Internal tracking showed that 40% of callers who left a voicemail never called back. These were prospective students actively considering the university who encountered friction at the moment of highest intent.

### Registration: 18,000 Calls Crushing the Registrar's Office

The registrar's office was the most overwhelmed of all, handling approximately 18,000 calls per year. The questions were almost entirely routine — class schedules, drop/add deadlines, transcript requests, degree audit status, and commencement requirements. A six-person front office team spent the majority of every workday answering phones, leaving little capacity for the complex student cases, transfer evaluations, and academic exception processing that actually required human judgment. During registration windows, the phones became essentially unanswerable, with call abandonment rates exceeding 30%.

### The Cumulative Cost

Across the three departments, the university was spending approximately $503,500 per year on staff time devoted to answering routine phone inquiries — calls that followed predictable patterns and had clear, data-driven answers. That figure did not account for the indirect costs: lost prospective students, missed financial aid deadlines, registration delays, and the chronic stress and turnover in front-line administrative staff.

---

## 3. Why QuickVoice

Dr. Harmon assembled a cross-departmental evaluation committee that reviewed five potential solutions over a four-month period. The committee included the directors of financial aid, admissions, and the registrar, the chief information officer, the university's FERPA compliance officer, and a student government representative. Their non-negotiable requirements narrowed the field quickly.

**FERPA Compliance with No Exceptions.** Student educational records are protected under the Family Educational Rights and Privacy Act. Any solution handling student data needed to authenticate callers using directory information, restrict access to education records to authorized parties, and maintain complete audit trails. QuickVoice executed a FERPA-compliant data sharing agreement, implemented student identity verification using institutional ID and date of birth, and provided granular audit logs for every interaction.

**Deep SIS Integration with Ellucian Banner.** The university could not adopt a system that operated in isolation from its student information system. QuickVoice offered a native API integration with Ellucian Banner, enabling real-time data retrieval for financial aid status, registration holds, class availability, and degree audit progress. The agent could pull live data and deliver accurate, student-specific answers without any manual intervention.

**True 24/7 Operation, Not Just Message-Taking.** The committee explicitly rejected answering service models. They needed an agent that could answer questions, resolve common issues, and direct students to appropriate resources at any hour of the day or night. QuickVoice's AI voice agent could do all of this — not by reading from a static FAQ, but by querying live systems and responding with current, personalized information.

**Scalability Without Proportional Cost.** During peak periods, call volume tripled. Hiring temporary staff was slow, expensive, and inconsistent in quality. QuickVoice could absorb unlimited concurrent calls with no degradation in response quality or wait time — whether it was handling 10 calls or 500.

> "We were not looking for a glorified voicemail system. We needed something that could actually serve students the way a trained staff member would — but at 2:00 AM on a Sunday in August when 500 freshmen suddenly have questions about their financial aid packages."
> — Dr. Lisa Harmon, VP for Enrollment Management

---

## 4. The Solution

QuickVoice deployed a unified AI voice agent platform spanning all three departments, with department-specific knowledge bases and routing logic.

### Admissions Voice Agent — 24/7 Inquiry Handling

The admissions agent was configured to handle the full spectrum of prospective student inquiries. When a caller identified themselves as a prospective student or applicant, the agent could retrieve their application status from Slate, provide program-specific admission requirements, explain transfer credit policies, schedule campus visits by integrating with the visit management calendar, and answer questions about housing, meal plans, orientation, and financial aid application deadlines.

For high-intent callers — those expressing interest in applying or requesting additional information — the agent captured contact details and intent signals, pushing them into Slate as qualified leads for admissions counselor follow-up. This ensured that no prospective student inquiry, regardless of when it arrived, fell through the cracks.

### Financial Aid Voice Agent — Real-Time Award and Status Updates

The financial aid agent was the most data-intensive deployment. After authenticating the student's identity using their university ID and date of birth, the agent could provide real-time financial aid award status, explain each component of the aid package (grants, loans, work-study, scholarships), confirm disbursement dates, identify missing verification documents and explain how to submit them, walk students through loan entrance counseling requirements, and answer policy questions about satisfactory academic progress, enrollment intensity requirements, and appeal processes.

For complex situations requiring human judgment — aid appeals, unusual family circumstances, professional judgment requests — the agent collected relevant details and scheduled a callback from a financial aid counselor, ensuring the student did not have to repeat their story.

### Registration Voice Agent — Schedule and Record Information

The registration agent handled the highest volume of calls with the most straightforward resolution paths. It could provide students with their current class schedule, explain drop/add deadlines and procedures, check for registration holds and explain how to resolve them, initiate official transcript requests, confirm degree audit status and remaining requirements, and provide commencement eligibility information and ceremony details.

---

## 5. Implementation

The deployment was executed in three phases over six weeks, designed to minimize disruption during the summer pre-enrollment period.

### Weeks 1-2: Integration and Knowledge Base Development

The QuickVoice engineering team established the API connections with Ellucian Banner, Slate, and the university's phone system (Cisco Unified Communications Manager). A FERPA-compliant data handling framework was implemented, including student identity verification protocols, data access restrictions, and audit logging. The knowledge bases for each department were built in collaboration with department directors and senior staff, covering over 200 distinct question categories across the three offices.

### Weeks 3-4: Script Development and Compliance Review

Call scripts and conversation flows were developed for each department. The university's FERPA compliance officer reviewed every interaction pathway to ensure that no protected information was disclosed without proper authentication. The ADA compliance team verified that voice interactions met Section 508 accessibility standards, including clear speech cadence, repeat-back confirmation of important details, and transfer options to TTY/TDD relay services.

### Weeks 5-6: Phased Go-Live

The registration agent launched first, handling the highest volume of the most routine calls. After one week of monitored operation with a 96% resolution rate, the financial aid agent went live. The admissions agent followed three days later. Each launch included real-time monitoring by department staff, with a one-tap escalation button in the QuickVoice dashboard to pull any call to a human agent. Staff training across all three departments was completed in a combined four hours of sessions.

> "The implementation team understood higher ed. They knew what Banner was, they knew what FERPA meant, and they did not need us to explain why a student asking about their aid package at 11 PM is not unusual. That saved weeks."
> — Kevin Briggs, Director of Financial Aid

---

## 6. Results

After a full academic year of operation (August through July), the university conducted a comprehensive impact assessment. The results fundamentally changed how leadership viewed the cost structure of student services.

| Metric | Before QuickVoice | After QuickVoice | Change |
|---|---|---|---|
| **Annual calls handled by AI** | 0 | 38,000 | — |
| **Cost per call** | $13.25 | $0.75 | **-94%** |
| **Admissions response time (off-hours)** | Next business day | Immediate | **~100% improvement** |
| **Financial aid call wait time** | 22 minutes | 45 seconds | **-97%** |
| **Staff redeployed to counseling** | 0 | 8 FTEs | **+8 FTEs** |
| **Annual savings** | — | $503,500 | — |
| **Enrollment yield improvement** | Baseline | +3.2% | **+3.2 percentage points** |

### Deeper Analysis

The 94% cost-per-call reduction was the headline number, but the downstream effects were equally significant. With 8 full-time equivalent staff hours freed from phone duty, the university redeployed those employees into student-facing counseling roles. Financial aid staff who had spent their days answering phones were now conducting proactive financial literacy workshops and one-on-one aid counseling sessions. Admissions staff were spending more time on yield activities — personalized outreach to admitted students, campus tour leadership, and high school recruitment visits.

The 3.2% enrollment yield improvement was directly attributable to the admissions agent's 24/7 availability. Analysis of call logs showed that 2,100 prospective student inquiries were handled after hours during the critical March-May decision period. Previously, those calls would have gone to voicemail, and 40% would have been lost entirely. By providing immediate, helpful responses at the moment of highest student intent, the university converted inquiries that would have otherwise evaporated.

The financial aid wait time reduction from 22 minutes to 45 seconds eliminated a major source of student frustration and a significant driver of complaint escalations to the dean of students office. Student satisfaction survey scores for financial aid services improved by 41% year over year.

> "Our staff went from dreading August to actually looking forward to the start of the year. They are doing the work they were trained to do — counseling students, solving complex problems, building relationships. The phones used to steal all of that from them."
> — Dr. Lisa Harmon, VP for Enrollment Management

---

## 7. What's Next

The university is planning three additional QuickVoice deployments based on the success of the initial rollout.

### Multilingual Student Services

The university's international student population has grown 22% over the past three years, with significant populations of Mandarin, Spanish, Arabic, and Hindi speakers. QuickVoice's multilingual capabilities will be deployed to provide native-language support for international student services, including visa document questions, CPT/OPT employment authorization guidance, and cultural adjustment resources.

### Alumni Engagement and Annual Giving

The advancement office has requested a QuickVoice deployment for alumni engagement campaigns. AI voice agents will conduct personalized outreach to alumni segments — reunion invitations, giving campaign calls, career mentoring program recruitment, and event registration. The advancement office estimates this will allow them to reach 15,000 alumni per campaign cycle, compared to the 3,000 they currently contact through manual calling.

### Proactive Student Success Outreach

The provost's office is piloting a proactive retention initiative where QuickVoice agents contact students who exhibit early warning indicators — missed classes, dropped assignments in the LMS, or unregistered for the following semester. These intervention calls will connect at-risk students with academic advising, tutoring services, and mental health resources before small problems become enrollment-ending crises.

---

## 8. Key Takeaways

- **Routine call volume in higher education is massive and solvable.** Across three departments, 38,000 annual calls followed predictable patterns that an AI voice agent handled with a 94% cost reduction and no degradation in service quality.
- **After-hours availability directly impacts enrollment yield.** Prospective students and families make decisions outside of 9-to-5 business hours. Providing immediate, helpful responses at those moments converted inquiries into enrolled students, improving yield by 3.2 percentage points.
- **Staff redeployment creates compounding value.** The true ROI was not just the $503K in direct savings — it was the 8 FTEs who shifted from answering phones to counseling students, conducting outreach, and building relationships that drive retention and satisfaction.
- **FERPA compliance and SIS integration are prerequisites, not features.** The evaluation committee rejected multiple vendors that could not demonstrate FERPA-compliant data handling and native Banner integration. These are baseline requirements for any AI deployment in higher education.
- **Peak season scalability eliminates the hiring treadmill.** Instead of scrambling to hire and train temporary staff every August, the university now absorbs triple-volume periods with zero additional cost and zero wait time increase.

> "We spent three years asking for more headcount. QuickVoice gave us something better — it gave our existing headcount back. Eight people who were trapped on the phones are now doing the high-touch, high-impact work that actually moves the needle on student success. The $503,000 in savings is real, but honestly, the transformation in how our teams operate every day is worth more than that."
> — Dr. Lisa Harmon, VP for Enrollment Management
