Through 2021, maintain the profile of our incoming students who enroll at Grand Valley
i. FTIAC Mid-50 ACT 21-26
ii. High School GPA 3.3-3.8
iii. Transfer: maintain current
iv. Graduate: maintain current
• The GPAs for new student in each category continues to stay in the desired range as it has for the past three years. A consistent GPA range for new students indicates that we are maintaining admissions standards for the university.
• FTIAC Mid-50 ACT: 2014 to present 21 - 26
• High school GPA: 2014 to present GPA 3.3 -3.8
• New transfer student GPA range was 2.9 - 3.5 for 2014 to 2016. For the 2016-17 the range is 2.9 - 3.6
• Graduate new student GPA remained consistent for 2015 - 2016. For 2016 -17 the range is 3.1 -3.7.
Through 2021, build an academically healthy returning student population
Not Yet Initiated
The division will discuss the criteria for this objective in 2017
Coordinate and support recruitment and retention programs that ensure Grand Valley is diverse and inclusive.
We have begun assessment of current retention initiatives.
Support efforts that increase the diversity of Grand Valley's undergraduate student body through programs and initiatives on campus that enhance diverse pipelines of new students to the university.
• We continue to successfully advocate for more funding to support students. Our efforts include increased funding for out-of-state awards and for the grand valley grant program.
• Because of Grand Valley's success in closing time-to-graduation gaps for underrepresented students we have a new relationship with Phoenix Pact which provides financial support for underrepresented student populations.
• We have new funding for scholarship programs that will increase diversity of our student body such as the Lynn McNamara Blue scholarship and the Thompson Working Family Scholarship.
Collaborate with others across campus in efforts to increase diversity, including the Office of Inclusion and Equity and Student Affairs.
Not Yet Initiated
Develop and support tools and communication strategies that enhance on time degree completion for all GVSU students.
Online degree audit system for undergraduate students.
Data reporting to academic units to assist advising for students who have registered for duplicate credits or are missing prerequisites.
Support university early intervention eg. mapworks
The registrar's office implemented the online degree audit system, myPath for graduate students.
Institutional analysis contributed to development and implementation of mySuccessCheck, an early alert tool intended to identify new students at risk for dropout or other negative outcomes , and to facilitate contact with those students by advisors and students services staff.
The financial aid office communicates with students who have past due balances and are not able to register to help them discuss options that allow them to enroll.
Support programs for students from underrepresented populations that intentionally focus on increasing the retention rates to reflect those of traditional students.
We created an enrollment development support services office specifically to interact with and support this student population. This includes a full-time enrollment development counsellor who meets with students and monitors their degree progress.
Maintain and strengthen relationships with community colleges through Reverse Transfer Agreements, Michigan Transfer Network (MTN) and Articulation Agreements.
Reverse transfer agreements with all 28 community colleges in Michigan
Participation in the Michigan Transfer Network
Articulation agreements with other institutions
• We continue to participate in the reverse transfer process. To date 292 associate degrees have been awarded at Michigan community colleges as a result our collaborative efforts.
• We have continued our participation in the Michigan transfer network.
• Efforts are also underway to renew our articulation agreement with Grand Rapid Community College.
Build international enrollment by strengthening relationships with international recruiting agents.
We have been working on cultivating additional relationships with international agents and brought a group from 5 different countries to campus in winter 2016
Develop training programs that integrate technologies for faculty that are learner centered and pedagogically sound.
Not Yet Initiated
Much of the 2016 year has been spent working on cyber security.
Annually research new technologies, for potential adoption, for student faculty use.
I• Information technology (IT) has pursued several modifications to Blackboard including deploying a new version of Blackboard Collaborate Ultra and the Blackboard Student mobile application as well as investigating Blackboard Ally for accessibility. Additional upgrades to Blackboard include deploying Blackboard Content Collection for a variety of projects for digital file management, including an ePortfolio pilot.
• IT has also piloted VoiceThread and adopted 6 new technologies (eg. virtual reality, augmented reality, and 3D printing) to include more than 40 emerging technology exhibits in the Technology Showcase.
• Through a collaboration between IT, the Registrar’s office and faculty deploy Blackboard Photo Roster was implemented in an effort bring about more personalized instruction, enhance student-faculty connections and to help improve student retention.
• IT has also facilitated the creation of a new lightboard in CHS and are beginning work to install another lightboard in Seidman.
• We collaborated with Ellucian to develop a name display function in myBanner.
• Additional new technology investigated include an electronic transcript process and a transfer equivalency program for use in recruiting transfer students.
Support and influence fund raising activities, particularly for externally funded undergraduate student scholarships, both endowed and pass-through.
• We participated in events sponsored by University Development targeting donors who believe in student support.
• We worked with the Robert and Ellen Thompson foundation to more than triple the number of awards to our students.
Collaborated with the University Development office for donors to create pathway scholarships to support students who are on track to graduate in 4 years.
Each unit within the Enrollment Development division will allocate staffing resources as appropriate to engage with learners on relevant skill sets, e.g. financial literacy, knowledge of degree/graduation requirements, information literacy, etc.
The moneysmart laker financial literacy program served 2,880 students in the 2016 academic year. The program included outreach to faculty members, seminar presentation and individual student appointments. The team also expanded its efforts to high school students through a collaboration with Michigan GEAR UP.
The division also participated in new faculty orientation to familiarize faculty with educational technology available including Blackboard, and Banner. We also conducted FERPA training sessions independently and some in collaboration with university counsel.
Graduate faculty were also trained on the use of myPath in preparation for deployment in fall 2016.
Enrollment Development will require all staff members to attend new hire orientation, which includes intercultural training and development.
All new hires in enrollment development division participated in new hire orientation.
Each unit in Enrollment Development will maintain productive relationships with local, state, and national professional organizations appropriate to their field of work, e.g. AACRAO, NACAC, AACRAO-SEM, Educause.
Units in Enrollment Development maintain memberships in relevant professional organizations at both the state and national leve This includes Association for Institutional Research (AIR) and Michigan Association of State Universities-ASC, American Association of College Registrars and Admissions Officers (AACRAO), Michigan Association of College Registrars and Admissions Officers (MACRAO), Educause, National Association for College Admission Counseling (NACAC), National Association of Student Financial Aid Administrators (NASFAA), the Michigan College Access Network advisory board and Ellucian.
Additionally we have strong collaborative relationships with the Michigan Association of State Universities and have participated in several state wide efforts including the CMVE Collaborative which focuses on educational efforts for military and veteran students and the Statewide Transfer Credit Initiative group.
• IT has created and created and facilitated more than 65 seminars and training opportunities for faculty related to best leveraging technology in teaching and learning. This includes the delivery of the Foundations of Online and Hybrid Course Development where over 130 faculty have been certified to teach distance learning courses in the past year and a half.
• IT has participated in facilitating 3 Faculty Learning Communities (each semester) in collaboration with the FLTC.
• IT has helped establish a Seidman Technology Advisory Group and have assisted in facilitating the College of Ed Big Bytes meetings.
• IT has participated in the Open Educational Resources Initiative with University Libraries, the FTLC, and the LakerStore.
By 2021, 75% of Enrollment Development Staff will have participated in professional development opportunities.
o 85% of IT staff have participated in professional development in the 2016 calendar year
o 100% of IT and Registrar Office staff have participated in the Cyber Security Awareness Training Modules
o 100% of Registrar office PSS staff have participated in professional development in the 2016 calendar year
o 100% of Registrar office staff have participated in diversity training in the 2016 calendar year
o 100% of Registrar office AP staff have participated in leadership development in the 2016 calendar year
Back to list