Through 2021, build an academically healthy returning student population
We continue to participate in efforts that support student success at all levels including mentoring and advising services for scholarship students; retention planning and support for student success efforts.
Coordinate and support recruitment and retention programs that ensure Grand Valley is diverse and inclusive.
Through collaborative work with the Enrollment Development Planning and Assessment Committee (EDPAC) we have developed enrollment and retention goals for 2017-2021. The goals encompass maintaining the size and academic qualifications of new students; increasing the number of graduate credit hours and improving undergraduate retention. Additionally a comprehensive list of university wide enrollment activities was created.
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.
• 2017 began a new phase of the Thompson Working Family Scholarship. We were able to increase the cohort to 100 incoming freshmen and 25 Michigan community college transfers for Fall 2017. Each student receives a $5,000 scholarship per year, renewable for four years (if an entering freshmen) and two years (if entering transfer). We will select and award another 100 freshmen and 25 transfers for Fall of 2018.
• We continue to advocate at budget committee for increased funding for our students, both merit based and need based. Budget committee was very supportive and we were able to increase our Award for Excellence and Laker scholarships for our entering freshmen for Fall 2017. We also were approved for additional need-based grants to replace the loss of the Federal Perkins loan, which was eliminated.
Collaborate with others across campus in efforts to increase diversity, including the Office of Inclusion and Equity and Student Affairs.
The Division of Enrollment Development works closely and collaboratively with the division of inclusion and equity in many informal ways. We support all efforts to diversity the student body through mentoring and programming efforts.
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.
• Working with the Enrollment Development Planning and Assessment Committee (EDPAC) we have developed a comprehensive list of retention activities conducted throughout the university.
• We have also development university retention goals and benchmarks
• Efforts to encourage students to register for more credits -finish faster campaign which targets students who are registered for 12-13 credits encouraging them to take 15 which is the same cost.
• Grand finish promotion collaboration between financial aid and registrar's office.
• Support for the GVSUmmer campaign aimed at increasing enrollment in summer.
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.
Added two new articulation agreements with Cornerstone university, West Michigan Aviation Academy
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
Total international student enrollment has remained steady for the past three years
Total international enrollment:
Fall 2015 … 434
Fall 2016 … 430
Fall 2017 … 428
Develop training programs that integrate technologies for faculty that are learner centered and pedagogically sound.
IT has made substantial progress in offering training programs for learner centered technology through collaborations with university academic and governance units.
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.
Information technology has engage in several collaborative efforts to investigate and implement new technology that supports instruction. This includes Blackboard, Panopto and VoiceThread.
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.
All new hires in the Enrollment Development division participated in new hire orientation in 2017.
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.
Units in Enrollment Development maintain memberships in relevant professional organizations at both the state and national level. 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), Michigan Student Financial Aid Association (MSFAA), Midwest Association of Student Financial Aid Administrators (MASFAA), Coalition of State University Aid Administrators (COSUAA) the Michigan College Access Network advisory board, MASU (Michigan Association of State Universities) .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.
• IT eLearning has:
o Continued work with creating Open Educational Resources (OER) through the Digital Studio, as well as participation in the Michigan #GoOpen campaign with University Libraries.
o New web resources were created to provide faculty with information about: Open Educational Resources (OER), Universal Design for Learning (UDL), and Accessibility.
o Facilitated the implementation of Badges for faculty professional development. The first badge awarded at GVSU was the “#EdTech Summer Teaching Institute” badge. Further, 7 badges are offered by eLearning.
o The Technology Showcase hosted class visits from courses that include the following: CAP105, CIS 150, CFV 426, EDT 312, among others.
o The Digital Studio produced over 100 videos with 50 of these developed in the new Seidman eLearning Studio.
o Provided 84 training seminars covering a large scope of instructional technology topics in Winter, Spring and Fall of 2017.
o A new 2 day training event was offered to faculty in the summer of 2017: “#EdTech Summer Teaching Institute”.
o 14 new “TECH BYTES” videos were created to provide faculty with best practices in leveraging technology in teaching: https://www.gvsu.edu/elearn/techbytes
o TECH BYTES and tutorial videos are now available for anyone that has an Amazon FireTV. An eLearning Amazon app is available.
o 21 example projects have been established by the Digital Studio: https://www.gvsu.edu/elearn/dsprojects
o eLearning staff joined the Instructional Technology Council’s Accessibility Task Force.
o New Tips and Best Practice Resources were created and posted on the IDeL website to support faculty teaching online/hybrid classes.
o 10 videos were created to highlight best practices in teaching online by GVSU faculty: http://gvsu.edu/idel/vtips
o Over 220 faculty were trained in teaching online/hybrid courses through the Foundations of Online and Hybrid Course Development course.
o Online and Hybrid Faculty Learning Communities were facilitated across 3 campuses for the Winter and Fall semesters.
o A new “Open Office Hours” option was deployed in which faculty can drop-in for assistance across 4 campus locations downtown and in Allendale,
o Supported COE and KCON Big Bytes faculty learning sessions.
o eLearning participated in the Seidman Technology Advisory Group.
o A new eLearning studio was opened in the Seidman College of Business.
o 82 College Personal Committee (CPC) sites were supported within Blackboard.
o eLearning GA’s supported over 2,200 faculty contacts for Blackboard and other instructional technology requests.
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
100% of Institutional Analysis staff have participated in professional development in the 2017 calendar year.
All staff in the office of financial aid and scholarships participated in leadership training and and diversity training in 2017.
84% of staff in Information Technology participated in professional development in the 2017 calendar year.
100% of staff and student workers in the Registrar's office participated in professional development in the 2017 academic year. Training includes topic such as diversity, technical skill development and leadership.
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