Strategic Enrollment Management Plan

Executive Summary of Plan

The Strategic Enrollment Management Plan enables distinct learner-ready strategies by harnessing strengths and resources from across Grand Valley State University. This co-created and action-oriented approach for student success upholds our institutional commitments to inclusiveness and community. The strategies and practices presented are intended to articulate and create a strengthened culture for student success.

Active engagement with implementation and accountability phases will drive the institutional goal of 27,000 students/learners in five years and increase the institution’s retention rate to at least 90 percent.

Additionally, this plan sets a goal of 50 percent for the institution’s four-year graduation rate. This aim will be met by equitable enrollment, retention, progression, graduation, and overall success for all learners, including:

  • First Time In Any College Learners
  • Adult/Nontraditional Learners
  • African American or Black Learners
  • American Indian or Alaskan Native Learners
  • Undocumented/DACA Learners
  • First-Generation Learners
  • Pell-Eligible/Food/Housing Insecure Learners
  • Graduate Learners
  • Hispanic/Latinx Learners
  • Nonresidential International Learners
  • LGBTQIA+ Learners
  • Transfer Learners
  • Veteran/Military Learners
  • Underrepresented in STEM Learners

This new way of organizing learners is empowered by the mission, vision, and guiding principles identified by our community. The plan is not just linear but includes multiple contingencies at all levels of the university to ensure continuous improvement and success. The outlined university-wide goals and objectives, created by change agents and transformation teams across campuses, are enhanced by overarching and shared approaches for all colleges and supporting units in Academic and Student Affairs. Moreover, Grand Valley State University’s Strategic Enrollment Management Plan serves as a living roadmap for intentional student and institutional growth. Space for innovative thinking is essential at every phase to inspire collaboration in achieving the university’s enrollment and retention goals.

Mission

The Division of Enrollment Development and Educational Outreach values cooperation and interconnectedness with each functional unit at Grand Valley State University. The division contributes to the enrichment of our society by implementing enrollment planning and services that:

  • value diversity and inclusion;
  • identify, recruit, and enroll capable learners; and
  • offer services to support and promote equitable enrollment, retention, progression, graduation, and overall success for all learners.

Vision

The Division of Enrollment Development and Educational Outreach will be recognized as a national model for enrollment management programs, services, and practices. We will be a learner-ready and evidence-based division utilizing an inclusive approach to encourage learners from all backgrounds to become leaders and complete their educational pursuits. Utilizing a coordinated-care approach, we will provide comprehensive services to lifelong learners at every stage of their educational career.

Guiding Principles

  1. Recruiting, admitting, retaining, and graduating a diverse learner population with equitable outcomes as the goal
  2. Placing learners’ welfare ahead of other institutional goals by advocating for their needs
  3. Involving cross-divisional stakeholders from across the institution to think through a lens of transformation to ensure optimal results
  4. Utilizing asset-based, abundance thinking about our learners and the varied gifts and talents they bring
  5. Supporting all learners in ways that honor and respect their diverse and multiple social identities
  6. Delivering intrusive, inclusive, and intentional education and experiences
  7. Investing in the ongoing learning and development of faculty and staff as they seek to serve learners, recognizing their invaluable influence
  8. Providing comprehensive and high-quality academic advising and coaching in a supportive learning environment
  9. Designing course sequencing and course availability within our curriculum to meet the needs of our traditional, nontraditional/adult, and graduate learners
  10. Using systemically gathered data to inform our decision making
  11. Seeing the local, state, and global community as valued partners in providing educational opportunities for our learners
  12. Working to be a learner-ready institution, recognizing and acknowledging our faculty and staff’s role in understanding and supporting our learners