The Division of Enrollment Management has outlined goals that will guide us through the next three years:

Efficiently manage admissions and enrollment process to increase the academic profile and diversity for new first-time, first year students.

Attract an application pool of increased geographic diversity and academic quality.

  • Increase applications in markets outside New England and the Northeast.

Increase applications from qualified male students.

  • Work with Student Affairs to identify what programs are successfully engaging male students and amplify those programs in our communications with prospective students.
  • Explore building inquiries through initiatives like Raise, Cappex and Zinch.

Improve overall academic profile of first-time first-year (FTFY) students.

  • Increase the average SAT by at least five points from Fall 2017 score. (Actual score will be determined after final census in September).
  • Decrease the admit rate from 67% to 65%, with a goal of 60% for students entering fall 2020.
  • Continue to increase engagement between colleges and schools with students throughout the recruitment and enrollment process.
  • Incorporate Honor’s College in selected recruitment initiatives - include academic profile in messaging; Honor’s College presence at additional programs, and selective school and counselor visits.

Increase the overall racial and ethnic diversity of the first-year class.

  • Evaluation of partnership schools, determine additional partners and locations.
  • Explore additional opportunities from search, Cappex, Chegg, Raise and others.
  • Explore additional outreach to prospectives who have not yet responded (for example – high school visit outreach).
  • Develop an alumni outreach program.
  • Test a texting campaign for action items such as apply, complete application, etc.

Maintain or increase enrollment of military veterans/VA beneficiaries, with special emphasis on those who are residents of Vermont.

Increase spring FTFY enrollment from 44 (spring 2016) to 70 enrolled by spring 2018, with a goal to get to 100 by 2020.

  • Explore fall semester experiential learning options for students admitted for spring.

Continue to enhance marketing and communications efforts to increase interest from prospective students, families and other key influencers.

Support the Creative Director in implementing the campus-wide communication strategy.

Explore the creation of a 360 google tour to share with students to engage their interest, or who may not be ble to visit campus.

Continue working on strategic tactics, outlined in the Academic Reputation Plan, to influence our academic reputation with peers and school counselors.  Share our work with Deans and other influencers.

Utilize transfer students to help meet enrollment goals in programs with capacity.

Continue to work with CCV and UVM Colleges/Schools to expand progression plans to assist in growing transfer enrollment and timely graduation.  As new majors are created at UVM, evaluate for possible progression plan from CCV.

Begin partnership with American Honors to attract high ability transfer students.

Explore a partnership program with one or more out-of-state community colleges that includes progression plans and scholarships in majors where we have capacity.

Continue to refine financial aid and scholarship strategies for transfer students.

Create a checklist for transfer students for next steps in the enrollment process.  Formalize communication strategies from colleges/schools to enhancement the recruitment and enrollment pocess.

Improve retention rates and the percentage of students who graduate in four years.

Improve the first-year retention rate from 86 to 90 percent.

  • Fully implement the FYE strategic plan by Fall 2018, including 100 percent of new students living in learning communities.  Assist with creation of a central General Education website.

Improve four-year graduation rate from 64 to 70 percent by 2020.

  • Analyze retention data from the second to third year.  Determine which students may be at risk and make recommendations. 
  • In collaboration with the colleges and schools, develop a plan to communicate with students who have attained a high number of credits without earning a degree/graduating at the end of four and five years of matriculation or identify students that have met graduation requirements but have not submitted intent to graduate forms.
  • Work with colleges and schools to develop an eight semester plan as part of either the degree audit  or advising and retention software tool implementation
  • Collaborate with the academic community to develop a strategy to better predict course demand, classroom space needs and how to leverage summer course offerings, including offerings for international students, to support ontime graduation.
  • In collaboration with the Office of Institutional Research, create tracking reports by cohort to track progress towards graduation.
  • Provide a letter to students/parents of students who have a 3.0 or higher after first semester to encourage involvement in high impact activities and consider hosting a special event for students who have a 3.5 or above. 
  • Track special interest student cohorts and provide communication and activities.  These cohorts include: Partnership students, New Americans, and Green and Gold scholars.

Strengthen the Institutional Aid Strategy.

Reexamine our aid and scholarship strategy as we evolve into a more selective institution with a broader market distribution. Explore non-academic factors in scholarship selection and our need-based aid priorities. Consider a model that does not rely on academic factors alone.

Create a plan that slowly moves additional merit aid to need as the academic reputation of the University continues to improve.

Building on the success of the Grossman and CAS scholarships, develop a college based scholarship for students studying engineering.

Explore a partnership with students taking the AP Capstone Research program and the Honor’s College.

Expand access to success initiative for low income and first-generation Vermont residents

Implement the mentoring and retention program for limited income Vermonters (Catamount Commitment Scholars) to improve retention and four year graduation.

Develop workshops for students to receive support and assistance in completing the FAFSA.

Partner with the foundation to expand funding and include independent students who are Pell eligible, which will assist with recruiting transfer students.

Successfully implement the Coalition Application.

Continue to enhance the globalization of campus by increasing international enrollment and expanding global opportunities for current students

Rebuild enrollment in the Global Gateway Program.  Determine long-term strategic enrollment goals including retention benchmarks.

Re-examine goals and recruitment strategies around FTFY international students.  Strategies will provide the best return on investment.

Explore opportunities for faculty and staff to host/mentor identified international students for retention.

Expand the number of exchange programs (destinations and slots) available to students for study abroad and increase student participation in exchange programs, reaching 30% of semester study abroad ‘semester slots’ in 2017-18, increasing to 40% by end of 2020.

Build out Generation Study Abroad initiative to aggressively increase participation in experiential learning abroad and to diversify that participation by end of 2020.

  • Work with colleges and schools to catalogue the best term(s) – by major – for students to study abroad for a full semester (including what courses a given major should plan to take while abroad) to support four-year graduation rates.
  • Partner with the Foundation to identify funding to support the UVM Study Abroad Access Grant initiative for Pell-eligible Vermont and partnership high school students beyond 2020 when current funding will run out.
  • Launch data collection mechanism for non-UVM sponsored (non-credit, no UVM dollars) global experiences which have learning outcomes (internships, etc.) to capture UVM student global activity at all student levels (undergraduate, graduate, medical).
  • Build out campus partnerships and related tactics to grow the number of Vermonters, high school partnerships, Pell-eligible and STEM students; students of color; and athletes participating in study abroad.

Enhance the enrollment management culture and awareness at the University of Vermont

Proactively communicate enrollment management goals and strategies to the broader campus community and improve campus-wide enrollment coordination efforts.

  • Continue to hold the annual Enrollment Summit meeting for the campus community.
  • Continue to present at a variety of campus meetings and share quarterly newsletter that include both campus and national enrollment information.
  • Create a Strategic Enrollment and Recruitment Committee that replaces other groups and planning meetings.

Continue to engage in activities that support inclusive excellence.

Hold an annual division wide diversity and inclusion training.

Each unit will host individual training session that enhance and build upon our annual training session and share ideas across units.

Install handicap accessible door in Student Financial Services and refit offices to ensure they are accessible to individuals in wheelchairs or scooters.

Utlize technology to improve the student experience and assist us in meeting our goals to improve retention and progression rates.

Begin upgrading BANNER Student Information System to version 9.

  • Explore and test new features.
  • Identify local modifications and determine whether installing baseline functionality would be more appropriate.

Implement campus-wide software tool that will assist staff and faculty to effectively manage advising and retention and improve communications with students.

  • Develop a committee to guide use of new software tool and to review data to inform strategies and communications.

Work with Faculty Senate and college partners to create a new schedule of courses that incorporates information to assist students in making informed decisions about course selection.

Implement the transfer module in DegreeWorks to allow admitted transfer students to receive a degree audit with a degree completion plan.