Strategic Enrollment Plan Implementation
High-level details
Stakeholders across UToledo worked to critically evaluate enrollment priorities and efforts. The result of this effort was the creation of a comprehensive Strategic Enrollment Plan (SEP) that will guide enrollment and retention efforts for the next three years. The plan identifies strategic areas and initiatives that the UToledo must prioritize to stabilize and reach enrollment and retention goals.
Implementation of the Strategic Enrollment Plan is now underway and teams across UToledo have begun taking action. The SEP Implementation is overseen by a Strategic Enrollment Council, comprised of Tony Bourne, vice president for enrollment management; Scott Molitor, interim provost and executive vice president of academic affairs; and Terry Romer, chief of strategy and business insights.
Reporting to the Strategic Enrollment Council, the SEP Governance Committee, comprised of university leaders within enrollment and retention, oversees the execution of the Implementation Teams and is responsible for monitoring overall progress. The Implementation Teams are led by the SEP Governance Committee members and are cross-functional groups responsible for executing the recommended initiatives aligned to a given priority.
Following the completion of the Strategic Enrollment Plan in June 2024, implementation efforts began in July 2024 and can be expected to be in progress through Fall 2026.
Strategic Enrollment Plan Priority Areas
The plan has been broken out into five distinct strategic priority areas to support strategic enrollment management stabilization and growth, and were developed in consideration of the following Vision Statement:
"The University of Toledo endeavors to deliver an enriching student experience while equipping students with the skills necessary for successful careers, ultimately contributing to the economic and social prosperity of local communities, the region, and beyond. By leaning into its institutional identity and mission, UToledo aims to attract and retain a diverse and committed student population, supporting the expansion of enrollment."
Strategic Priority Area: Enrollment Mix
Initiatives within Enrollment Mix seek to rebalance total student enrollment priorities and goals, based upon student and labor market demands. Success measurements include a diversified enrollment mix between DHS, Transfer/Adult, Graduate, and Online students and increased net tuition revenue (NTR).
This will be achieved through focusing on targeted and increased recruitment efforts across varying student populations and programs, reviewing existing policies, processes, and programs to eliminate potential barriers for specific populations, and capitalizing on the strength of the local Midwest region.
Implementation Leaders:
Sunday Griffith, Ph.D., director of enrollment research and planning
Mary Humphrys, Ph.D., acting vice provost of academic affairs
Gabe Lomeli, interim director of undergraduate recruitment
Strategic Priority Area: Program Links and Modalities
Initiatives within Program Links and Modalities aim to develop a pipeline between undergraduate and graduate programs and utilize online and/or hybrid modality to expand the reach of the University of Toledo. Success within the pillar would be considered a strengthened pipeline and outcomes between Undergraduate to Graduate students and continued growth in UToledo Online programs.
This will be achieved through reviewing existing policies, practices, and processes, identifying opportunities for employer relationships and certificate programs, and the assessment of accelerated programs and recruitment strategies.
Implementation Leaders:
Barb Kopp Miller, Ph.D., vice provost for UToledo Online and workforce development
Mary Humphrys, Ph.D., acting vice provost of academic affairs
Dan Hammel, Ph.D. , acting vice provost for graduate affairs
Strategic Priority Area: Retention and Progression
The Retention and Progression pillar prioritizes undergraduate retention and progression efforts by using data to continue and/or advance student support services and programming. Priority success projects strengthened undergraduate retention and progression rates and student satisfaction with policy and processes improvements and the implementation of technology advancements.
This will be achieved through University alignment on existing retention-focused projects , such as National Institute on Student Success (NISS), Complete College Accelerator, and campus initiatives, reviewing communications and stages of the first-year experience, assessing policies and processes related to persistence and progress towards degree, auditing existing predictive technology that can identify potential academic risks, and implementing other recommended technologies and/or systems.
Implementation Leaders:
Angela Paprocki, Ph.D., chief of staff for academic operations and associate vice
provost for institutional effectiveness
Anne Fulkerson, Ph.D., assistant vice provost for institutional research
Eric Langenderfer, university registrar
Strategic Priority Area: Marketing and Outreach
The Marketing and Outreach strategic priority area focuses on integrating marketing and outreach efforts that bring students and their stories to the forefront that will positively promote the brand and impact of UToledo. Projected outcomes include growth in social media platforms, a substantial repository of and a consistent flow of organically generated content, increased web traffic, improved student marketing and communications, and a stronger awareness of campus leadership across the campus community.
This will be achieved through increasing engagement with senior leadership, bolstering organic student-based content, implementing outreach efforts in relation to institutional value propositions and brand, updating the website, and boosting marketing initiatives and support on varied student populations to support diversified growth.
Implementation Leaders:
Jen Sorgenfrei, executive director of marketing and communications
Adam Lee, director of enrollment communication
Strategic Priority Area: Enrollment Resources and Structure
Initiatives in the Enrollment Resources and Structure pillar strive to revise enrollment resources to support improved processes in enrollment management and the prospective student experience. Projected outcomes include increased collaboration and understanding of roles and responsibilities across campus, strengthened data coordination and analyses, and improved student (and employee) satisfaction in the student onboarding process.
This will be achieved through clarifying roles and responsibilities, standing up and/or revisiting existing committees, auditing existing technology and business processes to improve student services, identifying tipping points that may require additional support and/or resources, and assessing the student onboarding experience
Implementation Leaders:
Sunday Griffith, Ph.D., director of enrollment research and planning
Dan Hammel, Ph.D., acting vice provost for graduate affairs
Anne Fulkerson, Ph.D., assistant vice provost for institutional research
Barb Kopp Miller, Ph.D., vice provost for UToledo Online and workforce development