Expand access through targeted recruitment efforts.
- SS 1.1: Coordinate University-wide recruitment strategies focused on specific performance
indicators and inclusive of all recruitment areas (Big Rapids, statewide, online,
KCAD, and international).
- SS 1.2: Develop and commit to a targeted, measurable internationalization plan that prepares
the University to thrive in a global economy and society. The plan will address study
abroad, faculty development, curriculum development, on-campus global engagement,
international student recruitment and retention, an inclusive environment for international
stakeholders, faculty/scholar exchanges, and alumni engagement.
- SS 1.3: Increase enrollment of adult, master’s degree, and Pell-eligible students as well
as graduates of the Michigan Career and Technical schools.
Submit Progress and Updates to Initiative 1 Action Steps
Signs of Our Success -
- An annually reviewed, adaptive recruitment strategy is in use across the entire University
system by October 2020.
- Enrollment of targeted populations in 2024 is 10 percent higher than it was in 2019.
- The internationalization plan is complete and implementation of key components has
begun by Fall 2020.
|Progress and Updates -
- An internationalization plan has begun in early 2020 led by Piram Prakasam, Director of International Education.
- For Fall 2020 graduates, Academic Affairs & Admissions are collaborating on a post
card mailing to this group encouraging them to consider enrolling in one of our graduate
programs. As the economic outlook since the COVID situation has lessened job prospects,
we believe there has never been a better time to begin an advanced degree. Provost
Fleischman has provided a message to include in the text which focuses on the timeliness
of the applied nature of our graduate programs and their clear path for career enhancement.
- For the Fall 2021 Admit cycle, the Academic Colleges & Admissions are collaborating
on retooling the application process for our students Many of these changes began
as a result of our transitions due to the COVID virus but are now being applied more
broadly to provide as clear a path to a Ferris education as possible.
- UA&M is leading an effort to document and track all enrollment marketing initiatives
throughout the University. Partners include UA&M, Admissions, Statewide/EIO, and KCAD.
- Beginning Spring 2021, the Alumni Association’s Student Alumni Gold Club is collaborating
with Admissions to implement a student led, text message outreach program, to connect
with and encourage enrollment from newly admitted students.
Champion degree completion and ensure a clear path to success.
- SS 2.1: Write a University-wide retention plan focused on eliminating barriers to success,
increasing student involvement, and cultivating a sense of belonging.
- SS 2.2: Advising task force recommendations are updated and key components implemented by
- SS 2.3: Sustain and strengthen our identity-based centers to provide academic and retention-based
- SS 2.4: Apply for student success grants that provide resources for further retention efforts.
Submit Progress and Updates to Initiative 2 Action Steps
Signs of our Success -
- A retention plan is complete and key components are implemented by December 2020.
- Advising Task Force recommendations are updated and implemented by August 2021.
- Ferris receives at least one multi-million dollar student success grant (such as a Strengthening Institutions or Trio Grant).
- The percentage of full-time students who complete and pass 24 credits or more in their
first year increases.
- Retention and graduation rates increase each year.
Progress and Updates -
- Student Life, OMSS, and CLS wrote for and received a MCAN Grant that will provide
a College Completion Coach that will provide holistic wrap-around support to students
of color pursuing two year degrees at Ferris State beginning in December 2020 for
at least one year with plans to extend up to three years with the renewal of Americorp
Position career readiness and ExperienceShips at the center of a Ferris State education.
| Action Steps
- SS 3.1: Identify and provide the resources necessary to expand ExperienceShip opportunities
- SS 3.2: Provide faculty support to further embed career readiness competencies into courses.
- SS 3.3: Expand the use of alumni employers to work with students one-on-one to help them shape
their career paths.
- SS 3.4: Focus our marketing and recruitment on our identity as an ExperienceShip university.
Submit Progress and Updates to Initiative 3 Action Steps
Signs of our Success -
- Career Education has increased engagement with first- and second-year students through
classroom integration, personal appointments, events, or experiences by May 2021.
- The graduate job placement rate in degree-related careers increases.
- The percentage of graduates who complete ExperienceShips increases every year.
|Progress and Updates -
- Task force to determine Experienceship definitions and processes of becoming an Experienceship
has been created in the winter of 2019.
- PHR 587 - All P1 students take APhA Career Pathways Survey to learn about career interests
and skills. - PHR 515 - Pharmacy professionals invited to talk with students about
various areas of pharmacy profession. - Leadership elective offered to P1, P2, and
P3 students - PHR 691 - CV review requirement
- During summer 2020, the College of Pharmacy created a Career Planning Task Force (CPTF)
that includes professionals from a variety of pharmacy professions (e.g. independent,
institutional, community, industry, etc.). Seven of the nine members include COP faculty
(2) and alumni (5). The CPTF provides input to the COP re: current job market needs
and best practices related to career planning and preparation.
- Alumni Relations and CLACS are working collaboratively to recruit and welcome alumni
volunteers each month to actively support students through the Alumni in Residence