Increase the recruitment and retention of degree-seeking undergraduate (UG) and graduate (GR) students to align with UNC鈥檚 strategic vision for a diverse and vibrant community.

Strategies:

1.听 听 听 Enhance student data collection measures and leverage the data across university systems to听 support recruitment and retention across all stages of the student life cycle.
2.听 听 Become an Hispanic Serving Institution in ways that celebrate the rich diversity of the student body and affirm students’ cultural and familial backgrounds.
3.鈥偺� 听 Develop data-informed multiyear UG and GR recruitment and retention plans with specific and measurable targets for first-year, transfer, and international populations (for Greeley, Extended, and CUE campuses).
4.鈥偺� 听 Evaluate promising practices implemented within the last five years and prioritize those for听听continued investment.

Increase non-degree, for-credit enrollment across undergraduate and graduate programs to support our communities鈥� educational needs and professional growth.

Strategies:听
1.鈥傗�傗�傗�侰reate and maintain a simplified and accessible application and enrollment experience as well as financial options for certificate, micro-credential, and non-degree seeking students.
2.鈥傗�傗�傗�侲xpand existing and develop new service or partnership agreements with regional high schools.
3.鈥傗�傗�傗�侷dentify and promote courses appealing to non-UNC, non-degree seeking populations.
4.鈥傗�傗�傗�侷mplement communication and marketing infrastructure to promote non-degree seeking enrollment opportunities.
5.鈥傗�傗�傗�侷nvestigate and implement academic offerings to support workforce needs and professional development.

Ensure that institutional policies and practices promote equitable access and opportunity for ALL students to succeed.

Strategies:听
1.鈥傗�傗�傗�侷ncorporate DEI priorities into enrollment goals in alignment with the comprehensive university-wide diversity, equity, and inclusion strategic plan.
2.鈥傗�傗�傗�侭iennially conduct a comprehensive analysis of policies, practices, and procedures at the institutional and unit levels and make changes to address issues of disproportionate access, impact, or barriers experienced by students.
3.鈥傗�傗�傗�侲xpand the use of effective and inclusive recruitment and retention practices and policies.
4.鈥傗�傗�傗�俁ecognize and reward faculty who adopt inclusive pedagogy that leads to equitable student outcomes.

Foster a shared sense of responsibility for students鈥� success.

Strategies:
1.鈥傗�傗�傗�侲nhance and promote shared expectations among faculty and staff in student retention and success.
2.鈥傗�傗�傗�侱evelop and promote timely and relevant co-curricular programming that aligns with students鈥� interests and institutional learning outcomes.
3.鈥傗�傗�傗�侱evelop and implement activities or programs that foster meaningful connections between students and faculty/staff, creating a campus culture of servingness.

Maintain an academic portfolio that reflects our high-quality standards and commitment to career readiness and lifelong learning.

Strategies:

1.鈥傗�傗�傗�侱evelop and deliver curricula that address the needs of today鈥檚 learners and ready students for future jobs and careers.
2.鈥傗�傗�傗�侲nhance the student employment experience and access to career readiness opportunities.
3.鈥傗�傗�傗�侱esign student employment opportunities that embed career readiness skills into employment expectations.
4.鈥傗�傗�傗�侷ncrease the visibility of the Office of Career Readiness and student participation in affiliated programming.

Sustain a distinctive and inclusive identity that reflects UNC鈥檚 strengths, attracts, and听retains undergraduate and graduate students, faculty, and staff, and enhances philanthropic听opportunities.听

Strategies:
1.鈥傗�傗�傗�侲levate the UNC brand to make UNC a destination of choice.
2.鈥傗�傗�傗�侭uild and sustain local, regional, and international partnerships.
3.鈥傗�傗�傗�俇tilize the recent brand audit findings to build and promote UNC鈥檚 brand identity, appealing to and inclusive of all students regardless of program, college, or campus location.
4.鈥傗�傗�傗�侷dentify and leverage institutional data, promotional narratives, and points of pride to promote the value of UNC and its learning outcomes.

Maintain the fiscal vitality of UNC while ensuring attendance is financially manageable.

Strategies:
1.鈥傗�傗�傗�侷ncrease the campus鈥檚 awareness of the relative cost of attending UNC.
2.鈥傗�傗�傗�侷dentify financial barriers for students and enhance institutional practices and priorities to sustain affordability.
3.鈥傗�傗�傗�侲nhance faculty and staff grant-seeking to align with the institution鈥檚 priorities.
4.鈥傗�傗�傗�侷dentify the financial gaps impacting students and develop a philanthropic strategy to expand the institution’s capacity to assist.