Enrollment Management and Student Support Plan

Enrollment

Although the original Enrollment Management Plan recommended “steady-state” enrollment, the approval and implementation of the Growth Agenda has meant a dramatic shift from this previous strategy to one that focuses on growth.

It is important that UW Oshkosh not return to the enrollment pattern of the 1990s, when annual enrollments consistently missed UW System targets.The University has been well-served, in terms of public image and reputation, with its enrollment growth during the period 2000-2009, its place as the state’s third largest University in the UW System and in establishing record enrollment numbers for the past five years.This year, with an enrollment of more than 13,100, UW Oshkosh is at its highest enrollment in its 137-year history.

Growth, as set down by the Growth Agenda I, was 574. For three years prior to the implementation and, in anticipation of the Growth Agenda’s approval, a plan and targets for slight increases (2 percent) in enrollment were put into place with continued focus on increasing the number of freshmen, nontraditional students and graduate students. Enrollment projections for 2009-2010 indicate approximately 11,900 on-campus students and 1,200 off-campus students with a total enrollment of 13,100.

An increase in non-traditional students was aided by new special programs, such as the Graduation Project, Fire Safety and the new Bachelor’s of Applied Science programs and other initiatives out of the Center for New Learning. During the past three years, Graduate Studies worked with graduate program directors to develop enrollment targets and recruitment plans. It is projected that graduate student enrollment may see a steady state, with a slight increase in Graduate Special for the 2010-2011 year as a result of the economy and changes in DPI continuing education requirements

Diversity and Student Mix

This key operational plan continues to focus on diversifying the student body, resulting in an increase of students of color, veterans, international students and nontraditional adult learners. Admissions’ multicultural recruiters, the Milwaukee satellite office and specialized admissions programs have been instrumental in matriculating the most diverse student body. These programs are yielding benefit as demonstrated by the 51-percent increase in new students of color for 2009-2010.

A special “First-Generation” recruitment program was implemented four years ago to address the needs of first-generation college students and their families. The Wisconsin veterans’ remission program coupled with the new Federal Veterans programs has resulted in more veterans attending UW Oshkosh. It is anticipated that approximately 350 veteran students will be on campus 20010-2011. The campus has become a campus of choice by veterans and the EM Plan will need to continue to look at ways to provide for expanded services for veterans, such as a Veteran’s Lounge, expanding counseling and disability services, specialized career development/counseling initiatives. As a result of the Campus Pride Index group, recruitment and retention programs for LGBTQ students are being considered with future implementation.

Retention

Retention is one aspect of the plan that needs additional focus, evaluation and consideration. Although there has been an almost 8-percent increase in retention rates during the past nine years, the plan’s retention target of 80 percent for first-year to second-year retention has not yet been attained. Some new initiatives to aid in retention have been developed or are in the process of being put into place.

A first-year experience working group identified retention resources for first-year students and first year seminar was piloted  in fall 2008 with five sections. This year, there are nine sections of the FYE seminar. A first-year experience residence hall program (NBC Village) was opened two years ago and is the most popular lifestyle option selected by incoming freshmen. Assessment of the NBC Village continues and discussions of developing a sophomore experience in the residence halls have begun.

A summer academic institute, Titan Advantage Program (TAP), has been developed and was implemented to assist high-risk students make a successful transition to college. The availability of upper-level courses and new programs also are factors in improved retention. In spring 2007, students reauthorized Differential Tuition, which supports the Student Development Compact and retention by providing enhanced academic advising, tutoring and supplemental instruction and career advising and counseling. The University has provided additional support to these programs through the Growth Agenda and increased student assistance through the new STEP program.

An academic early warning system is being developed and piloted. A working group that focuses specifically on retention initiatives has been put into place and has been charged to examine best practices, survey retention programs and services that are presently in place on campus and provide recommendations, so this aspect of the Enrollment Management Key Operational Plan will be developed more fully. A consultant was identified to conduct a comprehensive retention review and the findings resulted in a campuswide review of academic learning support programs and the implementation of intentional and expanded learning assistance programs.The Growth Agenda has also provided additional options for students with high-demand majors and additional academic options.

Assessment

Significant future considerations for this plan include review and feedback by the Enrollment Management Team and campus governance and the future implementation of the UW System Growth Agenda.The recently approved Growth Agenda will mean new targets for recruitment and retention. It also will mean the reevaluation of the recruitment and retention strategies as the market for students becomes more competitive across the state with future growth of the UW System and declining numbers in high school graduates. Additional metrics and assessment of this plan’s progress will be considered and the data will be used to guide future decisions in the area of enrollment management.  

Data from the Equity Score Card and the Campus Climate Study will continue to be reviewed, as well as data from NSSE and the MAPWORKS project

New Freshmen

The enrollment model sets an annual new freshmen target of 1,750 for the years 2006-2010. However, with the implementation of the Growth Agenda, the target for the 2008-2011 will be 1,850-plus. There are important reasons to strive to achieve this annual target. Achievement means that as the new freshmen cohorts move through their educational cycle at the University, continuing student enrollment is steady and the University avoids the “peaks and valleys” that result from significantly different annual new freshmen cohorts. Also, annual drops in the number of new freshmen result in significant revenue losses for student auxiliaries.

A key planning assumption was based on an increased population of high school graduates initially (from the top six feeder counties for UW Oshkosh) with a decline projected in the years from 2010 to 2017. This impending decline will mean the broadening of recruitment territories and populations, as well a shift to recruitment of nontradtional returning students, transfers, and retaining the students currently enrolled.

There are several important planning and policy issues that threaten the University’s ability to enroll 1,850 new freshmen each fall. Most significantly, several UW institutions have decided to grow their new freshmen classes, resulting in increased competition. This competition can dramatically lower our yield from new freshmen applications. The fall 2005 recruitment cycle and all subsequent cycles clearly showed this. We have seen cancellations when Madison expands into their waiting list. We had been consistent with the number of applications for fall 2004, and have admitted 250 more applicants than a year ago, yet the fall 2005 first-time freshmen enrollment was 1,653.

In fall 2009, we reached the target of more than 1,850, specifically 1,890.  It is believed this is due in part to limiting the number of deferred admissions and award letters coming out two-three weeks earlier than in the past and earlier than our competitors and getting out financial aid award letters earlier. Image Now and electronic applications has enabled the Admissions staff to dramatically decrease processing time and notify prospective students of their acceptance in a timely fashion. Financial Aid has moved its awarding process up three weeks, so students will have their financial aid estimates and allow for students to know the financial impact of their freshman year.

The competition with our sister UW campuses for new freshmen will continue, and, to meet our annual target of 1,850-plus new freshmen, we may need to consider the following options:

• Adding new academic programs to attract additional applicants and recruits.The EMT has compiled a list of such programs and shared it with the Provost and Deans. Some of the potential new programs represent packaging of courses already offered, others would require new curricula. The Growth Agenda  also has provided monies to develop high-demand programs. In 2008-2009, the colleges recruited and hired more than  30 tenure track faculty members in high-demand academic programs.
• Though the profile has remained the same over the past three years. Future discussion and consideration may be needed to amend admissions criteria.  For example, admit if in the top 50 percent of their high school class (the current admissions criteria is top 40 percent) and don’t hold students for review of seven-semester grades.
• For fall 2009, the freshmen scholarship program recognized 172 new freshmen, approximately10 percent of the class. The current scholarship program provides UW Oshkosh with a slight advantage over many of our sister UW institutions. However, more UWS institutions have taken note and have developed similar programs, increasing competition for talented new students. Sustaining as much of the current freshmen scholarship program and even increasing scholarship numbers and values is vital to recruiting and enrolling high-ability students. UW Oshkosh’s comprehensive campaign could provide additional dollars for recruitment scholarships in the future. With the downturn of the economy and the number of “underwater” endowments, this option is even more challenging and necessary.

Transfer Students (Undergraduate)

The EMT recommends an annual undergraduate transfer student target of 850. Over the years, transfer students often have been used as one-year “backfill” to make up for projected shortfalls in new freshmen. The Growth Agenda means an adjusted target of 950, which is a target we have met for the past two years. UW Oshkosh’s transfer numbers are the highest among the UW comprehensive campuses

Several key planning issues affect the annual enrollment of undergraduate transfer students:

• Reduced availability of upper-level courses. While transfer students represent all student categories (freshmen to senior), the majority come to UW Oshkosh having completed their general education coursework and, frequently, the entry level requirements for their declared major. To complete their degree they need to take the required courses in their major, in sequence. As a result of budget reductions over the past several years, upper-level seats have declined. The Growth Agenda infusion of dollars has enabled the colleges to increase the number of seats in high-demand majors, as well as in “bottle neck” courses.
• Several popular majors for transfer students, such as nursing, have caps on admission into the major that also make it more difficult to enroll transfer students.
• Increased competition from other UW institutions. Just as the case with new freshmen, several campuses have raised their transfer student targets for the past and current recruitment cycle.
• Additional agreements and partnerships with technical and UW Colleges will need to continue to be developed and fostered.
• The impact of UW colleges potential granting of baccalaureate degrees on UW Oshkosh enrollment is uncertain and should be considered.

Graduate Students

The 2010 enrollment model projects an annual graduate student target of 1,500 (generating 550 FTE). While graduate enrollment had declined since 2000, in fall 2007, we exceed that target with 1,607 graduate students (617 FTE); however, we anticipate a slight increase in graduate students for 2009. Work is underway to develop a comprehensive enrollment plan for graduate programs, specifically, and graduate studies in general and a shift in graduate program offerings and size.  Two popular graduate programs, Industrial Organization and the Global MBA, have been put on hold.

A key planning assumption is that UW Oshkosh, along with other UW institutions, will continue to lose market share to private and proprietary four-year colleges and universities. Planning and policy issues for graduate enrollment stem immediately from budget reductions and  systematically from lack of comprehensive recruitment, enrollment and retention plans specific to graduate students. A reduction in the number of graduate assistantships and limited resources for marketing or promoting graduate programs could affect achieving the annual graduate enrollment targets.

A task force charged with reviewing and evaluating all aspects of Graduate Studies has completed its work, which includes recommendations for program development and enhancement and an enrollment plan.

Nontraditional Students (Undergraduate and Graduate)

The enrollment model does not establish targets per se for adult nontraditional students (defined as students 25 years or older). Enrollments in UW Oshkosh nontraditional degree and certificate programs have grown rapidly. Since fall  2000, the number of nontraditional undergraduate students increased 20 percent.  Presently, nontraditional students make up 15.1 percent of the total undergraduate enrollment (1,677).

A key planning assumption is that demand for higher education among the workforce will continue to grow. In addition, development and delivery of high-demand programs will increasingly need to be self-supportive. Policy and planning issues include campus support for and acceptance of collaborative and degree-completion programs and campus support for conversion of programs to online and nontraditional delivery formats.

UW Oshkosh has chosen a “growth” approach to adult nontraditional students. There are opportunities for growth, but the University must make a conscious decision that these are a priority if they are to result in the enrollment of additional students. The statewide climate is reflected by, and will be perpetuated by, the COBE initiatives including degree completion options, the Graduation Project, seamless transitions from two to four-year institutions, applied studies and degree options in high-interest areas. All of these focus attention on transfer and working adult students.

Students of Color

From fall 2000 to fall 2009 enrolled students of color increased by 149 percent (from 414 to 1,034). The EMT recommended a 30-percent increase in the enrollment of students of color by fall 2010 (from 650 to 845). It appears that the campus will meet and pass that target, and EMT will need to review and reset this target.  UW Oshkosh’s Plan 2008 called for increased enrollment and retention of students of color. The recommended increase is consistent with University and Board of Regents policies. With the completion of Plan 2008, new approaches associated with Inclusive Excellence related to recruitment of  students of color  will need to be developed and implemented.

Key planning assumptions are that the Undergraduate Admissions Office retains its four full-time multicultural student recruiters, and that base funding is maintained for Plan 2008 recruiting activities and events. Also, the Milwaukee satellite initiative will continue. The investment the University has made in this area has contributed to the growth in total students of color, and must be maintained if the additional growth is to be met., sustaining as much of the current freshmen scholarship program as possible is vital to recruiting and enrolling students of color.

The focus of this plan has been the recruitment of students of color; however, future planning will pay more attention to the retention of our students of color.  Data from the Equity Score Card and the Climate Study will be analyzed and discussed.  Recommendations and action steps will be developed.  Work by all aspects of the University needs to shrink the academic achievement gap, not only for students of color but also for all students.

International Students

This past year, there were 83 international students (undergraduate and graduate) at UW Oshkosh, which is an increase of 75 over last year. The University will pursue either a “steady state” or “sight growth” approach to recruiting and enrolling international students. Increased recruiting efforts abroad as well as easing of SEVIS restrictions could provide a slight increase in international students who are both academically talented and able to afford to pay out-of-state tuition; however, the global market for international students has become very competitive.

The Office of International Education has identified specific steps that could be taken if growing the international student population is a University priority. A revenue sharing model has been developed to allow for expanded international recruiting and a tuition waiver leveraging program has provided more flexibility and incentives for international student recruitment. A target needs to be develop.

Non-Resident (Out-of-State) Students

The enrollment model does not establish targets for nonresident students. Typically, 200 to 300 students each year are non-resident (this includes Minnesota Reciprocity students), about 3 percent of the total student population. Like international students, UW Oshkosh may pursue either a “steady state” or “growth” approach to recruiting and enrolling non-resident students.Taking no action will result in continuance of the current small numbers of non-resident students. Since non-resident students pay much higher tuition than Wisconsin residents, UW Oshkosh may want to consider growth in this area for revenue enhancement. The Midwest Higher Education Commission program also will provide opportunities to attract out-of-state students to campus and, thus, increase geographical diversity.

Retention Rate

 From 2000 to 2009, the first-year to second-year retention rate grew from 70.8 to 76.2 percent. While the entire campus contributes to retention, two important developments were primary contributors to this increase: the improved academic profile of the new freshmen cohorts, and expanded academic advising, tutoring and career counseling services through the Oshkosh Student Compact (supported by differential tuition funding).

The EMT recommended that UW Oshkosh strive to achieve an 80-percent retention rate by fall 2010 and will need to adjust that to 2015. Increased retention is key to growth in headcount set by the Growth Agenda.  Several key planning assumptions relate to this goal:

• Differential tuition continues at the current rate with built in “cost of living” increases to maintain present service levels.
• Student support services funding has been reduced over the past two biennia. his will impact retention efforts. Reinvestment in student success and retention programs though growth agenda monies will be needed.

Graduation Rate

 From 2000 to 2009, the six-year graduation rate for new UW Oshkosh freshmen (anywhere in the System) was improved slightly from 53.2 to 56 percent. This is considerably lower than the System average (62.2 percent) It is recommended that UW Oshkosh strive to achieve a 58 percent, six-year graduation rate by 2012.  It should be noted that degrees awarded have increased with1,685 in 2000-2001 to 2,053 conferred in 2009-2010.

A key planning assumption is that the Graduation Project continues as a permanent University initiative beyond the initial pilot and Phase II. Securing additional COBE funding and Growth Agenda dollars would provide continued support for this project.

Improving the six-year graduation rate also depends on the availability of upper-level courses and access to academic programs. Furthermore, General Education and degree requirements that slow or prevent degree progress and completion should be reviewed and addressed.

New Developments for Future Consideration and Planning

 Resource implications and prioritization of these recommendations need to be considered before incorporating the new information and recommendations into this operational plan. With potential funding, targets and enrollment strategies will be modified with emphasis in overall enrollment growth. The impact of Growth Agenda I and potential funding for the new growth agenda, More Graduates for Wisconsin, (MG4W) will also affect targets and enrollment planning. Discussions of how to best serve the increasing veteran student population needs to be continued and considered as a part of the enrollment plan. Assessment practices and tools need to be reviewed, selected and implemented.The impact of the IMC in branding and marketing and its impact on recruitment and retention will need to be studied and assessed.

Goals for Enrollment Management, 2008-2011

1. Review and vet new targets in light of Growth Agenda I and potential More and Better Graduates for Wisconsin Growth Agenda. Review and vet mix of students and look for growth areas and strategies to meet enrollment mix targets.
2.  Develop enhanced and new recruitment strategies and territories to meet enrollment and mix targets.  This includes specialized recruitment efforts, such as high-demand major preview days, first generation preview days, Upper Michigan and Illinois markets/fairs.
3.  Continue to evaluate and discuss data provided by the Equity Score Card, Campus Climate Study and the 2008 and 2011 NSSE to identify and implement strategies and programs that improve student success and retention.
4. Assess present campus retention programs and strategies with the assistance of an independent consultant. Identify existing and new ways to improve student retention.
5. Continued work on putting into place a Graduate Studies Enrollment Plan which will coordinate recruitment efforts and develop targets and potential areas of growth.
6. Continued partnership with IMC to develop and integrate a UW Oshkosh brand and utilize enhanced marketing techniques for recruitment purposes.

Enrollment Management Team

The Enrollment Management Team (EMT) is charged with the responsibility of systematically reviewing and monitoring the progress of student enrollment (undergraduate and graduate) goals that maintain educational excellence by aligning enrollments with resources as they relate to the University’s Governing Ideas  and strategic plans, as well as the University’s Plan 2008.

The EMT shall regularly provide information and recommendations to the Chancellor’s Administrative Staff about enrollment management goals and issues. To this end, the EMT presents below a prioritized list of recommendations. From many meetings, review of enrollment data, discussion of recruitment, marketing and retention strategies and assessments of enrollment and FTE targets in the upcoming biennium.

The EMT also emphasizes that the unique demographics of our prospective and current students (regional comprehensive, first-generation college, adult nontraditional students, post-baccalaureate degree-seekers) necessitate that the recommended action steps need to be tailored for each of these groups to be successful in achieving enrollment, recruitment and retention targets. Further, the EMT would like to underscore that the recently created Integrated Marketing Team (IMT) is a group with which the EMT would like to work collaboratively. The EMT sees the efforts are complementary and each group can help the other in achieving the objectives for which they are responsible.

After much deliberation, the EMT members rated the following six items as most important recommendations:

•  Meet with faculty and Faculty Senate to discuss the review of academic program array
•  Develop marketing strategies to attract nontraditional students
• Increase/enhance website presence and use of technology in recruiting
•  Recruit more nonresident students (domestic and international)
• Engage the campus community in the recruitment process
• Give additional focus to retention and retention initiatives.
  
  

  The EMT also has encouraged additional examination of marketing and branding; research, data and assessment; and retention. During the coming year, the EMT will need to review the Enrollment Plan, targets, and provide updated recommendations to the Chancellor.

Key Planning Assumptions and Outline

Within the overall enrollment figures, the enrollment model includes annual targets for new freshmen, transfer students and graduate students. The plan recommends consistent annual targets for each of these components. However, there are important planning assumptions and policy issues to be considered that may dictate significant modification to these components.

An important key planning assumption is that direct instructional resources are constant and increase over the period 2008-2012, with Growth Agenda resources being invested in high-demand programs. In addition, annual tuition increases can negatively impact annual enrollment even if all other factors are positive; more students may elect to begin their education at a technical college rather than a two-year or four-year UW institution. Competition from other campuses that provide hybrid and online options has increased and the University will need to continue to develop them to meet the changing needs of Wisconsin residents and prospective students.

Concerns around affordability exist for our students and their parents. As financial aid grants dwindle and more students move to loans, the concern about debt and finances increase. With the downturn of the market and less private giving, scholarship dollars have decreased at a time more students have financial need. Work will need to be done to increase scholarship dollars and availability; find additional work/income opportunities, such as STEP; emergency loans and financial counseling; and continued advocacy for federal and state financial aid programs.

Two of the other key operational plans directly speak to ways to expand UW Oshkosh as a campus of choice in the state of Wisconsin. First, the Academic Program and Student Outcomes Assessment Plan will describe the University’s current academic program array and what that program array will look like in five years. Second, the Advancement and Relationship Development Plan calls for “reaching consensus on a central defining core message” for the University “that will be used when describing or promoting the university for all audiences.” This defining core message and branding is central to marketing the University and its programs to students, parents, alumni and the broader citizenry. Failure to achieve changes in the academic program array and failure to identify and use a “central defining core message” in all marketing efforts will limit the University’s ability to achieve future enrollment goals described in this plan.

Future Growth Agenda and Enrollment Planning

The plan will need to be modified as we actualize our More Graduates for Wisconsin (MG4W) Growth Agenda. The assumption is that UW Oshkosh will grow through increased recruitment and retention efforts, which will include non-traditional students, students of color, transfers and other underrepresented student groups such as Veterans, first-generation and LGBTQ students, and close the achievement gap. The extent of implementation will depend upon financial and budgetary considerations and, potentially, additional dollars to support these initiatives. MG4W will be the template for an updated and new key operational plan for next year.

More Graduates for Wisconsin consists of the following plan:

The strategies below are ongoing approaches that will enable UW Oshkosh to reach its goals for the More Graduates for Wisconsin plan. The primary foci are on retention and closing the achievement gap for students of color and socio-economically disadvantaged students for all phases of this plan (2015, 2020 and 2025). Though many of these programs are either in place or being developed, it will take time and additional resources to move them to full implementation and to judge their effectiveness in terms of generating more degrees. A period of early recruitment and enrollment growth through new students will be needed to “prime” this plan (2015). .

The following are the strategies specific for UW Oshkosh

•    Core Services and Programs for Undergraduates (Retention)

UW Oshkosh will continue to focus on its undergraduate retention rates in accordance with the UW Oshkosh Student Compact.The compact focuses on assessment, academic advising, career development, counseling, and academic support resources, such as supplemental instruction and tutoring. The First Year Experience program will focus on an expansion of orientation, the living learning communities, and the current two-credit FYE course. These programs are being modified to assist with the transition of transfer students, veterans, students of color, and non-traditional students. Assessment of all new students through MAPWORKS will allow for improved identification of new students that are at risk and to better mobilize resources to those students. An expanded Early Warning program to identify students who do not demonstrate academic progress and/or may not be attending classes has been piloted and will include all new students. Those students identified as high-risk will be contacted by faculty and advisers to address issues that are interfering with student success. Students also will be referred to academic resources, such as tutoring, supplemental instruction and the Academic Check-up. The campus is looking to develop a sophomore year experience that will ensure continuity in the personal and academic development of students.

Academic components are not the only factors in retention. Many students who stop out do so for financial reasons. A student financial emergency response team has been put into place to address those issues associated with extenuating financial conditions. The Student Titan Employment Program (STEP) provides an infusion of student employment dollars. The program couples high-impact learning opportunities and employment to allow a student to earn the equivalent of one semester of tuition. Internships and off-campus employment also are being developed to assist students in earning valuable experience and the money they need to help to pay for their educations.

Services and programs that address issues of campus safety and climate are being brought together in a comprehensive, directed and intentional campaign, called U Matter.The initiative will address issues of safety, mental and physical health, sexual assault and bias incidents through training, electronic safety and AODA. The campaign’s outcomes include a safer and more secure environment, an increased sense of community and sense of responsibility.  

•    Core Programs for Faculty and Staff

The Center of Teaching and Learning will be conducting workshops and sessions to assist faculty members in understanding the developmental needs of first-year students and specialized populations. It also will be partnering with other areas to help the faculty incorporate Inclusive Excellence (IE) into the curriculum and in the classroom. Work will continue to implement best practices and address obstacles identified in the Equity Scorecard, the Climate Study and NSSE.

•    Graduation Project

The Graduation Project identifies students who left the University in good academic standing and who were close to completing their bachelors’ degree and encourages them to return to finish their degree. The program focuses primarily on working adults. Specialized advising, academic support and financial counseling are part of the project.

A new aspect of the Graduation Project includes identifying those students who were in good standing and have met or are close to meeting the requirements to earn an associate degree. The granting of these associate degrees will serve as an incentive for students to continue their education and it will also increase their marketability.

•    High Demand Programs

We will increase educational access through enrollment growth in high -demand programs needed for regional and state economic growth.

These will include programs, such as our new Environmental Health Program, an Insurance emphasis, and Digital Media, as well as the expansion of nursing, mathematics and science teacher education, biology/environmental science and the bachelors of applied studies.

Programs are being made more accessible to those in the region through the development of more online and hybrid courses and through outreach and on-site programs to meet the needs of working students and local businesses.

•    Narrow the Focus of the Curriculum and Reduce Time to Degree

Academic programs are being reviewed to reduce the time to degree while ensuring that they prepare our graduates to be successful in their fields of study. The deans and the Provost are scheduling courses in ways that ensure available seats in gateway courses and keep students on pace to graduate on time. Increased offerings during interim and summer sessions also are helping students stay on pace to graduate.

•    Develop or Expand New Recruitment Opportunities

UW Oshkosh is a campus of choice for transfer students and the campus will continue to build upon this strength. Transfer articulation agreements and programs with the UW Colleges and the Technical Colleges will continue to be developed.

UW Oshkosh also will increase efforts to recruit International students through attending international recruitment fairs, working with agents and exchange programs, as well as developing agreements with international universities. The development of a new ESL program will make UW Oshkosh more attractive to International Students.

The campus will study whether it should recruit more out-of-state students. UW Oshkosh will continue its involvement and partnership in the Midwest Student Exchange and the National Student Exchange.

•    Closing the Achievement Gap

Using the data from NSSE, the Equity Scorecard and the Climate Study, UW Oshkosh is addressing the obstacles to success for its students, especially its students of color. Specialized mentoring and academic success programs are being enhanced and developed to address the needs of students of color.The Titan Advantage Program (TAP) provides students identified as high risk with the advantage of becoming orientated to campus life and resources while get a head start on their academic career. TAP students not only earn general education credit, but also they are provided foundations in mathematics, writing and reading study skills. A retention specialist for Native American students has been added to the number of resources found in the Center for Equity and Diversity. A new position, the assistant vice chancellor for academic support and inclusive excellence, will work with campus constituencies to address issues of climate and incorporate  inclusive excellence into programs and services for those students who are high-risk or disenfranchised. The provost and deans are drilling down into the data of the Equity Scorecard and addressing the obstacles at the college, department and course and levels. UW Oshkosh also is participating in the Transfer Equity Initiative, which will identify data and determine how to close the achievement gap for transfer students of color.