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University of North Georgia 2023

The University of North Georgia, a regional multi-campus institution and premier senior military college, provides a culture of academic excellence in a student-focused environment that includes quality education, service, research and creativity. This is accomplished through broad access to comprehensive academic and co-curricular programs that develop students into leaders for a diverse and global society. The University of North Georgia is a University System of Georgia leadership institution and is The Military College of Georgia.

Table 1: University of North Georgia Fall 2022 Demographics*

*Undergraduates only

Enrolled

Percent of UNG

Enrollment

18,086

100.00%

Full-Time

11,907

65.84%

Part-Time

6,179

34.16%

Male

7,806

43.16%

Female

10,280

56.84%

Adult Learner (age 25+)

1,571

8.69%

First Generation

3,595

19.88%

Low-Income (Pell)

5,148

28.46%

Black

694

3.84%

Hispanic

2,915

16.12%

Asian or Pacific Islander

764

4.22%

Native Hawaiian or Pac. Isla.

15

0.08%

Amer. Indian/Alaska. Native

26

0.14%

Underserved Minorities**

4,583

25.34%

FT Vet

369

2.04%

PT Vet

96

0.53%

** Asian-Americans Excluded

 
       

Enrollment Trends

UNG’s total fall 2023 enrollment as of fall census was 18,086; undergraduate enrollment was 17,254 – an essentially flat enrollment compared to fall 2022, with credit hour production inching up only slightly. This is a positive outcome compared to past post-pandemic declines. Associate degree level enrollment continued to decline but was effectively offset by a comparative increase in bachelor level students.  Bachelor prep (associate) enrollment now represents just 15% of the undergraduate student body, compared to 34% in 2019. Graduate enrollment rebounded to reflect 2021 numbers, and present 2022 enrollment as a blip on the trendline.

The National Student Clearinghouse (NSC) preliminary fall 2023 report indicates overall undergraduate enrollment climbed by 2.1 percent, the first total increase since 2020. USG reported a 5.9% gain in new freshmen enrollment, with dual enrollment rebounding substantially. The stabilization of test optional admissions policy was most helpful in building the inbound freshmen class. Overall, the strength of the economy continues to provide an attractive alternative to the non-college consumption high school graduates as do associate level options offered by TCSG institutions.

Going forward, Georgia’s foray into the Direct Admissions space is an unknown. While the model for 2024 is mostly an “enhanced” inquiry platform, the longer-term vision is to develop Georgia’s own “common application”. This is a timely development as the ability to acquire prospective student contract information becomes more challenging with the changes to privacy rules. The Governor’s use of the bully pulpit to promote post-secondary education as vital to workforce development is helpful in offsetting a growing ambivalence towards college among Gen Z students.

It is likely that college enrollment will be very much a zero-sum game for the remainder of the decade with potential slight gains in 2024-2025, then a more difficult period through the birth dearth of the 2026-2030 period. There is potential for this expected decline to ameliorate if Georgia’s economy continues to attract new residents. However, within USG, enrollment growth is likely to be uneven at best as each sector adjusts to the new realities of the marketplace.

Benchmarks & Goals

As a regional, public institution of higher education, UNG strives to deliver quality educational opportunities to the region it serves. The dual role of providing access (Associates) and selectivity (Bachelors), the institution endeavors to graduate students “on time.” While enrollment continues to fluctuate, UNG performs well compared to both the state university and comprehensive university sectors (see Table 2).

 

Table 2: Institutional Peers (Benchmark, Aspirational, Competitor) *

Institutional Peers (Benchmark)

USG State Universities

UNG

One Year Retention—All Degrees (2021)

66.0%

67.9%

One Year Retention—associate degree (2021)

57.9%

59.1%

One Year Retention—bachelor’s degree (2021)

67.5%

71.1%

Associate 3-Year Graduation Rate (2019)

11.5%

9.0%

Bachelor’s 4-Year Graduation Rate (2018)

27.4%

31.9%

Aspirational Peers

USG Comprehensive Universities

UNG

One Year Retention (bachelor’s only)

71.0%

71.1%

Bachelor’s 4-Year Graduation Rate (2018)

27.6%

31.9%

Competitors

Kennesaw State University

Georgia Gwinnett College

Georgia Southern

UNG

One Year Retention (bachelor’s only—2021)

73.3%

63.2%

71.4%

71.1%

Bachelor’s 4-Year Graduation Rate (2018)

23.8%

5.5%

34.8%

31.9%

*USG Qlik Dashboards: CCG Retention Comparison & CCG Graduation Comparison

15 to Finish and What’s Your 30?

UNG has employed a 15 to Finish strategy since the inception of Complete College Georgia and has consistently performed with ~30% of full-time students enrolled in 15 or more hours. Messaging has evolved to include “What’s your 30?” to convey to students the importance of earning 30 credits in an academic year for timely progression and graduation. The shift in messaging and other programmatic changes appear to be having a positive effect (tables 3 & 4).

Table 3: 15 to Finish (Undergraduate only)

Fall 2019

Fall 2020

Fall 2021

Fall 2022

Students taking 15

2,213

2,113

1,890

2,163

Students taking > 15

2,089

2122

1886

2237

Total # full-time students (12 or more)

13,364

13,082

12,046

11,724

% of full-time students taking 15 or more credits

32.20%

32.10%

31.35%

37.53%

(Source: Banner Script)

Table 4: First Time Freshmen Enrollment by Credit Hours (comparison of Fall cohorts only)

Term

# Fall FTF enrolled in less than 12 hours

# Fall FTF enrolled in 12-14 hours

# Fall FTF enrolled in 15 or more hours

Total Fall FTF enrolled

Fall 2019

321

2,799

1,037

4,157

Fall 2020

347

3,052

921

4,320

Fall 2021

304

2,646

1,093

4,043

Fall 2022

222

2,017

1,635

3,874

(Source: Fall Census Snapshots)

Alternative Credits Earned

UNG has long supported earning credits through alternative methods. While enrollment has leveled off, the number of credits by exam has risen steadily.

Table 5: Credit by Exam

Credit by exam (CLEP, DSST, AP, IB)

2019

2020

2021

2022

2023

Number of distinct students

1,259

1,017

1,075

1,210

1,253

Number of exams

2,383

2,005

2,102

2,522

2,567

Credit hours from exams

3,412

2,669

4,680

5,170

4,950

(Source: Banner Script)

Co-Requisite Success Rates*

Success rates in co-requisite courses has risen slowly and the effects of the pandemic on students is noteworthy. The changing admissions standards has effectively reduced the number of students with co-requisite requirements. Non-consumption of higher education has likely factored into this decline as well.

Table 6: Co-requisite Success

Success rates in co-requisite MATH and ENGL courses (ENGL 0999, MATH 0997, 0998, 0999)

AY 2023 (Fall 2022 - Summer 2023)

AY 2022 (Fall 2021 - Summer 2022)

AY 2021 (Fall 2020 - Summer 2021)

Attempts

Grade A-C

Success

Attempts

Grade A-C

Success

Attempts

Grade A-C

Success

595

337

56.6%

877

457

52.1%

1,117

547

49.0%

                   

(Source: Banner Script)

Dual-Enrolled Students

As part of its access mission, UNG has a robust Dual-Enrolled program. The pandemic impact on dual enrollment appears to be over as enrollment has rebounded, surpassing pre-pandemic levels at UNG. The number of former dual-enrolled students matriculating to UNG continues to decline, likely influenced by the shifting admissions standards.

Table 7: Dual Enrollment

 

UNG Dual Enrolled

2016

2017

2018

2019

2020

2021

2022

2023

 

# students

865

964

1,241

1,418

1,560

1,532

1,341

1,582

 

% of participating Seniors who matriculate to UNG after high school

37%

30%

33%

32%

30%

25%

27%

23%

 
 

(Source: Banner Script)

Table 8: Dual Enrolled Students

 

Term

Headcount of Dual Enrolled Students

Credits Attempted

Credits Earned

% of All UNG Students

Fall 2020

1,560

10,362

10,315

7.90%

Fall 2021

1,525

4,241

4,183

8.03%

Fall 2022

1,335

4,132

4,075

7.40%

Fall 2023

1580

9165

*

*

(Source: UNG Storyboard: add-drop enrollment data)

Online Courses & Adult Learners

UNG continues to expand its online offerings, a key strategy in serving northern Georgia. The Covid bump in 2020 is obvious in Table 9; yet the headcount of students enrolling in online courses remains well above pre-pandemic levels. Similarly, Table 10 shows continued growth in the number of adult learners earning a degree through online courses.

Table 9: Online Courses: Summary

Online courses

Headcount

Course Registration

Fall 2019 (as of Add/Drop)

6,045

9,859

Fall 2020 (as of Add/Drop)

14,107

28,405

Fall 2021 (as of Add/Drop)

9,193

17,545

Fall 2022 (as of Add/Drop)

9,250

18,200

Fall 2023 (as of Add/Drop)

9,897

18,759

(Source: Banner script)

Table 10: Number of degrees conferred to adult-learner students in which at least one course has been fully online

Academic Year

#

%

2019 - 2020

712

80.7%

2020 - 2021

835

95.1%

2021 - 2022

840

96.6%

2022 - 2023

877

97.3%

(Source: Banner script)

Table 11 shows the number of students earning a degree and using online courses to complete their programs. The decline in AY 22-23 is most likely due to the decrease in enrollment post-pandemic. The percentage of students using online, conversely, continues to increase.

Table 11: Number and % of degrees conferred in which at least one course has been fully online

Academic Year

#

%

2019 - 2020

2,721

83.9%

2020 - 2021

3,173

96.4%

2021 - 2022

3,194

97.5%

2022 - 2023

2,989

98.0%

(Source: Banner script)

Success Inventory

Academic Alerts (University of North Georgia-2023)

Strategy/Project Name: 
Academic Alerts
Momentum Area: 
Purpose
Mindset
Data & Communications
Strategy/Project Description: 

Academic alert allows instructors teaching all course modalities to submit a referral if a student is not academically performing at the level they should be in a course. The program is designed to proactively intervene with students struggling academically earlier in the semester. The program functions within a trifecta of support programs at UNG to help students, including, Flight Support and Behavioral Intervention.

Activity Status: 
Evaluation/Assessment plan: 

Evaluation Plan and measures:

The Academic Intervention team tracks students served through the alerts program as well as end of term metrics, including academic standing, number of courses withdrawn, term and overall GPAs, and credits earned.

KPIs: No KPIs have been approved internally.

Baseline measure (for each KPI)

  1. Persistence:
    1. Academic Alert students only
      1. Fall 2022-Spring 2023: 55.3% (add/drop data)
      2. Spring 2023-Fall 2023: 49.7% (add/drop data)
  2. Count of Students on Academic Warning
    1. Fall 2021: 923
    2. Spring 2022: 394
  3. Count of Course withdrawals:
    1. Fall 2021: 6,826 (Banner COMM 2000 report data)
    2. Spring 2022: 5,231 (Banner COMM 2000 report data)

Current/most recent data (for each KPI)

  1. Count of Students on Academic Warning:
    1. Fall 2022: 764
    2. Spring 2023: 312
  2. Count of Course withdrawals:
    1. Fall 2022: 6,123 (change from fall 2021: -703)
    2. Spring 2023: 4,708 (change from spring 2022: -523)

Goal or targets (for each KPI): Specific KPIs have not been set. The focus in the last year was launching the program; however, the number of academic alerts has increased each semester through a communication socialization plan in academic affairs

Time period/duration: ONGOING

Progress and Adjustments: 

AY 2022-2023 was the first year for this program. During the academic year faculty and staff submitted 1306 alerts. First-year students made up 41% of the alerts submitted. UNG is attempting to scale and refine the program for more efficient interventions with students and to improve overall outcomes connected to persistence and credits earned by students. The steering group for Academic alerts is also refining the data reporting process to support additional interventions with students.

Plan for the Year Ahead: 
  1. Refine data process and metrics for action/intervention.
  2. Identify opportunities to support students between academic terms.
  3. Refine program assessment process by defining KPIS and refining reporting capability.
Challenges and Support: 

Challenges

Resources continue to limit the extent of interventions possible. Demands on resources from data analysis to student facing offices makes it difficult to support all students reported through the alerts process. The number of students identified exceeds the number of staff available to provide individualized attention and support

Support Needed

Technical assistance could make a substantial difference, especially when it comes to more timely interventions. For instance, ensuring the institution continues to have access to D2L Insights, which provides data on student engagement as well as grades, is critical to the implementation of intervention strategies.

Primary Contact: 
Dr. Eugene VanSickle, Associate Provost for Undergraduate Programs
Dr. Michelle Eaton, Executive Director for Student Retention and Success

Pathway+ (University of North Georgia-2023)

Strategy/Project Name: 
Pathway+
Momentum Area: 
Purpose
Pathways
Data & Communications
Strategy/Project Description: 

Program designed to prepare associate-degree seeking students for transition to a bachelor’s program.

Activity Status: 
Evaluation/Assessment plan: 

KPIs:

  1. Improve retention/program progression.
  2. Increase the number of students transitioning to bachelor’s degrees or completion of associate degree on time.
  3. Develop GPS (Growth mindset, purpose, & belonging) using HiPs.

Baseline measure (for each KPI):

  1. Fall 2023 is the first scaled cohort, so data is not available at time of reporting.
  2. Historical data shows less than 20% of associate degree students successfully transition to a bachelor’s degree program at UNG. The annual average since 2015 is 13.2% of associate students transitioned to a bachelors program by the third year of enrollment.
  3. Fall 2023 is the first scaled cohort, so data is not available at time of reporting.

Current/most recent data (for each KPI)

Fall cohorts:

  • Gainesville campus: 103 students in LC (LC is an indicator of a students choosing to participate in Pathway+; the number of students eligible for the program was 190)
  • Oconee campus: 156 students

Goal or targets (for each KPI): specific targets have not been established for KPIs.

Time period/duration: ongoing

Progress and Adjustments: 

The Oconee campus piloted the program with five academic pathway options in 2022. Starting fall 2023 the program expanded to include the Gainesville campus. Because the program was such a different approach, tagging and monitoring students’ progression had to be developed. As a result, baseline data is limited. Those issues have been resolved along with scaling to other campuses.

Plan for the Year Ahead: 

Pathway+ launched on the Gainesville campus in fall with 103 students enrolled and 14 learning communities created. Assessment plans continue to be refined with coding in Banner developed to track pathway+ students’ progression. Implement a bridging program for English and Math.

Challenges and Support: 

Resources to support students in Pathway+ are challenging given flattening enrollment and formula funding. Services such as academic coaching, tutoring and supplemental instruction are stretched thin as these units support all students in addition to those in Pathway+.

Primary Contact: 
Dr. LaJuan Simpson-Wilkey, Associate Vice President for Academic Affairs & Dean of University College

Signature Experiences (University of North Georgia-2023)

Strategy/Project Name: 
Signature Experiences
Momentum Area: 
Purpose
Pathways
Mindset
Change Management
Strategy/Project Description: 

Integration of High Impact Practices and Career Readiness into the curricula and student experiences that create a “Signature” experience for all students.

Activity Status: 
Evaluation/Assessment plan: 

KPIs:

  1. Embed HiP into Core IMPACTS
  2. Embed HiP into each academic major.
  3. Each student has a minimum of two HiP experiences by graduation.

Baseline measure (for each KPI):

Fall 2022

• 690 courses with HiP attribute coded in fall 2022

• 258 courses at the 1-2000 level serving 2530 students

• 330 courses at the 3-4000 level serving 2896 students

Current/most recent data (for each KPI)

In AY 2022-2023 (not including summer), UNG offered 1030 courses with embedded HiPs (Capstone, Service Learning, Study Abroad/Away, Internship, Undergraduate Research, work-based learning) with 3565 students enrolled in those courses.

Goal or targets (for each KPI): specific targets have not been set.

Time period/duration: ongoing building capacity and scaling the integration of HiPs into both the core and major for all undergraduate programs.

Progress and Adjustments: 

The integration of HiPs is a critical component of the institution’s strategic planning for Academic Affairs and the creation of a UNG Signature Experience. The institution does not have all the components it needs in place to manage scaling or to fully monitor progress towards ensuring every UNG student has a Signature Experience with at least two HiPs embedded in their academic program.

Plan for the Year Ahead: 

Continue capturing (accurately) courses employing a high-impact practice in Banner; gain final approval of HIP definitions through curriculum approval process; creation and approval of clear definitions for each HiP that faculty can use at the course level.

Challenges and Support: 

Sorting out the coding to accurately capture course level data and measuring progress has taken longer than expected. Resources and professional development needs to support faculty integration of HiPs into multiple levels of the undergraduate program make implementation piecemeal

Primary Contact: 
Dr. Steven Lloyd, Vice Provost

Campus Plans Supplemental Sections

Observations and Next Steps

The three projects identified above have resulted in greater collaboration across divisions and units, promoting more consistent communication and information sharing. Collaborative teams have also been tasked with specific projects to advance each of the activities listed above. This approach has proven purposeful and progressive because work groups are able to accomplish and mark off specific tasks that advance broader institutional goals.

For this academic year, UNG’s student success efforts are being aligned with the university strategic plan as well as the priorities set by the president. To that end, a workgroup is engaged in a student success deep dive examining systems and structures to determine appropriate organizational structures. The task force conducting the student success deep dive is also engaged with Georgia State University’s National Institute for Student Success (NISS).  Additionally, the working group is developing a student success framework that includes shared vocabulary and definitions faculty, staff, and administrators can use to organize student success efforts.

Not all the work has generated the success anticipated given the range of students served by the institution and the existence of multiple systems that do not easily connect with one another. As a result, professional staff have had to adapt existing systems, frequently manipulate reports and data to provide timely information necessary for interventions with students. For example, academic alerts are submitted using one system that requires a case manager to create and assign cases to student-facing staff who can then connect with students. This requires significant manual input to get the alert to the right person before any action can be taken. The data from that system is manually merged with the SIS to determine progression and success rates for students served through the alerts system. As a result, fully assessing the effectiveness of the program is challenging. The other obvious limitation is that the demand on services exceeds existing capacity. Four academic coaches are insufficient to serve the 1300 students reported through academic alerts, for example.