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Three campuses present strategic enrollment plans focused on growth, retention and recruiting
Summary
UTC, UT Southern and UTHSC presented strategic enrollment plans prioritizing enrollment growth, retention and better coordination of recruitment and student success resources.
Three campuses presented strategic enrollment plans to the Education, Research and Service Committee as informational items.
UTC (Chattanooga): Chancellor Bruce outlined a strategic enrollment plan centered on a 15,000‑student target by 2030. The campus highlighted student demographics (about 30% first‑generation, 40% Pell eligible), a recent breakthrough to more than 12,000 students and a sharp graduate enrollment increase (new graduate students up about 38.7%). UTC plans to grow transfer and graduate enrollment, expand dual‑enrollment, and set a first‑year retention goal of 80%. Interventions discussed included professional advisors (12‑month positions), scholarship renewal policy changes to avoid abrupt scholarship loss, early‑alert tools, supplemental instruction targeted at high‑DFW courses, and strengthened articulation with community college partners.
UT Southern: Chancellor Arnold summarized the post‑merger progress since Martin Methodist joined the UT System in 2021. The campus reported 8.2% growth and said it intends to reach 1,250 students next fall and an aspirational 1,520 by 2030. Arnold described six priorities (retention and graduation; aligning programs with industry demand; partnerships with community colleges, TCATs and industry; data accuracy/governance; and aligning enrollment growth with fiscal sustainability). UT Southern highlighted investments in paid digital marketing and a NOVA entrepreneurial center supported by Launch Tennessee and the UT Research Foundation.
UT Health Science Center: Chancellor Buckley and Dr. Cindy Russell presented UTHSC’s first strategic enrollment plan and described a shift from program‑level, siloed recruitment to an enterprise approach. UTHSC leaders said they are implementing Slate CRM, Navigate for student success, and pursuing new clinical partnerships to expand clinical placement capacity (a frequently cited constraint for health programs). Russell noted that UTHSC’s programs have strong post‑graduation indicators — multi‑year undergraduate graduation rates above 85% and professional program first‑time board‑pass rates reported in the mid‑90s to 100% — and that phased facility investments such as the College of Medicine interdisciplinary building will increase future capacity. Huron consulting estimates show modest growth to 3,450 students by fall 2030 under one scenario.
Across the presentations trustees asked for clearer reporting on online enrollments (separating online vs. on‑ground figures), disaggregated student outcomes (first‑generation, Pell receipt), and better linkage to employer placement and salary data. System leadership committed to provide requested datasets and to continue coordination across campuses on online offerings and enrollment strategy.
