Initial Project Plan

Wichita State University (WSU) engaged AACRAO Consulting to provide assistance with Strategic Enrollment Management (SEM) plan in an effort to position the University for long-term enrollment success. The consultation focused on enhancing SEM strategies, practices, and structures in order to meet WSU's enrollment goals while remaining aligned with the University's mission. The consultant worked with WSU project staff to create the framework for a comprehensive Strategic Enrollment Management, while working to promote campus buy-in of SEM planning activities. The consultation included a combination of both on-site and remote consulting work.

The consultation required the University to make decisions and create goals, strategies and tactics that match our mission, vision, strengths and challenges. AACRAO facilitated the process and provided expert opinions and assistance.

 

SEM Goals  SEM Program Resources (Login required)

Enrollment Snapshot

The following provides additional information about the students we recruit and retain at WSU, and our goals moving forward:

2018-19 Admissions Office Recruitment
  • Over 1.5 million emails sent
  • 362,000 pieces of mail
  • 31,700 prospective students in the database
  • 391 college fairs
  • 621 high school visits
  • 325 cities visited 102,000+ miles traveled
  • 1,200 campus tours
Demographics - FTIC Enrolled at Fall 20th day

 This chart shows FTIC students enrolled in fall on 20th day. The First Generation student percentage grows from about 32% in 2007 to 42% in 2018.The under represented minorities rate grows from 13% in 2007 to 21.4 % in 2018. The low income rate grows from 10% in 2007 to 14.5% in 2018.

 

*Underrepresented minorities include American Indian/Alaskan Native, Black non-Hispanic, Hawaiian and Hispanic; low income are families whose total family income is 125% or less of poverty controlling for family size; 

Demographics

For new degree-seeking students for 2018

  Transfers Returning Adults

Age in years (median)

20

30

% female

57%

66%

Underrep minorities

24%

20%

First Generation

50%

74%

Low Income

19%

33%

Underserved

62%

84%

Military related

6%

14%

 

Retention Rates at Peer Institutions
WSU

72%

Wright State University

66%

New Mexico State

72%

University of North Dakota

80%

University of Nevada (Reno)

82%

University of Massachusetts (Lowell)

85%

 

Why Do Students Leave?
  • Low academic performance
  • Personal / Family challenges
  • Financial challenges
  • Where do they go?
    • Only 30% transfer to another institution

 

6 yr Graduation Rates at Peer Institutions

WSU

46.6%

Wright State University

35.4%

New Mexico State

44.6%

University of Nevada (Reno)

54.4%

University of North Dakota

55.3%

University of Massachusetts (Lowell)

56%

Earned hours at graduation (AY 2018) (median)

  • FTIC 131 cr hours
  • TR 137 cr hours
  • RA 147 cr hours

 

Overarching Goals

1st to 2nd year retention goal : 72% > 80% by 2020

6 year graduation rate goal:   47% > 50% by 2020

Enrollment goal:   18,150 by 2020

 

Year 2 Enrollment Update

Goal 1

Develop activities that foster a culture of enrollment growth among faculty, staff and students

  • Completed or ongoing
    • UNISCOPE
    • Faculty recruitment/retention fellows
    • Faculty tool box/Weekly retention tips
  • AY 2017-18
    • PROUD service standards
  • Chairs’ [and Everyone’s] Toolkit for Recruitment and Retention
Goal 2 - Increase enrollment of degree seeking underserved students

Increase enrollment of degree seeking underserved* student populations (UG/GR) by 8.5% yearly through fall 2020

  • Completed or ongoing
    • Created renewable need-based aid for incoming new students
    • Modified KBOR performance agreement retention scholarship
    • Created micro-grants for students who have exhausted federal aid
  • AY 2017-18
    • Create book fund for students who have exhausted federal aid
    • Increase collaboration with TRIO programs to better serve these student populations
    • Continued focus on the Shock the World campaign to grow the number of need-based scholarships.
  • Creation of a First Generation Coordinating Council (new Fall 2018)
  • Development of a peer mentoring program in the Office of Diversity and Inclusion (new Fall 2018)

Combined bar and line chart which shows the growth of Underserved students (5,759 in 2008 to 7,182 in 2018) and FTIC underserved (530 in 2008 to 840 in 2018)

Goal 3

Increase retention rates of degree seeking underserved student populations by 2.5% yearly through fall 2020

  • Completed or ongoing
    • Developed a centralized freshmen advising center in the OneStop
    • Developed a proactive advising/scheduling system
    • Continued implementation of the Graduation Partnership
  • AY 2017-18
    • Robust advising marketing
    • Enhanced retention efforts in Student Affairs – CARE team
    • Four year Student Education Plans (SEPs) developed
    • Promotion of “Think 30”  for 4 year graduation
    • Reregistration campaigns each semester
    • Increased use of At risk reports 

Graph showing the retention rates for FTIC students and underserved students from 2007 through 2017. The FTIC students show positive frown from 70.1% in 2007 to 72.8% in 2017, while the Underserved FTIC students start at 70.0% in 2007, then drop into a trough that gets as low as 66.3% in 2012 before rising back up to 70.1% in 2017.

 Goal 4
 

Increase enrollment along the I-35 corridor by 18% yearly through fall 2020

  • Completed or ongoing
    • Added regional recruiters in Oklahoma, Texas, and Kansas City, MO
    • Fully implemented in-state tuition in Tulsa, OKC, DFW, and KCMO metro areas and 150% of in-state tuition for all other areas in OK and TX
  • AY 2017-18
    • Shift university marketing focus to digital marketing channels along the I-35 corridor in STEM fields
  • New “Shocker Cities” – Fall 2018 approval from KBOR to extend in state tuition to the metro areas in Austin, San Antonio, Houston, St. Louis, and Denver (In effect for Fall 2019).

Graph showing increased enrollment along the I-35 corridor. Enrollement rates are fairly static and steady from 2008 through 2014, then start to grow, reaching the current high of 802 in 2018.

 Goal 5
 

Increase non-degree seeking for credit enrollment by 14% yearly through fall 2020

  • Completed or ongoing
    • Increased concurrent enrollment offerings
    • Utilized market-based tuition for non-degree offerings based on industry/community needs:
      • Transition them from badges to degree bound students
  • AY 2017-18
    • Stackable credentials (may be more than microcredentials)
  • New Student Success badges created for high school students (Fall 2018)

Graph showing growth in non-degree seeking for credit enrollment from 2008 through 2018.  The overal numbers start at 1009, drop to 579 in 2013, then rise sharply to 1,858 in 2018.  That growth is largely due to major growth in the other non-degree group, which includes education recertification, open admission, and post-BA Undergraduates who continue to enroll but are not in a degree program.

 Goal 6
 

Identify new and emerging academic programming beginning in fall 2016 that leads to enrollment growth

  • BA elementary education ECU teacher apprentice program (TAP) (started summer 2017)
  • BAA in Media Arts (started fall 2017)
  • BS Engineering Technology – cybersecurity (started fall 2017)
  • BS Homeland Security (started spring 2018) 
  • MS is Global Supply Chain Management (started spring 2018) 
  • MHA – Health Administration (started fall 2018) 
  • Alternative credentials:
    • Certificates – 52 total (Graduate and undergraduate)
    • Badges 76 total badges, with 27 added in 2017-18.
  • Interdisciplinary Program competition: 21 submissions (Fall 2018)

A pair of graphs which show growth in the Applied Studies, Teacher Apprenticeschip program and the Fine Arts, Media Arts program.  TAP growns from 36 new and 53 returning in 2017 to 105 new and 257 returning in 2018.  Media Arts grows from 21 new and 26 returning in 2017 to 90 new and 88 returning in 2018.

Goal 7

Increase enrollment of new fall students in online programs by 110% by fall 2020

  • Completed or ongoing
    • 23 programs (12 undergraduate, 11 graduate), 9 certificates
    • Increase marketing to a national audience – increased engagement via Blackboard Marketing and Enrollment Services
    • Hire full-time recruiter – Noelle Wilson, Online Enrollment Specialist
    • Market analysis to identify new programs – part of every new program launch and exploration
  • AY 2018-19
    • Create service catalog for onboarding programs
    • New programs and certificates
      • MHA (Health Administration)
      • MSN (Nursing Education)
      • MA Arts Leadership and Management
      • MEd - SPED-High Incident Alternative Certification
      • MHRM (Human Resource Management)
      • Health Administration Certificate
      • Aging Studies Certificate

Graph which shows the growth of enrollment of new fall students in online programs, from 656 in 2016 to 1,339 in 2018. The chart also shows the line which represents the 5-year goal for this grown which was 333 for 2018.

Goal 8

Increase enrollment of new fall transfer students by 11% by fall 2020

  • AY 2017-18
    • Develop recruitment goals for local/I-35 corridor CCs
    • Increase marketing to transfer students
    • Launch a transfer portal for prospective students so they can easily determine which courses will count toward a WSU degree
  • Continuing to develop more articulation agreements (2+2s) that make it easier for students to transition from community colleges
  • Promoting Shocker Pathway with WSU Tech
  • Promote opportunity for Dual Advising

Ggraph showing Transfer enrollments from 2015 through 2018.  The pattern is for shrinking enrollment from 1,217 in 2015 to 1,191 in 2017, then a large spike of 1,269 in 2018.

Establishing goals for 2019

Working with each college to establish goals for new fall students.

Image of an excel table which shows actual numbers and goals for each college. The goals set call foran overall increase of 1,183 students per year for the next two years, to reach a total of 18,150 students in 2020.  Business is asked to increase by 151 each year to a total of 2,837 in 2020.  Education is asked to increase 66/year to a total of 2,308 in 2020.  Engineering is asked to increase by 256 per year to a total of 3,527 in 2020.  Fine Arts is asked to increase by 12 to hit a total of 920. Health Professions ias asked to increase by 24 each year to a total of 2,730 in 2020.  LAS is asked to incrase 672 each year to a total of 5,783.

Summary

Goal 1 - SEM Culture – on track

Goal 2 – Increase recruitment – trending upward

Goal 3 – Increase retention – trending upward

Goal 4 – I-35 – goal surpassed

Goal 5 – Non-degree – goal surpassed

Goal 6 – New programs – on track

Goal 7 – Online – goal surpassed

Goal 8 – Transfers – on track