WSU's Strategic Enrollment Management program is a university-wide commitment to improving student experience, retention, and access through outreach, collaboration, and innovative system and process design.
SEM 2025 Goals
Communicate the importance of both recruitment and retention for enrollment and the diversity of roles that contribute to SEM growth.
Engage in strategic management of academic programs to prioritize those with the most growth potential.
Promote greater campus connections with alumni and community supporters who can become ambassadors for the university with pride in and knowledge of the
latest campus developments.
Encourage and recognize students’ contributions to enrollment management through creating places to belong and sharing their personal experiences and wisdom.
Develop and offer opportunities to develop faculty and staff skills/competencies around issues relating to first generation students and other under-represented populations.
Regularly assess our current recruitment practices in order to leverage our most impactful efforts and promote continuous improvement for each initiative.
Promote, empower and measure coordinated marketing efforts/campaigns across the campus and work with leaders to create appropriate expectations for each office
Grow the diversity of our student body through recruitment efforts.
Strategically identify and target new and/or most promising markets for increased recruitment efforts.
Provide and support high impact opportunities for middle/high school students in the community and beyond
Promote graduate school education and success for current undergraduate students with a good fit for our WSU programs.
Provide regular, actionable directives from executive leadership regarding WSU’s mission to see all our students succeed.
Prioritize outreach to students needing higher levels of service and support.
Promote faculty dialogue and engagement around best practices for student success.
Reduce/eliminate equity gaps for underserved students in first to second year persistence rates.
Support ongoing professional development opportunities for both GTA’s and staff related to student retention.
Promote use of different parts of term to meet student needs for flexibility.
Establish a consistent welcoming environment across the university that promotes a sense of community.
Promote student employment opportunities to reduce need for students to take on debt.
Foster a culture of wellness and belonging across the University that contributes to optimal academic performance
Coordinate, support and elevate current service delivery and activities focused on the first-generation student population.
Create Summer bridge programs for students with identified needs to transition smoothly into the college setting (Ex: math prep, chem prep, general college prep).
Develop a branded and coordinated business-to-business (B2B) marketing strategy to promote non-degree, for credit academic programs to business and industry.
Communicate the value and impact of non-degree credit programs to faculty and and staff in order to increase support and buy-in for further development of these programs.
Develop and expand partnerships with business and industry to identify skills and competencies needed in the workforce in order to design new badge content.
Promote Lifelong Learning opportunities in the community.
Market undergraduate and graduate certificate programs to non-degree bound students.
Expand concurrent course instruction in local high schools.
Expand high school guest enrollment based on Haysville model.
Create CEU (continuing education) credits for K-12 teachers