Annual Report

2025-2026

LETTER FROM SENIOR LEADERSHIP

Dear Shocker Friends and Colleagues,

Throughout FY26, Student Engagement & Belonging experienced both significant accomplishments and meaningful challenges that fostered growth across the Units. As student needs, institutional priorities, and external environments continued to evolve, our teams demonstrated resilience, creativity, and a steadfast commitment to student success.

One of the most consistent themes across our departments was the challenge of sustaining and expanding student engagement. Whether through fraternity and sorority life retention efforts, leadership development programs, civic engagement initiatives, service opportunities, or student organization support, we recognized that students are balancing increasingly complex demands on their time and attention. At the same time, high participation and recurring waitlists for many programs demonstrated a strong desire among students to connect, lead, serve, and engage meaningfully with the university community.

The year also presented challenges related to evolving state legislation, compliance requirements, organizational restructuring, staff transitions, and changing advising models. These circumstances required flexibility, thoughtful planning, and strong collaboration across campus. Student leaders, advisors, and professional staff worked together to navigate these changes while maintaining high-quality programs, services, and support systems for students.

Several important lessons emerged from these experiences. First, student success is a shared responsibility that requires coordinated efforts across departments, organizations, advisors, and campus partners. Second, leadership development must remain embedded throughout the student experience, ensuring students have opportunities to learn, grow, and apply their skills in meaningful ways. Third, collaboration consistently proved to be one of our greatest strengths, allowing us to expand resources, increase impact, and better meet student needs. Finally, adaptability remains essential as we continue to respond to changing student expectations and institutional priorities.

The challenges of this year reinforced an important truth: when students, staff, faculty, and community partners work together, we can create transformative experiences that prepare students not only for graduation, but for lives of leadership, service, and impact.

With Immense Shocker Pride,

Gabriel Fonseca Ed.D.

Executive Director, Student Engagement & Belonging

Tia Hill

Director, Student Activities & Engagement

Kennedy Rogers

Director, Strengths, Leadership & Student Impact

WHAT IS IN OUR ANNUAL REPORT?

The 2025-2026 Annual Report serves as a high-level summary of the programs, services, and outcomes from the past academic year within Student Engagement & Belonging. It is designed to provide stakeholders, including students, staff, faculty, university leadership, and community partners, with a snapshot of our collective impact, strategic priorities, and areas of growth.

• Letter from Our Senior Leadership: This letter offers a personal reflection from the Senior Leadership within the Office. It highlights key accomplishments from the past year, acknowledges the contributions of students and staff, and sets the tone for the Department’s vision moving forward.
• Department Overview and Meet the Staff: At Wichita State University, Student Engagement & Belonging cultivates an environment where every student can feel connected, celebrated, and empowered. Here you will gain an understanding of the department and the staff who work here.
• Section Summaries: Each core unit of Student Engagement & Belonging is presented with a brief explanation of its purpose, the functional areas and key accomplishments, and measurable impact.
• Data Highlights: Throughout the report, we include visual data points and participation metrics. These numbers represent student involvement, program growth, and trends that help shape future planning. Use these insights to understand the scale and scope of our work.
• Narrative Highlights: Alongside data, we share stories, quotes, and examples that reflect the student experience and the meaningful outcomes created by our work. These snapshots provide qualitative context that bring the numbers to life.
• Strategic Connections: Where applicable, we note alignment with institutional goals, student success outcomes, and Student Affairs priorities. This shows how our work contributes to broader university efforts.
• Commitment to the Future: We outline focus areas and strategic intentions for the upcoming year. Use this section to understand where we’re heading and how we plan to evolve and respond to emerging needs.
• Appendices: At the end of the report, you will find our entire event calendar for the year and department policies that are reviewed annually by the Leadership Team. You will also find a copy of the Organizational Chart for the Department.

STUDENT ENGAGEMENT & BELONGING OVERVIEW

Student Engagement & Belonging is a major department within the Division of Student Affairs dedicated to fostering meaningful connections, creating transformative experiences, and cultivating a strong sense of belonging at Wichita State University. Established in 2023 and through student organizations, campus traditions, and large-scale events, we empower students to get involved and take ownership of their Shocker experience. We celebrate our vibrant community by supporting programs that reflect the various voices and lived experiences of our student body. We are proud to champion personal and professional growth through leadership development and initiatives that encourage students to create positive change on campus and beyond.

Whether through student-led initiatives, cross-campus collaborations, or community partnerships, our team is committed to designing welcoming, high-impact experiences, programs and services that enhance the student journey, promote well-being, advance student belonging and support student success from admissions to graduation to alumni engagement.

The Core Units represent the foundational functions and focus areas that guide the work of Student Engagement & Belonging at Wichita State University. Each Core Unit encompasses key functional areas of our mission to foster a vibrant, welcoming, and student-centered campus experience. These Units ensure we provide comprehensive support, opportunities, and engagement for all students. Our Core Areas include:

• The Central Office, which serves as the operations areas that enable our programs, services, and initiatives to thrive. These functions include administrative coordination, fiscal management, marketing and communication, and staff development
• Student Activities & Engagement is made up of Fraternity & Sorority Life, Campus Activities, Civic Engagement, Campus Traditions, the Community Service Board and the Student Activities Council.
• Student Experiences and Impact is made up of the Shocker Strengths program, Leadership Programs, data-informed assessment, strategic planning, academic and retention programs and
• Student Governance & Advocacy is made up of the National Student Exchange program, Shocker Experience Program, support of over 275+ Recognized Student Organizations. This Unit also administratively houses the Student Government Association and its programs such as the Kiah Duggins Shocker Support Locker.

Vision and Values of Student Engagement & Belonging

Reviewed annually at the Fall Staff Retreat, the Vision and Values of Student Engagement & Belonging serve as the guiding framework for our work. They inform our priorities, shape our culture, and ensure that every program, service, and interaction is aligned with our commitment to student success and community impact.

This intentional review allows the team to reflect on progress, celebrate achievements, and refine our direction in response to the evolving needs of our campus community.

OUR VISION

Through intentional growth, unique experiences, and a welcoming environment, Student Engagement & Belonging cultivates a vibrant campus community that inspires world-ready leaders.

OUR VALUES

1. Community: We build authentic connections that foster a sense of belonging and collective responsibility across diverse groups on campus.
2. Exploration: We encourage curiosity and the courage to try new experiences, empowering students to discover their passions and expand their perspectives.
3. Scholarship: We support academic achievement and lifelong learning as essential elements of personal growth and leadership development.
4. Service: We commit to meaningful contributions to our campus and broader communities, fostering a spirit of civic engagement and social responsibility.

Meet The Student Engagement & Belonging Staff

Student Engagement & Belonging staff act as resources to Wichita State University. The staff is dedicated to creating environments for students to learn and grow. The student employees and graduate assistants of Student Engagement & Belonging provide significant support to the daily activities of the department.

STUDENT BELONGING & EXPERIENCES

Student Belonging and Experiences is focused on cultivating spaces, programs, and opportunities where students feel valued, respected, and empowered to participate fully in campus life. Whether through cultural celebrations, peer-led initiatives, or community-building efforts, the work in this area is grounded in the belief that students who feel a strong sense of belonging are more likely to persist, lead, and succeed. As we look back on the year, we are proud of the ways our students have shaped and strengthened the campus experience, for themselves and for one another.

Academic and Retention Programs

Overview of the Area

The Academic & Retention team supports scholars throughout their academic journey by connecting students to academic resources, mentoring, support systems, and opportunities that promote persistence and student success. The team empowers scholarship recipients such as Adelante, Passage 2 Success, and KHEDF to achieve their educational goals while advancing access, retention, and academic excellence. Additionally, FY26 priorities focused on first-year and transfer support, student persistence, retention initiatives, resource access, and building meaningful connections that foster belonging by cultivating community, encouraging exploration of academic and personal pathways, supporting scholarship through coaching and interventions, and demonstrating service through advocacy and barrier reduction for all students.

Program Highlights

PASS (Promoting Academic Student Success) served as the flagship retention initiative, hosting 12 workshops and social events throughout the year supporting participant academic performance, self-efficacy, and sense of connection to the university. The paired mentorship model strengthened belonging and helped first-year students build meaningful peer connections. A total of 36 students completed the program through mentorship engagement, participation in workshops, and service-hour requirements.

Additional highlights included two All Scholars Socials that connected scholarship recipients over lunch and community-building activities, and the Academic Excellence Ceremony, which recognized students connected to Student Engagement & Belonging who achieved a 3.5 GPA or higher. These programs provided students with support networks, academic encouragement, and recognition for achievement.

New Initiatives / Programs

FY26 introduced Cram Café, a biweekly study and success initiative designed to provide an accessible, welcoming space for students to focus on academics. The program regularly exceeded 100 student check-ins per session and offered coffee, pastries, energy drinks, and supportive study space. Cram Café was developed to address the need for flexible academic engagement opportunities that support both scholarship requirements and general student success. Intended outcomes included supporting academic achievement, encouraging engagement with Student Engagement & Belonging, promoting healthy study habits, and increasing student wellbeing and retention. Early results demonstrated strong student demand and positive engagement, leading to plans for program continuation and expansion in FY27.

By the #’s

• 36 students completed PASS program requirements
• 12 PASS workshops and social events conducted
• 2 All Scholars Socials hosted
• 83 students recognized across both Fall and Spring Academic Excellence Ceremonies
• 100+ student check-ins consistently recorded at Cram Café sessions
• 14 PASS Mentors supported first-year student success and belonging initiatives

Challenges & Lessons Learned

Student engagement continues to be a challenge that many functional areas face. Our student populations are navigating conflicting interests such as working more hours outside of classes, continuous engagement, and other priorities. Specifically, attendance in the PASS program gradually decreased throughout the spring semester. The program adapted to accommodate lower numbers and PASS programming continued for the students who were willing to put in the effort to attend. Each student that completed the requirements were awarded their certificate of completion. To try and mitigate the gradual decline in PASS participation, goals have been developed for the next year. The first goal is to increase the number of registered students to 100 at the beginning of the year following Passage 2 Success. The second goal is to implement PASS+, an extension of the program to serve second year students in their transition. Lastly, more engagement for Passage scholars will help retain students in PASS.

Student Experiences

Overview of the Area

Student Experiences fosters a sense of belonging and inclusion by creating spaces and opportunities where all students feel valued, supported, and empowered to thrive. Through intentional programs and initiatives, the area promotes meaningful connections, celebrates all students, and strives to increase access to engagement growth opportunities. Throughout FY26, the area prioritized community building, cultural celebration, student leadership development, and belonging. Programs were intentionally designed to create opportunities for students to learn about themselves and others while strengthening connections within the campus community.

Program Highlights

FY26 featured several signature programs that strengthened belonging and cultural engagement across campus. Belonging Bash served as the area’s flagship welcome event, providing students with opportunities to connect with campus resources, student organizations, and cultural communities. Shocker Fiesta launched Hispanic Heritage Month with music, cultural performances, food, and community celebration. The Mid-Autumn Festival, Moonlight Market, TLC New Year, and Lunar New Year Celebration expanded APIDA engagement opportunities throughout the academic year. Additional programs including Living Out Loud, National Coming Out Day, Queer Bazaar, Sankofa, Black History Month, Native American Heritage Month, and Women’s History Month initiatives created spaces for dialogue, reflection, celebration, and identity exploration.

New Initiatives / Programs

Several new or expanded initiatives were introduced during FY26 to address identified gaps in student engagement and belonging. The introduction of Belonging Bash and Shocker Fiesta helped establish flagship experiences that created clear starting points for belonging and heritage month programming. Moonlight Market was developed as a signature kickoff event for APIDA Heritage Month, while Mid-Autumn Festival and expanded food-based cultural programming created engagement opportunities outside traditional celebration periods. The area also expanded experiential learning opportunities through the KC Culture Crawl and introduced TLC New Year to broaden representation within larger cultural communities. Below is a descriptive list of highlighted initiatives and programs.

• Belonging Bash - Signature welcome event for the Belonging team; aimed at giving a space for students to get to meet the Belonging team as well as connect with many of our former student agencies/cultural organizations ahead of the semester.
• Shocker Fiesta - Our flagship event to kick-off Hispanic Heritage Month at Wichita State University.
• Mid-Autumn Festival - Signature Fall APIDA program; allowed us to really think about programming outside of April/May and ways we can engage with this population early on.
• Lunar New Year Celebration - Signature event for the office, allows us to again be intentional about the student populations we work with and programming outside of their heritage months.
• Moonlight Market - Our flagship event to kick off APIDA Heritage Month at Wichita State University.
• TLC New Year - New event a part of our series for APIDA heritage month; allowed us to bring in different aspects of this student population and challenge some of the past areas of programming.

Through direct feedback, a lot of the students enjoyed and appreciated the thought, intention, and time behind the events. Many noted the attention to detail to ensure that experiences were authentic and honored the experiences and cultures that many students identified with and learned from. Many mentioned the sheer effort being made to include them and make them feel seen as something that was impactful about their experience.

Awards & Recognition

In its second year, The Lotus of Progress Awards honor individuals who exemplify the values of solidarity, resilience, advocacy, and community engagement inspired by the legacy of APIDA civil rights leaders and changemakers. Presented annually during the APIDA Culture Celebration as part of APIDA Heritage Month, the awards recognize two to three students, one faculty or staff member, and one community member or organization whose leadership and contributions have positively shaped the student experience at Wichita State University and strengthened the broader Wichita community. Symbolized by the lotus flower, the awards celebrate growth, perseverance, and the ability to create meaningful change and belonging even in the face of challenges. Awards are given in the following categories:

• Amanda Nguyen Trailblazer Award (2–3 Students): Named in honor of Amanda Nguyen, this award recognizes two to three current Wichita State students who exemplify leadership, advocacy, and a commitment to creating positive change on campus. Recipients demonstrate initiative through impactful programs, peer mentorship, and efforts that foster belonging, support, and engagement within the university community. Their work reflects a dedication to empowering others and cultivating an environment where all students can thrive.
  • 2026 Recipients:
    • Edna Flores-Cisneros, Senior
    • Jia Wen Wang, Senior
    • Candace Dave, Graduate Student
• Bienvenido Santos Advocacy Award (1 Faculty/Staff Member): In recognition of the legacy of former WSU professor Bienvenido Santos, this award honors one faculty or staff member whose advocacy, mentorship, and service have significantly enhanced the student experience at Wichita State. Through innovative programming, meaningful relationships, or institutional leadership, recipients demonstrate an enduring commitment to student success, empowerment, and creating a welcoming campus environment grounded in belonging and support.
  • 2026 Recipient:
    • Katie Brady-Wark, Director of Student Engagement - College of Engineering
• Yuri Kochiyama Legacy Award (1 Community Member or Organization): Inspired by the life and activism of Yuri Kochiyama, this award celebrates one community member or organization whose contributions have positively impacted Wichita State students and the broader campus community. Recipients are recognized for their commitment to cultural advocacy, mentorship, community engagement, and the provision of resources or opportunities that promote student well-being, success, and meaningful connections beyond the university.
  • 2026 Recipient
    • Spectrum: LGBTQ & Allies, Wichita State University

Student Leadership

Student leadership was a central part of the Student Experiences & Belonging area this year, particularly through the Student Belonging Coalition and the student intern positions housed within the area. These roles allowed students to contribute directly to campus programming, peer engagement, identity-centered initiatives, and community-building efforts. Student leaders included:

• Magali Orosco, Student Belonging Coalition Officer / Executive Board Member
• Asma Syed, Student Belonging Coalition Officer / Executive Board Member
• Amy Nguyen, Student Experiences & Belonging Intern
• Jasmine Nguyen, Student Experiences & Belonging Intern

Through these roles, students supported program planning, event implementation, peer outreach, marketing, collaboration with campus partners, and the development of belonging-centered experiences for the broader campus community.

By the #’s

1. Signature Programs
   1. Belonging Bash: 215 attendees
   2. Shocker Fiesta: 280 attendees
   3. Mid-Autumn Festival: 350 attendees
   4. Lunar New Year: 236 attendees
   5. Moonlight Market: 145 attendees
   6. TLC New Year: 112 attendees
   7. KC Culture Crawl: 43 attendees
2. Cultural Food & Community Programs
   1. Sabor Latino: 70 attendees
   2. Ramen Night: 107 attendees
   3. Sips of Asia: 83 attendees
   4. Bites of Asia: 106 attendees
3. Heritage Month Programs
   1. Black History Month Movie Night: 35 attendees
   2. Black History Month Brunch: 44 attendees
   3. Native American Heritage Month Events: 21, 40, and 30 attendees
   4. Women’s History Month Events: 36 and 20 attendees
4. Student Leadership
   1. Student Belonging Coalition Members: 26
   2. Active Student Leaders: 10–15
   3. Average SBC Program Attendance: 60–100 participants

Challenges & Lessons Learned

Student Experiences navigated several significant challenges throughout the year. One of the most impactful challenges involved adjusting to evolving state legislation, institutional guidance, and broader conversations surrounding identity-centered programming. These changes required the area to be increasingly intentional in how programs were planned, communicated, and implemented while continuing to create meaningful opportunities for students to connect, learn, and feel supported. The year also included structural changes in advising responsibilities. Adjustments to advising models affected the area's role in supporting and advising designated student agency groups and student organizations in the same manner as in previous years. While the transition created challenges related to continuity and relationship-building, it also encouraged the team to identify new ways to collaborate with student leaders, members, and campus partners and advisors.

Several key lessons emerged throughout the year:

• Flexibility and adaptability are critical when navigating changing institutional and legislative environments.
• Student leaders play an essential role in sustaining programs and ensuring that initiatives remain responsive to student needs.
• Collaboration with campus partners increases both the reach and impact of programming while creating greater access to resources and student populations.
• As attendance continues to grow, identifying and securing event spaces that appropriately accommodate larger audiences is increasingly important.
• Signature programs provide greater visibility and engagement when they serve as clear anchor points for cultural and heritage month celebrations.

As Student Experiences transitions through organizational restructuring, an important priority moving forward will be preserving institutional knowledge, maintaining strong partnerships, and documenting successful program models. Ensuring continuity of high-impact programs and student relationships will help future staff and student leaders continue building meaningful experiences centered on belonging, identity, and community.

STUDENT ACTIVITIES AND ENGAGEMENT

Student Activities and Engagement plays a vital role in creating a vibrant, connected campus life at Wichita State. Through dynamic programs, campus traditions, and support for student organizations, this area fosters a culture of involvement where students can build community, express themselves, and grow as leaders. This year, our office supported hundreds of student-led events, advised registered student organizations, and hosted large-scale programs that brought the campus together in celebration, reflection, and connection. From long-standing traditions like Songfest, Hippodrome, Shocktoberfest to new collaborative efforts across campus, Student Activities and Engagement served as a powerful catalyst for student-led creativity, belonging, and school spirit.

By creating opportunities for students to engage meaningfully with their peers and the broader university community, this area helps strengthen the student experience beyond the classroom, and reinforces our belief that involvement is key to retention, success, and a lasting connection to Wichita State.

Campus Activities

Overview of the Area

Campus activities support the creation of belonging across Wichita State’s diverse student population through staff-led events, Shocktoberfest, Family Weekend, and the oversight of the university programming board: the Student Activities Council (SAC).

Program Highlights

The Campus Activities team and Student Activities Council hosted 71 programs and events over the course of the 2025-2026 academic year. Welcomefest continued serving as Wichita State’s primary transition and welcome initiative for new and returning students by connecting students with resources, involvement opportunities, academic support services, and community-building experiences. NXT LVL Garage Party welcomed more than 1,200 students through activities, food vendors, and entertainment. Shocktoberfest and Family Weekend were strategically combined to create a stronger and more collaborative campus tradition, generating more than 7,300 participants. Shocker Madness welcomed more than 2,500 attendees and featured Grammy Award-winning artist Lupe Fiasco while recognizing student athletes and campus leaders. The Toast continued expanding as a graduation celebration through new partnerships with Academic Affairs and academic colleges. A descriptive list of programs and initiatives is included below:

1. Welcomefest takes place the first four weeks of each semester and showcases the events and programs centered upon welcoming all new and returning students to Shocker Nation.
   1. The initiative includes staff and student organization led initiatives that contribute to one or more of the established four outcomes
      1. Academic Connections
         1. Identify locations of resources available for academic support
         2. Participate in programs that support career exploration
      2. Connectedness
         1. Establish meaningful relationships with students, faculty, staff
         2. Identify opportunities to get involved outside of the classroom
         3. Understand how to navigate campus and the location of key resources
      3. Human Differences
         1. Create awareness of diverse populations, identities and perspectives
         2. Explore personal identity
         3. Understand available resources that support all students
      4. Wellness
         1. Understand resources that support and contribute to healthy living
         2. Understand behaviors that contribute to a healthy and positive environment
   2. Welcomefest (Fall) | August 16 – September 13, 2025
   3. Welcomefest (Spring) | January 19 – February 14, 2026

2. NXT LVL Garage Party | Saturday, August 16, 2025
   1. In its 5^th Year – the NXT LVL Garage Party welcome 1200+ students to campus life at WSU. The programs featured 60+ activities, food vendors and entertainers.
   2. What participants had to say about the event
      When asked – “What did you like about this event?
      1. the music and people having fun and vibing
      2. Marching band, music, activities, tshirts, loved the wax hand station
      3. I like that they provide us with free food and drinks. I also enjoyed seeing different vendors throughout and seeing big companies like Raising canes show up.
3. Shocktoberfest + Family Weekend | September 29 – October 4
   Beginning in 2025, Shocktoberfest and Family Weekend were combined to better utilize financial resources, demonstrate a robust campus life, and share a growing tradition with family members near and far. This resulted in an increased number of families participating in Family Weekend and greatly increased attendance numbers at signature Shocktoberfest events like the Parade and Shocker Madness.
   
   Over 17 events and activities, there was an overall estimated attendance of 7,357 people.
   1. Shocker Madness: The signature and closing event to Shocktoberfest is a high energy capstone featuring awards, student athlete showcases, and a feature performer. This years event showcased Grammy Award Winning artist Lupe Fiasco for an audience of over 2,500 members of the Shocker Family.
      
      This growing tradition at Wichita State serves as the kick-off to the athletic season and recognizes all NCAA teams. In 2025, 270 student athletes were recognized.
   2. Awards at Shocker Madness
      1. Student Spirit Competition: Student groups attend events and participate in competitions throughout the week – ultimately one group is awarded the Spirit Trophy at Shocker
      2. Spirit Award
         1. 1^st Place Sigma Alpha Epsilon
         2. 2^nd Place Shocker Cheer
         3. 3^rd Place Sigma Phi Epsilon

4. Shocker Royalty: Students are nominated by students, faculty, and staff and ultimately voted on by their peers to serve on the Shocktoberfest Court. Two students earn the title of Shocker Royalty. All are recognized at Shocker Madness with Royalty being announced on center court.
5. 2025 Shocker Court Members

6. 2025 Shocker Royalty
   

   

   Choosing Wichita State was an easy decision. After my visit, I felt a strong sense of community and belonging. As a business student, the professional connections that this University has are unmatched. Another factor was the involvement opportunities and the amount of diversity on campus. After growing up in a rural community, Wichita State showed a vast amount of new opportunities I could engage in to help me grow as a professional and as a person.

   Luke Bumm
   Junior, Finance
   Whitewater, Kansas

   

   I have been involved on campus almost from day one. While there is a diverse selection of involvement, it had been centered around making sure Shockers after me get more than I did coming on. Leadership and involvement have never been just about climbing the ladders and gaining titles, but leaving a legacy and trail of real positive influence in the lives of other Shockers, being the reason someone else can say they have loved being a Shocker.

   Folarin Olaobaju
   Senior, Aerospace Engineering
   Lagos, Nigeria

7. Family Weekend 2025 Registration Numbers

8. The Toast: A Graduation Celebration | Friday, May 15, 2026
   The Toast continues to grow and Spring 2026 was no exception. This year’s spring program welcomed a new collaborator, Academic Affairs with support of Provost Lounsbery. With Dr. Lounsbery’s goal of increasing representation of faculty and staff at graduation celebrations, we opened our program to host all degree granting academic colleges, University Library, Graduate School, Honors College Alumni Engagement, and Career Accelerator. Colleges and departments had their own tent where faculty and staff mingled with their graduates, created opportunities for alumni engagement, and collected information on their post-graduate plans.

By the #’s

• 71 Campus Activities and Student Activities Council programs and events
• 1,200+ NXT LVL Garage Party participants
• 60+ activities featured at NXT LVL Garage Party
• 17 Shocktoberfest and Family Weekend events
• 7,357 estimated participants throughout Shocktoberfest and Family Weekend
• 2,500+ attendees at Shocker Madness
• 270 student-athletes recognized
• 220 registered families participated in Family Weekend
• 728 total Family Weekend participants
• 26 departments and 64 student organizations participated in Fall Welcomefest
• 25 departments and 68 student organizations participated in Spring Welcomefest

Challenges & Lessons Learned

The successful integration of Shocktoberfest and Family Weekend demonstrated the value of strategic collaboration, shared resources, and coordinated planning. FY26 reinforced the importance of signature traditions such as NXT LVL Garage Party, Shocker Madness, Shocker Royalty, and The Toast in creating meaningful milestones within the student experience. Future efforts will focus on scaling high-impact experiences, strengthening traditions, and ensuring students remain connected to Wichita State from orientation through graduation.

Student Activities Council (SAC)

Overview of the Area

The group was established as the CAC Campus Activities Center Programming Board in 1958. Later renamed to Student Activities Council in 1979, SAC serves as the official student led programming board for event and activities at Wichita State University.

SAC’s mission is to educate, entertain and enhance the Shocker experience by planning versatile programs and creating student leaders. The organization’s vision is to create the most enhanced programs and leadership opportunities for Shocker Nation. SAC reaches diverse populations of students on campus such as freshmen, transfer, non-traditional and commuter students while maintaining and uplifting SE&B’s departmental mission and goals for engagement on campus.

Within the FY26 fiscal year, SAC underwent advising changes within staff as the activities graduate assistant graduated as the fall semester concluded and while the director took a step back to a more hands-off approach.

Program Highlights

Student Activities council hosted 33 programs and events over the course of the 2025-2026 academic year.

1. The Shocker Night Life committee hosted An Evening with MatPat hosted 1590 attendees resulting in a sold out show for educational speaker engagement. This collaboration with Shocker Studios earned over $24,000 in revenue and seamlessly brought student populations not often seen at events into programming spaces by providing niche computer and virtual information relevant to academic spaces on campus. This event provided a space for students to make academic and social connections. This event was made possible through the amazing support of the Student Government Association’s Major Events Fund, a partnership between SE&B and SGA.
2. Foam Drop Dance Party, hosted at the beginning of the fall semester by the Executive Board, hosted 500+ students in partnership with RSC Day/Shocker Night. This event was collaborative with RSC Marketing and provided an engaging experience for students coming back to campus. This resulted in a sense of connectedness among students who attended. This was SAC’s highest attendance for a fall semester event.
3. The Arts and Culture committee focused on campus connection and collaboration on campus by hosting events such as Makers and Masterpeices, Cinco De Mayo Celebration, and KC Culture Crawl Road Trip.
   1. The KC Culture Crawl was a collaboration between the APDIA Interns within SE&B, Housing and Residence Life and the Student Activities Council. This program brought students to Kansas City to explore the Nelson Atkins Museum of Art, the Interactive Titanic Exhibit at Historic Union Station and provided lunch at a local restaurant.
4. In the Spring semester, the SAC Instagram account received a +291.0% increase in overall profile activity. The top post from this account was the ‘Evening with MatPat’ recap which has 175,995 views and resulted in over 1000 accounts viewing the SAC account.

New Initiatives / Programs

1. Murder Mystery Dinner
   1. The Murder Mystery Dinner brought the suspense of the “who dun it” game of Clue to Life. Hosted with Jest Murder Mystery Co. out of Kansas City, attendees of this event were able to bring their love of acting to the table while using critical thinking and problem solving skills to solve the mystery. This event was limited registration for 30 students and staff.
2. Nautical Nonsense
   1. Nautical Nonsense gave students a chance to dip into childhood nostalgia with this Spongebob Themed event. This event hosted 162 student attendees with free food, interactive activities such as bingo and crafts.
3. Hypnotist Chris Jones
   1. SAC brought Hypnotist Chris Jones to campus after seeing him perform at NACA Live 2025. This entertainer encapsulated the crowd by successfully hypnotizing 5 students during this performance resulting in crowd engagement and comedy.
4. An Evening with MatPat
   1. An Evening with MatPat brought YouTube megastar Matthew Patrick to campus to discus his career, experiences and knowledge of the gaming, computer science and influencer world. This was our highest attended event of the academic year. Students were ecstatic to have their favorite theorist celebrity at WSU and were able to submit their own questions to be addressed and answered by MatPat himself. With a moderated Question and Answer session at the end by a student leader from Shocker Studios, SAC was able to drive audience interaction and satisfaction with this event.

Student Leadership

The 2025-2026 Executive Board was selected in April of 2025 and the group remained whole through the entire academic year.

In February of 2026, 2 executive board members and 3 general members attended the NACA Live conference in Columbus, Ohio where they attended breakout sessions to enhance student involvement and student leadership.

Membership

• 26 active members in the Fall semester 2025
• 19 active members in the Spring semester 2026
• The VP of membership and Executive Board hosted 3 Social Events and 2 Member Retreats resulting in member retention within the organization.

Challenges & Lessons Learned

1. In the 2025-2026 academic year, the Officer Board within SAC learned the importance of balance of academic responsibility and student leadership. With conflicting member availability, the VP of Membership struggled to effectively provide workshop opportunities for members to attend to enhance their leadership development. This resulted in differing approaches to track availability and critical thinking to incorporate these opportunities in all member meetings and committee meetings.
2. In the second half of the spring semester, the Shocker Night Life committee held 3 events in the span of one month: Neon Night Out, Shockers Got Talent, and An Evening with MatPat. While the co-chairs were able to split responsibilities, these high stakes events required precise planning, effective communication and reliability within the members of SAC. The co-chairs struggled to balance these responsibilities in the early stages of planning, however, were able to plan and lead all events successfully.

Collaboration & Partnerships

In the 2025-2026 Academic Year, SAC worked with Athletics, Housing and Residence Life, the Ulrich Museum, Shocker Studios and Alumni Engagement. Additionally, SAC collaborated with student groups; APIDA Interns and Fraternity and Sorority Life and 21 student groups who participated in Trunk or Treat

Civic Engagement

Overview of the Area

Civic Engagement fosters civic responsibility, democratic participation, volunteerism, community engagement, and leadership development through student-led and campus-wide initiatives. Through Community Service Board, Shockers Vote, VolunteerICT, Alternative Spring Break, civic learning opportunities, and community partnerships, the area creates meaningful opportunities for students to engage with local, state, and national issues while developing a lifelong commitment to service and civic participation. During FY26, programming was supported by professional staff, graduate assistants, the Shockers Vote Student Delegation, and Community Service Board student leaders.

Program Highlights

Community Service Board continued to serve as Wichita State’s student-led volunteer organization, hosting 45 volunteer service events, weekly meetings, volunteer fairs, and two successful Wu’s Big Events. Shockers Vote advanced democratic engagement through voter registration drives, National Voter Registration Day, National Vote Early Day, Candidate Meet and Greet, Election Day Bash, deliberative dialogue programs, and continued voter education initiatives. VolunteerICT connected students with community agencies throughout South-Central Kansas, while Alternative Spring Break provided students with immersive service experiences in Dallas, Texas. Wichita State also earned Voter Friendly Campus designation for the ninth consecutive year.

New Initiatives / Programs

FY26 introduced Civic Canvases, an interactive civic dialogue initiative that encouraged students to engage with civic topics through creative expression. This year also piloted alumni participation in Wu’s Big Event through collaboration with WSU Foundation and Alumni Engagement. Looking ahead, Civic Engagement plans to expand large-scale volunteer experiences, implement a voter engagement training program, create a dedicated student assistant role for voter engagement initiatives, and develop a student leadership model for Alternative Spring Break planning and implementation.

• Community Service Board: The Community Service Board is WSU’s student-led volunteer board that hosts service events and weekly meetings throughout the semester. The board is comprised of nine student leaders who lead the planning and facilitation of all service events, and host weekly meetings throughout the semester. Outgoing leadership interviews and selecting incoming leaders and assists in the training and transition of all incoming leadership. Key highlights of the year include:
• Wu’s Big Event: For the ninth year, the Community Service Board hosted Wu’s Big Event, Wichita State’s largest single-day volunteer service event. This year also marked a new milestone, as the Community Service Board partnered with WSU Foundation and Alumni Engagement to invite Wichita State alumni to volunteer alongside students. This pilot program was successful, and we will continue to refine this programming to engage more students and alumni. Wu’s Big Event 2025-2026 Impact Numbers:
  • Fall Event:
    • Total number of student volunteers: 202
    • Total number of student site leaders. -Site leaders are trained to lead groups at the different sites on the day of the event. -25
    • Number of local nonprofits served during the Fall Wu’s Big Event-22
    • Total number of volunteer hours served: 606
    • The value of the student’s volunteer work during this time as determined by the standard value of a volunteer hour by the Independent Sector was $32.22(606) =$19,525.32
  • Spring Event:
    • Total number of student volunteers: 175
    • Total number of student site leaders. -Site leaders are trained to lead groups at the different sites on the day of the event. -24
    • Number of local nonprofits served during Spring Wu’s Big Event-18
    • Total number of volunteer hours served: 525
    • The value of the student’s volunteer work during this time as determined by the standard value of a volunteer hour by the Independent Sector was $32.22(525) =$16,915.40

• Community Service Board Series Programming: The Community Service Board hosted a total of 45 off campus volunteer events this year. In total 346 students volunteered for a total of 1165 hours throughout the semester. The value of the student’s volunteer work as determined by the standard value by the Independent Sector was $37,536.30. Volunteer service sites included: The Lord’s Diner, The Kansas Food Bank Warehouse, The Wichita Riverwalk Clean-Up Crew, Larksfield Assisted Living and Memory Care Support, Storytime Village, Shocker Neighborhood Association, The Ronald McDonald House of Wichita, Wichita Arts Partners, the Urban League of Kansas, Open Streets ICT, The Wichita Family Crisis Center and The Pando Initiative.
• Community Service Board General Meetings: The Community Service Board hosted 32 general meetings throughout the academic year. Held on Thursday afternoons and open to the entire campus community, these student-led meetings provided opportunities for students to learn about upcoming CSB service initiatives, engage with local nonprofit organizations, hear from community leaders, participate in service and philanthropic activities, and build meaningful connections with their peers. The average weekly attendance was 18 students. Throughout the year, meetings featured guest speakers, nonprofit site visits, and hands-on service projects with organizations including Girls on the Run, the Boys & Girls Clubs of South Central Kansas, Wesley House Food Bank, Rivercross Hospice, Tallgrass Film Festival, One Heart Project, Operation Holiday, Wichita State University Counseling and Prevention Services (CAPS), Collective Impact, Kansas ProRecycling, Freedom Hooves, Episcopal Social Services Breakthrough Club, Kids’ World, and the Wichita State University Child Development Center (CDC).
• Volunteer Fairs: This year we hosted two Volunteer Fairs. Volunteer Fairs invited representatives from local nonprofits to campus for a fair in the RSC where they were given an opportunity to share information about their organization and how students could become involved with them. Students were invited to complete event passports, which incentivized them to visit with five tables and then enter a raffle where they could win a prize. Over 25 nonprofits at both events and a total of 300 students participated in the Volunteer Fairs.
• Shockers Vote Coalition: Is a campus coalition comprised of staff, students, and faculty. Through strategic programming, events, and partnerships, Shockers Vote seeks to educate, empower, and inspire students to participate in the democratic process. The coalition encourages students to recognize the connection between voting and the issues that directly impact on their communities and daily lives. Shockers Vote carries out its mission through a series of voter engagement events, deliberate dialogue events, panel discussions, public forums and civic holidays and celebrations. Highlights include the following:
• Voter Registration Drives: The Shockers Vote Coalition hosted fifteen voter registration drives throughout the Fall semester leading into the November election. Voter registration drives were hosted by coalition members and volunteers and often in collaboration with other campus departments and student organizations. Throughout all Shockers Vote events, participants were provided with voter registration information using our campus voter engagement platform, TurboVote as well as information about becoming involved with the Shockers Vote Coalition.
• National Voter Registration Day: In celebration of National Voter Registration Day, the Shockers Vote coalition hosted a “Donut Forget to Vote” celebration that provided donuts and information for students about getting registered to vote. A total of 350 students participated in the event.
• National Vote Early Day: This day long celebration was an opportunity to bring together WSU’s staff, students, and faculty for a daylong celebration that included information about voting, free food, prizes, trivia, prizes, and rides to the polls for students to vote early.
• Candidate Meet and Greet: For the fourth year in a row, the Shockers Vote coalition invited all candidates who filed to run for office in Sedgwick County to campus for a candidate fair to learn about the candidates who have filed to run for office in Sedgwick County. In total 25 candidates representing races across Kansas joined the Meet and Greet and met with students.
• Deliberative Dialogue Picnic: The Shockers Vote Coalition hosted a Deliberative Dialogue Picnic during the second week of classes, creating an opportunity for students to connect with one another in a welcoming and informal setting. Lunch supplies and food were provided, and students were invited to build their own lunches and engage in meaningful conversations with fellow students. Discussion prompts, card games, and yard games were available throughout the event to encourage interaction and dialogue about topics that mattered most to participants. The event attracted 98 students, all of whom took part in conversations and lunch.
• Election Day Bash: For the ninth year in a row, WSU hosted an Election Day Bash. The Election Day Bash has become a campus tradition that brings students together to receive information about voting and to celebrate their votes. A total of 223 students attended the Election Day Bash and participated in the day’s festivities.
• Voter Friendly Campus Designation: For the ninth year in a row, Wichita State University was one of 272 campuses who received the Voter Friendly Campus Designation for democratic engagement and participation. This goal of the program is to foster participation within institutions that develop democratic engagement action plans that bring campus communities together to promote healthy civic life and culture on college campuses.
• Tax Q&A and Forum: In March, the Shockers Vote Coalition hosted a community forum and Q&A session about the sales tax vote which took place in March 2026. Dr. Hai Guo, Director of the Kansas Public Finance Center, spoke with students about the vote.
• VolunteerICT: Over the course of the past year 1215 students have volunteered a total of 5,258 hours this semester at 64 agencies across South Central Kansas. The impact of this volunteer work is valued at $169,412.76 worth of time volunteered.
• Alternative Spring Break: This year’s Alternative Spring Break trip took students to Dallas, Texas. More than 20 students applied for the trip, and eight students participated in the trip. Throughout the week, students volunteered with several community organizations, including Aunt Bette’s Food Pantry, The Stewpot, Bonton Farms, and Pride Rock Animal Refuge. At the end of each day, students participated in guided reflection activities to discuss their volunteer experiences, share insights, and connect their service work to broader social issues. In addition to their service projects, students explored the cultural and recreational opportunities available in the area. They visited the Meow Wolf Grapevine interactive art exhibit, toured the Dallas Museum of Art, attended a performance by the Dallas Symphony Orchestra during Symphony in the Park, and spent time exploring downtown Dallas. The trip concluded with a day at Six Flags Over Texas before the group returned to Wichita, bringing home new perspectives, meaningful service experiences, and lasting memories.

Student Leadership

Our Civic Engagement programming is strengthened by the passion, leadership, and voices of our student leaders, who shape and lead the planning and implementation of our civic engagement initiatives. The following students served in leadership roles within Civic Engagement during the 2025–2026 school year.

Community Service Board (CSB)

• 2025-2026 Board
  • President, Matthew Phan
  • Vice President of Membership, Nabaa Alamood
  • Vice President of Marketing, Amy Nguyen
  • Food and Hunger Chair, Hannah Melendez
  • Shocker Neighborhood Chair, Matthew Cannon
  • Poverty and Homelessness Chair, Kimberly Laguna Gutierrez
  • Sustainability Chair, Emma Simmons
  • Health Chair, Emily Streeter
  • Youth and Education Chair, Holly Xiong
• Community Service Board Leadership Highlights: The Community Service Board (CSB) Executive Team provides leadership for the planning and execution of all Wu’s Big Events while also overseeing the recruitment, selection, onboarding, and transition of board members. This year, 15 students applied to join the Community Service Board for the 2026–2027 academic year. Following a competitive selection process, nine new members were elected to serve on the incoming board.
  
  CSB’s strong leadership pipeline is a direct result of its commitment to leadership development, mentorship, and member empowerment. Through weekly meetings, service projects, and leadership opportunities, board members gain valuable experience in program planning, volunteer management, and community engagement.
  
  At the beginning of the spring semester, CSB hosted its annual Old/New Board Retreat, bringing together outgoing and incoming leaders to ensure a smooth transition of responsibilities. The retreat focused on leadership development, organizational continuity, and strategic planning. Board members dedicated part of the day to leadership transitions and knowledge sharing, while the remainder of the retreat was spent conducting a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis and developing strategic priorities for the upcoming year. This intentional planning process positions the organization for continued growth, effectiveness, and impact.
• Leadership Highlights: This year’s Shockers Vote student delegation led the planning and implementation of more than 30 events to take place throughout campus leading into the 2025 election cycle. In Fall 2025, the Shockers Vote Delegation also began hosting biweekly meetings for students to attend to talk about voter engagement events and initiatives on campus.

Shockers Vote

• 2025-2026 Delegation
  • President, Amelia Locke
  • Marketing and Voter Engagement Chair, Aniayah Dickinson
  • Deliberative Dialogue Chair, Ryan Nuckles
• Spring 2026 Shockers Vote Delegation
  • President, Aniayah Dickinson
  • Deliberative Dialogue Chair, Ahmad Bassaleh
  • Voter Engagement Chair, Saleh Atiewi
  • Marketing Chair, Fairuz Nawaz
• Membership Highlights: In May, the Community Service Board (CSB) recognized 13 students who earned membership in the organization. Students achieve membership by completing at least 20 service hours and/or attending 10 CSB events or meetings. New members were honored with graduation cords featuring the organization’s colors and were recognized during the Spring Membership Social at Chicken N Pickle. At the conclusion of the fall semester, CSB also hosted a volunteer appreciation celebration, where students enjoyed a catered dinner from Meddy’s and watched Wicked together.
  • Through weekly meetings, CSB leaders create opportunities for students to engage in meaningful conversations about service, civic engagement, and community impact. These gatherings help foster personal growth, leadership development, and a deeper commitment to service. The impact of these efforts is reflected in increasing volunteer participation and continued interest in executive board leadership positions.
  • During the fall semester, the Shockers Vote delegation launched biweekly campus meetings that invited students and campus partners to learn more about the coalition and opportunities for involvement. Although Shockers Vote does not maintain formal membership requirements, these meetings served as an effective way to expand the organization’s volunteer network. Participation grew significantly throughout the semester, accompanied by increased campus interest and engagement in civic initiatives.

Both CSB and Shockers Vote utilize the GroupMe messaging platform to share volunteer opportunities, announcements, meeting recaps, and event photos. This communication tool has proven to be an effective way to keep participants informed, strengthen connections among students, and encourage continued involvement in both organizations.

By the #’s

• 1,215 VolunteerICT participants
• 5,258 volunteer hours completed
• 64 community partner agencies
• $169,412 estimated community impact value
• 45 Community Service Board volunteer events
• 346 student volunteers through CSB service programs
• 1,165 CSB volunteer hours
• 377 total Wu’s Big Event volunteers
• 1,131 Wu’s Big Event service hours
• 40 nonprofit organizations served through Wu’s Big Event
• 32 Community Service Board meetings
• 300 Volunteer Fair participants
• 15 voter registration drives
• 350 National Voter Registration Day participants
• 223 Election Day Bash participants
• 25 candidates participated in Candidate Meet and Greet
• 98 participants in Deliberative Dialogue Picnic
• 8 students participated in Alternative Spring Break

Challenges & Lessons Learned

A primary challenge for Community Service Board is finding ways to expand capacity and engage larger numbers of students in service opportunities. Many volunteer programs regularly reach capacity, demonstrating significant student interest and demand. For Shockers Vote, helping students navigate voter registration requirements, election regulations, and misinformation remains an ongoing challenge. Key lessons learned include the importance of providing accessible, accurate civic information, investing in student leadership development, and creating larger-scale engagement opportunities capable of reaching more students. Future efforts will focus on expanding volunteer opportunities, strengthening civic education, and institutionalizing civic engagement across campus.

One of the greatest challenges and opportunities for growth for both the Community Service Board (CSB) and Shockers Vote is identifying the most effective ways to maximize existing resources and engage a larger number of students. Community Service Board service series programs consistently reach capacity, demonstrating a strong student interest in volunteerism. In response, CSB is renewing its focus on developing larger scale, high-impact service opportunities that can accommodate more participants and expand its reach across campus.

For Shockers Vote, a key challenge is helping students navigate the voting process and understand their rights as voters. In Kansas, barriers such as voter identification requirements, registration deadlines, mail ballot regulations, and confusion about voter eligibility and election procedures can create obstacles to participation. These challenges are often especially significant for college students and first-time voters. Additionally, the widespread circulation of misinformation online can contribute to uncertainty, discourage civic engagement, and make it more difficult for students to access accurate information about voting.

One of the primary goals of the Shockers Vote coalition is to provide students with clear, accessible, and reliable information about the voting process. Through consistent outreach efforts, welcoming educational programs, and campus-wide training initiatives, the coalition strives to create an environment that not only supports informed voter participation but also actively encourages civic engagement.

Collaboration and Partnerships

We recognize that Wichita State University is part of a larger civic community, and we believe that cultivating strong partnerships with local, state, and national organizations enhances our ability to provide meaningful volunteer experiences, voter engagement initiatives, and civic learning opportunities for students and the broader campus community. These collaborations expand our capacity to serve, strengthen community connections, and support a culture of civic responsibility both on campus and throughout the Wichita community.

Community Service Board Partnerships:

• United Way of the Plains: WU’s Big Event is made possible through a longstanding partnership between Wichita State University and United Way of the Plains. United Way serves as a key collaborator in planning and coordinating service projects and community engagement initiatives associated with the event, helping connect students with meaningful opportunities to serve throughout the Wichita area.

• Catholic Charities – The Lord’s Diner: Catholic Charities continues to serve as a recurring service partner through CSB’s Wednesday at the Diner program. Each month, student volunteers assist with meal preparation and service at The Lord’s Diner, supporting efforts to address food insecurity within the community.
• Wichita Riverwalk Clean-Up Crew: The Wichita Riverwalk Clean-Up Crew is an ongoing partner for CSB’s Wichita Clean Streams initiative. Students volunteer one Saturday each month to help remove litter and debris from local waterways, contributing to environmental stewardship and community beautification efforts.
• Kansas Food Bank: As one of CSB’s longest-standing service partners, the Kansas Food Bank provides monthly volunteer opportunities for students. Volunteers assist with warehouse operations and food packaging efforts that support hunger relief programs across Kansas.
• Storytime Village: Storytime Village joined CSB’s series programming partners this year. Student volunteers supported the organization’s annual Girls’ Summit and Star Awards events, helping advance its mission of promoting literacy and educational success among local youth.
• Shocker Neighborhood and Open Streets ICT: For the fourth consecutive year, CSB partnered with Wichita State Connect and the City of Wichita to support Open Streets ICT. Through this partnership, students volunteered at community events that promote health, wellness, and neighborhood engagement. During the fall semester, CSB volunteers also worked alongside local neighborhood associations on community improvement projects and neighborhood clean-up initiatives.
• Kids’ World: During the spring semester, CSB organized a campus book drive and coordinated the design and decoration of a Little Free Library that was donated to Kids’ World, an early childhood development center located within the Shocker Neighborhood. This project promoted literacy while strengthening connections between the university and the surrounding community.
• WSU Alumni and Foundation: For the second year in a row, the Community Service Board has partnered with WSU Alumni and Foundation with the Community Service Board inviting alumni to volunteer alongside students for Wu’s Big Event.
• Larksfield Senior Living Place: For the ninth year in a row, Larksfield has served as a series programming site for the Community Service Board. Larksfield Place has also served as a volunteer host site for both the Spring and Fall Wu’s Big Event.

Shockers Vote Partnerships:

• Sedgwick County Election Office: Since the founding of the Shockers Vote coalition in 2016, the Sedgwick County Election Office has served as a key community partner. The office provides guidance, election-related information, and ongoing support for campus voter engagement efforts, helping ensure students have access to accurate and timely election resources.
• League of Women Voters of Kansas: The League of Women Voters regularly collaborates with Shockers Vote to host voter registration drives, educational programs, and civic engagement initiatives. This partnership helps promote informed and active participation in the democratic process among Wichita State students.
• Shocker Neighborhood Coalition: Through its partnership with the Shocker Neighborhood Coalition, Shockers Vote strengthens connections between Wichita State University and surrounding businesses, nonprofit organizations, faith communities, and neighborhood stakeholders. The coalition fosters collaboration that supports community engagement and contributes to the vitality of the neighborhoods surrounding campus.
• The Wichita Eagle: The Wichita Eagle partnered with Shockers Vote in 2023 to co-host a mayoral and school board candidate forum. This collaboration expanded opportunities for civic dialogue and provided students and community members with access to nonpartisan information about local elections and public issues.
• Students Learn Students Vote Coalition: The Student Learn Students Vote Coalition provides national leadership, training opportunities, and evidence-based best practices that support civic learning and democratic engagement initiatives on college campuses. These resources help inform and strengthen Wichita State University's voter engagement efforts.
• Campus Vote Project: Campus Vote Project supports institutions of higher education in reducing barriers to student voting by providing guidance, resources, and nonpartisan strategies that increase civic participation and voter engagement among college students.
• NASPA Civic Learning and Democratic Engagement Community of Practice: Through participation in NASPA’s Civic Learning and Democratic Engagement Community of Practice, Shockers Vote gains access to professional development opportunities, research, and resources that support the advancement of civic learning and democratic engagement initiatives across campus.
• TurboVote: Wichita State University utilizes TurboVote to provide students with streamlined access to voter registration resources, advance ballot requests, election reminders, and voting information specific to their home state or local jurisdiction. The platform is particularly valuable for students navigating both in-state and out-of-state voting requirements.
• Voter Friendly Campus: The Voter Friendly Campus initiative supports institutions in coordinating civic learning and democratic engagement efforts among students, faculty, staff, and administrators. Wichita State University has maintained its Voter Friendly Campus designation since 2016, demonstrating an ongoing institutional commitment to promoting student voter participation and civic engagement.
• ALL IN-Campus Democracy Challenge: The ALL IN Campus Democracy Challenge is a national, nonpartisan initiative that recognizes colleges and universities for their efforts to strengthen civic learning, increase democratic engagement, and implement strategic action plans that support student voter participation. Through participation in the challenge, Wichita State University continues to assess and enhance its voter engagement efforts while contributing to a nationwide movement to increase democratic participation among college students.
• WSU Alumni and Foundation: For the second consecutive year, the Community Service Board has partnered with the WSU Alumni and Foundation, inviting alumni to volunteer alongside students during Wu’s Big Event. This collaboration strengthens connections between current students and alumni while supporting the Wichita community through service.

Grants and Development

• 2025 Ask Every Student Grant: In summer 2025, the Shockers Vote Coalition received an Ask Every Student grant totaling $2,394.00. Grant funds were used to provide stipends for the Shockers Vote delegation. Additional funding supported first-year voter engagement programming materials, as well as supplies and resources for Shockers Vote student coalition meetings throughout the year.
• Student Learn Students Vote, Students Vote Summit: In September 2025, the Shockers Vote Delegation along with the Civic Engagement Coordinator were awarded scholarships to attend the 2025 Students Learn Students Vote Summitt in College Park Maryland.

Fraternity & Sorority Life

Overview of the Area

Fraternity & Sorority Life supports Wichita State University's 25 social, values-based Greek-letter organizations and advances the pillars of leadership, scholarship, service, community, and belonging. The community is organized through four governing councils: Cultural Greek Council, Interfraternity Council, National Pan-Hellenic Council, and Panhellenic Council. During FY26, the community focused on brotherhood and sisterhood, community outreach, recruitment growth, leadership development, and member engagement. The area also experienced staff growth with the addition of two new FSL Coordinators, strengthening support for councils, chapters, and student leaders.

Program Highlights

A major accomplishment during FY26 was the launch of FSL Leaders Bootcamp, a full-day leadership development experience designed for chapter officers and emerging leaders. Approximately 80 students participated in sessions focused on crisis response, leadership styles, accountability, communication, conflict navigation, and relationship building. The community also celebrated 15 years of Songfest, which achieved the highest attendance in program history with 572 tickets sold. Hippodrome continued as one of Wichita State’s longest-standing traditions, drawing 305 attendees. The community welcomed 237 new members and inducted 16 students into Order of Omega.

Councils, New Initiatives / Programs

Major accomplishments included FSL Leaders Bootcamp, record Songfest attendance, Hippodrome, Order of Omega inductions, recruitment growth, and leadership development initiatives. With community impact across all 4 councils, the following sub-sections will describe council overviews and spotlights, new initiatives & programs, student leadership, and community impact.

Student Leadership

Student leadership remained at the heart of Fraternity & Sorority Life. Students served as chapter presidents, council officers, FSL Ambassadors, recruitment leaders, and community advocates. FSL Ambassadors served as the face of the community and played a critical role in recruitment and outreach initiatives. Council presidents participated in leadership development opportunities and representatives attended the AFLV Central Conference and National Black Leadership Conference in Indianapolis, gaining skills they brought back to Wichita State. Leadership development was further enhanced through All Council Executive Retreats, FSL Presidents Training, Greek Unity Week, Songfest, Hippodrome, and FSL Leaders Bootcamp. The community also celebrated leadership growth through Order of Omega, which inducted 16 outstanding fraternity and sorority leaders.

By the #’s

• 583 total fraternity and sorority members
  • 237 new members welcomed during FY26
  • 182 new members in Fall 2025
  • 55 new members in Spring 2026
  • 80 participants in FSL Leaders Bootcamp
  • 16 students inducted into Order of Omega
  • 572 Songfest tickets sold
  • $5,319 Songfest revenue
  • 305 Hippodrome tickets sold
  • $2,761 Hippodrome revenue
  • 5,000+ community service hours completed
  • 25 fraternity and sorority organizations across four councils
  • 5 student leaders attended AFLV/National Black Leadership Conference
  • 13 FSL Ambassadors served across the academic year.

Challenges & Lessons Learned

Membership retention emerged as the community’s greatest challenge, with the loss of 87 members during Summer and Fall 2025, including 26 students who had joined within the previous year. Chapters responded through advisor partnerships, conflict-resolution education, collaboration with CAPS, and stronger leadership development efforts. One of the most important lessons learned was that recruitment and retention are community-wide responsibilities rather than solely chapter-level concerns. Future efforts will focus on coordinated retention strategies, recruitment growth, leadership support, and cross-departmental partnerships that strengthen the student experience.

Council Spotlights

Cultural Greek Council (CGC)

The Cultural Greek Council (CGC) fosters scholarship, leadership, service, mutual respect, and cultural awareness while supporting culturally-based fraternities and sororities at Wichita State University. Comprised of Sigma Lambda Beta, Kappa Delta Chi, Sigma Psi Zeta, Chi Sigma Tau, and Omega Delta Phi, the council provides students with opportunities to build community, celebrate heritage, develop professionally, and engage in service. During FY26, CGC focused on strengthening membership, increasing programming and fundraising capacity, expanding council visibility, and exploring opportunities to welcome a new multicultural sorority to the Wichita State community. CGC also navigated advisor transitions and governance changes while maintaining momentum and community growth.

CGC is comprised of the following chapters:

• Sigma Lambda Beta Fraternity Inc
• Kappa Delta Chi Sorority inc
• Sigma Psi Zeta Sorority inc
• Chi Sigma Tau Fraternity Inc
• Omega Delta Phi Fraternity Inc

CGC Highlights:
CGC Sweetheart served as the council’s signature philanthropic initiative. Through a month-long fundraising competition, representatives from across the fraternity and sorority community raised money to purchase school supplies for USD 259 students. The program not only generated financial support for local schools but also increased awareness of council organizations and encouraged collaboration across the FSL community. Feedback from participants was overwhelmingly positive, and the program is expected to remain a signature tradition moving forward. The council also continued its successful CGC Juice Fundraisers, providing culturally inspired beverages while generating funds to support council initiatives.

New Initiatives /Programs:
The council’s most significant initiative during FY26 was opening expansion efforts for a new multicultural sorority. Following research, application reviews, and interviews, the council evaluated multiple organizations and ultimately approved Sigma Lambda Alpha Sorority to move forward in the expansion process. This initiative was designed to address a recognized gap in multicultural sorority opportunities and respond to student interest in organizations that emphasized Hispanic heritage while remaining inclusive of students from all backgrounds. Governance changes were also implemented, including shifting elections to an academic-year timeline and creating new executive leadership positions to support growth and programming.

Student Leadership:
Student leaders played a critical role in guiding the council through expansion efforts, programming initiatives, fundraising activities, and organizational transitions. Council President NaMari Moss and the executive board led membership growth efforts, structural enhancements, and service initiatives. Leadership development was further strengthened through participation in AFLV, where incoming CGC President Elena Ortega gained valuable experience and leadership preparation. The council also expanded leadership opportunities through restructuring executive positions and adding philanthropic leadership responsibilities to support future growth.

CGC leadership roles held by students (names and positions):

*Indicates a member who held multiple leadership positions within both their council and chapter for the academic year.

By the #’s:

• 20 new members joined CGC organizations
• $1,630.90 raised through CGC Sweetheart for USD 259 school supplies
• 5 active member organizations within the council
• 2 multicultural sorority applications reviewed through expansion efforts
• 1 organization approved to move forward in expansion discussions
• Multiple fundraising and service initiatives conducted throughout the year
• AFLV leadership conference participation by council leadership

Challenges & Lessons Learned: CGC experienced several transitions throughout FY26, including advisor changes and leadership transitions that impacted continuity and planning. The cancellation of the Showcase Showdown signature program highlighted the importance of stronger transition planning, documentation, and organizational preparedness. In response, the council restructured executive board positions and improved leadership responsibilities to better distribute workload and support future growth. Key lessons learned included the value of utilizing transition documents, strengthening council communication, and investing in signature programming that clearly defines the CGC identity. Looking ahead, priorities include membership growth, successful expansion, increased visibility, and development of recognizable signature traditions.

Interfraternity Council (IFC)

The Interfraternity Council (IFC) serves as the student-led governing body for Wichita State University’s men’s social fraternities. The council is responsible for chapter governance, leadership development, recruitment, risk management, scholarship standards, and community engagement. Throughout FY26, IFC focused on strengthening chapter recruitment, improving campus visibility, advancing accreditation efforts, expanding leadership opportunities, and promoting service and accountability among member organizations. The council also navigated an advisor transition while continuing to support a values-based fraternity experience.

Council Highlights: While IFC does not traditionally host large annual signature programs, several initiatives emerged as highlights during FY26. The council partnered with University Police to host a Safe Driving Decisions Workshop focused on risk management and responsible decision-making. IFC also collaborated with the Red Cross Club during a campus blood drive and expanded efforts to increase visibility through recruitment and outreach activities. These programs reflected the council’s commitment to leadership, service, and member wellbeing while helping students build stronger connections across campus.

New Initiatives /Programs: A major focus area during FY26 was the introduction of IFC Welcome Week. The initiative was designed to increase the visibility of fraternity life, create opportunities for prospective members to tour chapter houses, and encourage collaboration across IFC organizations during a critical recruitment period. Although initial participation was limited, the experience provided valuable insight into event planning, recruitment strategy, and the need for stronger marketing efforts. The council also revamped its Judicial Board process and approved bylaw revisions requiring the council to host at least two service or risk-management events annually, creating additional accountability and educational opportunities.

Student Leadership: Council officers coordinated recruitment initiatives, managed chapter relations, supported risk management education, and strengthened chapter accountability. Students also represented Wichita State at the Association of Fraternal Leadership & Values (AFLV) Conference, gaining exposure to best practices and innovative leadership strategies from institutions across the country. Individual chapter leaders achieved notable accomplishments, including Zach Gordon of Sigma Alpha Epsilon being recognized nationally as a member of SAE’s Inner Circle and eight Phi Delta Theta members earning Iron Phi recognition after collectively raising more than $14,000 for ALS research.

IFC leadership roles held by students (names and positions):

By the #’s:

• 184 active IFC members
• 91 new members recruited during FY26
• 40+ new members joined Phi Delta Theta
• 30+ new members joined Sigma Phi Epsilon
• 14,084 dollars raised for ALS research by Iron Phi recipients
• 8 members earned Iron Phi distinction
• 4 students donated blood and 8 volunteers supported the Red Cross Blood Drive
• 1 Safe Driving Decisions Workshop conducted in partnership with University Police
• 6 IFC member organizations actively participated in council operations

Challenges & Lessons Learned: The council’s greatest challenges centered on member engagement, event participation, and long-term planning. Leadership identified apathy around event planning and inconsistent participation as barriers to growth. IFC Welcome Week illustrated the importance of strong communication, strategic marketing, and intentional planning. As a result, the council placed greater emphasis on accountability, meeting effectiveness, bylaw revisions, and recurring community-wide programming. Looking ahead, IFC aims to establish sustainable signature programs, increase participation in council initiatives, and strengthen chapter collaboration while continuing to support leadership development and recruitment success.

Collaborations & Partnerships: Further description of partnerships and collaborative events are described below.

1. Key campus or community partners:
   • Alumni
     • Our local alumni play a very strong role in the Interfraternity Council, the most prominent of these alumni are our on-campus faculty advisors who are also alumni of their chapters. In addition to these alumni, the individual Interfraternity Council alumni associations are a very strong group who want to see the undergraduate chapters succeed. Just this year alone I was reached out to by Phi Delta Theta, Beta Theta Pi, and Delta Upsilon alumni individually to talk about the state of the community and what they can do to help improve it.
   • SE&B
     • Student Engagement & Belonging is a key community partner for the Interfraternity Council. Giving the ability to reserve space, checkout equipment, and house materials - the relationship between SE&B and IFC is a strong one that they hope to foster more in the future.
   • Fairmount Neighborhood Association
     • While not a recurring partner or one we currently collaborate on events with, the Fairmount Neighborhood Association is always reaching out and looking to support/ask for support from the men of the Interfraternity Council. One community leader particularly, Darryl Carrington, has reached out to the Sigma Alpha Epsilon and Sigma Phi Epsilon chapters this year on collaboration for some local clean-up days. Darryl is a great community leader and is always interested in helping and being in the know of university related things. I had two meetings with Darryl last year where he just came in and wanted to chat – a great partner not just for IFC but for the University at large.
2. Cross departmental initiatives or shared programs
   • IFC x Red Cross Club Community Blood Drive
     • This past spring, the Interfraternity Council reached out to the Red Cross Club on campus to volunteer with their blood drive that occurred in the Heskett Center. The goal from this collaboration was to gain knowledge and logistics and connections on how a blood drive should be properly put on. IFC did not have as strong of a volunteer base show out as I would have preferred, but we still had 4 IFC men donate blood and another 8 volunteer to serve as chaperones for folks who had just donated blood.
   • Collaboration with University Police Department
     • The men of IFC held a “Preventing Drunk Driving” seminar in collaboration with the University Police Department during the Spring semester of the academic year. The event was well attended, and we received very positive feedback from both the participants and the volunteers from UPD who came to teach the materials. This is a collaboration that is important to me for IFC as having a good working relationship with UPD can be very important when dealing with potential risk-related issues.

National Panhellenic Council (NPHC)

The National Pan-Hellenic Council (NPHC) serves as the governing council for historically Black fraternities and sororities at Wichita State University. The council promotes scholarship, leadership, service, cultural heritage, and community while preserving the history and traditions of the Divine Nine organizations. Throughout FY26, NPHC focused on creating meaningful opportunities for leadership development, membership education, community service, and cultural engagement while strengthening relationships among affiliate organizations and the broader Wichita State community.

Council Highlights: NPHC hosted a variety of educational, social, and service-oriented initiatives throughout the year. NPHC 101 provided prospective members with a three-day educational series introducing students to chapter expectations, membership processes, etiquette, and fraternity and sorority life resources. The council also celebrated NPHC Week, featuring programs such as Rhythm & Real Ones Open Mic Night, Legacy to Leadership Resume Workshop, and the NPHC Greek Day Party. These programs increased visibility of the council, celebrated the legacy of NPHC organizations, and provided opportunities for students to explore involvement in culturally significant leadership organizations.

New Initiatives /Programs: One of the most meaningful initiatives introduced during FY26 was participation in the STAR Literacy Program. Through this initiative, NPHC members worked with local elementary students to support literacy development, reading comprehension, and educational achievement. The program provided a consistent service opportunity that aligned with the values of every NPHC organization while allowing students to make a direct impact in the Wichita community. The council also continued expanding educational opportunities through NPHC 101 and membership-interest programming designed to connect prospective members with council organizations.

Student Leadership: Student leaders were instrumental in advancing the mission of NPHC through recruitment efforts, educational programming, service initiatives, and council governance. Council officers coordinated NPHC Week, membership education, community outreach, and collaborative council initiatives. Leadership development opportunities included participation in Rising Greek Leaders, FSL Leaders Bootcamp, and the AFLV Conference. These experiences helped student leaders strengthen their skills in communication, event planning, organizational leadership, and community engagement while preserving the traditions and values of NPHC organizations.

NPHC leadership roles held by students (names and positions):

*Indicates a member who held multiple leadership positions within both their council and chapter for the academic year.

By the #’s:

• 22 new members joined NPHC organizations
• 8 active NPHC organizations represented on campus
• 3-day NPHC 101 educational series conducted
• Multiple NPHC Week programs hosted
• Ongoing literacy and tutoring service projects through STAR Literacy Program
• Study nights hosted throughout the academic year
• Participation in AFLV, FSL Leaders Bootcamp, and Rising Greek Leaders leadership programs

Membership #’s:

• New Members Total – 22
• Alpha Phi Alpha Fraternity Inc – 3
• Alpha Kappa Alpha Sorority Inc. - 3
• Kappa Alpha Psi Fraternity Inc. - 2
• Omega Psi Phi Fraternity Inc. - 4
• Delta Sigma Theta Sorority Inc – 5
• Phi Beta Sigma Fraternity Inc - 2
• Zeta Phi Beta Sorority Inc – 3
• Sigma Gamma Rho - 2

Challenges & Lessons Learned: FY26 included a significant advisor transition that required the council to adapt to a new leadership and advising structure. While initially challenging, this transition encouraged students to take greater ownership of council operations, decision-making, and program implementation. The experience reinforced the importance of communication, accountability, and shared leadership. The council also learned valuable lessons regarding planning and execution after being unable to host its signature Shock the Yard Step Show. Moving forward, NPHC plans to focus on chapter growth, strengthening executive board responsibilities, increasing participation, and ensuring successful implementation of signature programs and council traditions.

Panhellenic Council (PC)

The Panhellenic Council serves as the governing body for Wichita State University’s five National Panhellenic Conference sororities. The council fosters collaboration, leadership development, scholarship, service, belonging, and accountability while supporting both active members and students exploring sorority membership. During FY26, the council prioritized strengthening sisterhood, improving recruitment experiences, enhancing communication between chapters, increasing transparency, and expanding opportunities for wellness and belonging within the sorority community. A transition to new advising support and executive board realignment helped position the council for continued growth and impact.

Council Highlights: Primary Recruitment remained the council’s signature initiative, providing a values-based process for students interested in joining the Panhellenic community. Ninety women registered for recruitment and 60 completed the process and accepted membership bids. In addition, PC Bingo served as a successful service and sisterhood initiative, raising funds and collecting hygiene products for Harbor House, a local domestic violence shelter. These programs strengthened both membership growth and community engagement while reinforcing the Panhellenic commitment to service and belonging.

New Initiatives /Programs: FY26 introduced several community-building initiatives designed to strengthen connections across chapters. The Panhellenic Ice Cream Social, sponsored by Wichita Area Panhellenic Alumnae, created opportunities for potential new members, active sorority members, and alumni to connect in an informal setting. The inaugural Panhellenic Formal provided a dedicated space for chapters to celebrate accomplishments, strengthen sisterhood, and build relationships outside of recruitment. These new initiatives addressed an identified need for more intentional community-building opportunities beyond the recruitment process.

Student Leadership: Executive board members coordinated recruitment efforts, led service programs, strengthened chapter relations, and developed new initiatives that supported member wellbeing and community engagement. Council leaders attended AFLV, Rising Greek Leaders, FSL Leaders Bootcamp, and the All-Council Executive Retreat, bringing back innovative ideas and best practices to the Wichita State community. Leadership also drove collaborations such as PC Bingo, Mini Music Fest, Shocktoberfest participation, and cross-council relationship building efforts.

NPHC leadership roles held by students (names and positions):

*Indicates a member who held multiple leadership positions within both their council and chapter for the academic year.

By the #’s:

• 90 women registered for Primary Recruitment
• 60 women completed recruitment and received bids
• 92 new members joined Panhellenic organizations
• $250 raised through PC Bingo
• 65+ hygiene products donated to Harbor House
• 5 Panhellenic sororities represented
• 60+ students signed up for a planned cross-council flag football initiative
• AFLV participation by Panhellenic student leaders
• Ongoing participation in Rising Greek Leaders, FSL Leaders Bootcamp, and Executive Retreats

Membership #’s:

• New Members Total – 92
• Alpha Phi – 20
• Delta Delta Delta – 15
• Delta Gamma - 17
• Gamma Phi Beta – 24
• Kappa Kappa Gamma - 16

Challenges & Lessons Learned: One of the council’s primary challenges involved maintaining participation and reducing attrition during recruitment while students balanced the academic demands of the first week of classes. Leadership also identified a need for more intentional opportunities for cross-chapter engagement outside of recruitment. In response, the council introduced new community-building programs, strengthened recruitment counselor preparation, and enhanced communication efforts. Looking ahead, priorities include moving recruitment before classes begin, expanding wellness and belonging initiatives, increasing chapter collaboration, and continuing to invest in leadership development opportunities that support long-term community success.

Collaborations & Partnerships: Collaboration strengthened outcomes by increasing participation, sharing resources, and creating more inclusive opportunities for students to connect. Working with campus and community partners allowed Panhellenic to extend its impact beyond its own membership, while partnerships with other councils promoted unity and strengthened the larger Fraternity and Sorority Life community. These collaborative efforts also improved communication and created more efficient planning processes for programs and initiatives.

1. Key campus or community partners
   1. Wichita Area Panhellenic Alumnae
   2. Harbor House
   3. Student Engagement & Belonging / Fraternity and Sorority Life
   4. Other governing councils (IFC, NPHC, CGC)
2. Cross‑departmental initiatives or shared programs
   1. Shocktoberfest
   2. Mini Music Fest Cookie Sale
   3. Cross-Council Flag Football
   4. All Council Executive Retreat
   5. Greek Unity programming

STUDENT GOVERNANCE & ADVOCACY

Student Governance and Advocacy empowers students to shape their campus experience and ensure their voices are central to institutional decision-making. Through advising and supporting the Student Government Association (SGA) and related leadership councils, this area cultivates civic engagement, shared governance, and peer-led advocacy that reflects the evolving needs of the student body.

Student Government Association (SGA)

Overview of the Area

Founded in 1912, the Student Government Association is the governing body of students at Wichita State University. They serve and advocate on behalf of all fee-paying students on campus while engaging with university leaders and elected officials to promote the needs of students. The Student Government advances the needs and interests of the student and serves as the official student voice; protecting, defending and advocating for students’ rights.

Program Highlights

The 68th Session established several new leadership positions, including Director of Athletics, Director of Transfer Student Experience, and Professional Opportunities Director. SGA achieved one of its strongest election cycles, surpassing voter turnout totals from 13 of the previous 14 years. Major advocacy accomplishments included funding support for Campus Recreation facility improvements, the Kiah Duggins Shocker Support Locker vehicle initiative, and expansion of student services. Programs such as SGA Connect, Higher Education Day, Athletics Tailgates, the First-Year Leadership Council Etiquette Dinner, and the End-of-Year Send-Off Celebration strengthened engagement and connection with students. Specific highlights include:

New Initiatives / Programs

FY26 introduced several major initiatives including SGA Connect, a student feedback and outreach program that gathered campus concerns and recommendations; the Shocker Fridge Program, funded to address food insecurity; a Vision Care Clinic that provided free screenings and glasses to students; the creation of a University Police Department Advisory Board; and the development of Student Legal Services. Senate restructuring also expanded standing committee support to better address student needs and improve legislative efficiency.

Student Leadership

Student leadership remained the foundation of SGA’s success. More than 50 students served across the Executive, Legislative, and Judicial branches representing academic colleges, student populations, and campus constituencies. Student leaders advocated for student needs, advanced legislation, allocated resources, served on university committees, and represented Wichita State at state and local levels. Notable accomplishments included publication of 16 issues of the SGA Insider newsletter, leadership on the Kansas Board of Regents Student Advisory Council, development of a rural graduate student scholarship initiative, and weekly leadership workshops designed to strengthen senate operations and student representation.

Student Leaders listed by role and name per branch:

Student Leader Highlights:

• In April 2025 President Jia Wen Wang and Vice President Amy Nguyen established SGA Insider to focus on all the work and dedication that happening with the Association the regular bases. The Insider successfully published 16 issues, biweekly during the academic year.
• President Wang presented a 4.5% increase in tuition and approved Housing and Residence Life (HRL) rates at KBOR and additionally kept student fees at 0%.
• Student Body President Jia Wen Wang served as the Vice Chair of the Student Advisory Council, which is housed under the Kansas Board of Regents (KBOR).
• Senator Philips led an initiative to create a scholarship for rural graduate students. Senator Philips successfully brought SB-68-160 to the Senate, which was approved on April 15, 2026, and authorized $10,000 from the Special Projects Fund to the scholarship initiative.
• Student Body President Jia Wen Wang and Student Body Treasurer Luke Bumm worked together to approve $200,000 in startup funds to establish the Office of Student Legal Services, which is set to open in January 2027.
• Speaker Phan led weekly Committee of the Whole meetings where Senators were guided in workshops that strengthened understanding of senate operations, connecting with their constituency, and email etiquette.
• Vice President Amy Nguyen led a workshop for the Freshman Leadership Council that included a panel with the SGA Senior Leadership members, and a mock Senate meeting led by Speaker Phan to introduce them to senate structure and operations.
• Vice President Amy Nguyen secured funding and programmatic support to launch the Shocker Fridge program.

By the #’s

68th Session of Student Government Association

• 464 students engaged through SGA Connect
• 210 student concerns identified
• 51 immediate action items generated
• 437 students attended the SGA Send-Off Celebration
• 26 students received Student Hardship Fund assistance
• 50 students served through Vision Care Clinics
• $60,000 allocated for the Shocker Fridge Program
• $100,000 allocated for Campus Recreation improvements
• $28,000 allocated toward the Support Locker vehicle initiative
• $200,000 approved for Student Legal Services implementation
• 16 editions of SGA Insider published
• 9,000+ Support Locker visits recorded
• 1,000+ students served through the Support Locker

Challenges & Lessons Learned

The most significant challenges during FY26 involved navigating state compliance requirements, governance restructuring, and implementation of new student support programs. SGA responded by reviewing committee structures, adjusting senate representation models, and reorganizing agency relationships to remain compliant while preserving student services. These experiences reinforced the importance of adaptability, communication, strategic planning, and advocacy. Future priorities include implementing Student Legal Services, expanding student outreach and engagement, strengthening advocacy efforts, and continuing to invest in student wellbeing and success.

Collaborations & Partnerships

• Athletic Tailgate – SGA wanted to create a space with the campus community could come together to celebrate our athletes and cheer them on with Shocker Pride
  • SGA Fall Tailgate
  • Shocker Wide Community Wide Basketball Tailgate
  • Softball Tailgate
• Empty Bowls
  • SGA began partnership with the Empty Bowl Non-Profit, to be able to serve more Shockers!

Registered Student Organizations (RSO’s)

Overview of the Area

Recognized Student Organizations (RSOs) play a critical role in fostering student engagement, leadership development, and belonging at Wichita State University. Through involvement in organizations centered on academic, cultural, professional, social, recreational, service, and special interests, students gain valuable experiences that contribute to their personal, academic, and professional growth. During FY26, the RSO area focused on strengthening student leadership development, improving organizational sustainability, increasing advisor engagement, and creating opportunities for students to connect through co-curricular involvement.

Program Highlights

The Fall and Spring Involvement Fairs served as cornerstone engagement opportunities, with a combined 164 organizations participating. The annual RSO Summit brought together student leaders for workshops focused on organization management, leadership development, event planning, and funding procedures. RSO Week expanded support through workshops focused on treasurer training, reserving campus space, and strategic marketing. The Shocker Leadership Awards also evolved to include student-led nominations and voting, increasing engagement and ownership in recognizing student leadership excellence.

New Initiatives / Programs

A major initiative during FY26 focused on improving organization continuity through Appropriations Briefings and RSO Transition Workshops. These efforts helped address knowledge gaps between outgoing and incoming officers and improved student understanding of funding and operational processes. The office also expanded advisor support through four Advisor Training Workshops covering university policies, hazing prevention, Title IX, Clery compliance, and best practices for advising student organizations.

Student Leadership

During FY26, 12 new student organizations were approved, expanding opportunities for involvement and leadership. Student leaders gained experience through organization officer roles, event planning, budget management, recruitment, and organizational administration. The RSO Summit, Appropriations Briefings, and Transition Workshops further strengthened leadership capacity by helping student leaders navigate funding, succession planning, and university processes.

By the #’s

• 275 recognized student organizations
  • RSOs – 180 organizations
    • 6,273 total memberships
  • Fraternity & Sorority Life – 25 unique organizations
    • 644 total memberships
  • SGA Agencies – 8 organizations
    • 363 total memberships
  • Sports Clubs – 24 organizations
    • 532 total memberships
  • University Departments – 38 organizations
    • 579 total memberships
• 12 new student organizations approved
• 1,541 student organization events hosted
• 85 organizations participated in the Fall Involvement Fair
• 79 organizations participated in the Spring Involvement Fair
• 235 student leaders attended the RSO Summit
• 122 nominations submitted for Shocker Leadership Awards
• 129 attendees RSVP’d for the Shocker Leadership Awards
• 240 votes cast for award categories
• 175 faculty and staff advisors attended training
• 217 organizations represented through advisor training
• 6 Appropriations Briefings and Transition Workshops hosted

Challenges & Lessons Learned

The RSO area identified leadership transition and organizational knowledge transfer as significant challenges. Many organizations struggled with continuity when leadership changed. In response, the office implemented transition workshops and funding education initiatives to better prepare future leaders. Advisor engagement was also identified as an opportunity for growth, leading to expanded advisor training and stronger partnerships between advisors and Student Engagement & Belonging. Future priorities include leadership development, advisor engagement, organizational sustainability, and continued support for student involvement.

National Student Exchange (NSE)

Overview of the Area

National Student Exchange provides Wichita State students opportunities to study at partner institutions throughout the United States, U.S. territories, and Canada while paying Wichita State tuition. The program expands cultural awareness, academic opportunities, and professional networks.

Program Highlights

The program continued supporting outbound and inbound exchange opportunities, allowing students to experience new institutions, communities, and regions while maintaining connections to Wichita State. One Wichita State student participated in an outbound exchange at the University of the Virgin Islands, while four inbound exchange students attended Wichita State through partner institutions. These experiences fostered leadership, independence, adaptability, and cross-cultural learning.

New Initiatives / Programs

The program introduced National Student Exchange Listening Workshops to educate students about exchange opportunities and prepare them for the placement process.

By the #’s

• 1 outbound exchange participant
• 4 inbound exchange participants
• Exchanges represented institutions in the Virgin Islands, Texas, and Louisiana
• Listening Workshops introduced for program awareness and preparation

Challenges & Lessons Learned

Workshop attendance was lower than anticipated. Future efforts will focus on direct outreach, individualized conversations, and earlier engagement strategies to increase participation and awareness.

Kiah Duggins Shocker Support Locker

Overview of the Area

The Kiah Duggins Shocker Support Locker provides food, clothing, toiletries, and family-support items to Wichita State students, faculty, and staff. Originally established in 2015 to address food insecurity, the Locker remains a critical resource supporting student wellbeing and basic needs.

Program Highlights

The Locker celebrated 10 years of service while reaching record utilization levels. During FY26, 17.64K visits were recorded and 1,679 unique Shockers received support. A social media campaign increased awareness, reusable tote bags promoted sustainability, and service expanded significantly among international and local students.

New Initiatives / Programs

Major accomplishments included renaming the resource the Kiah Duggins Shocker Support Locker, purchasing a dedicated vehicle through donor and SGA support, launching a volunteer database, and hosting a Winter Coat Drive. These initiatives increased operational capacity and expanded student support.

Student Leadership

Student employees and graduate assistants played a key role in operations, outreach, inventory support, and resource promotion. Student leaders represented the Locker at wellness fairs, campus events, and collaborative programs while helping connect students to basic-needs resources.

By the #’s

• 17,640 visits
  • 1,679 unique users served
  • Increase of 493 students served year-over-year
  • 46.75% international student users
  • 150 reusable tote bags distributed
  • $28,500 donor contribution for vehicle
  • $28,000 SGA contribution for vehicle
  • 42 coats, 10 pairs of gloves and additional winter items distributed
  • $5,000 donation received from Empty Bowls

Challenges & Lessons Learned

Staff turnover and inventory management emerged as primary challenges. The Locker responded by creating a volunteer database, strengthening partnerships, and beginning implementation of an inventory management system to improve efficiency and meet growing demand.

WSU Shocker Experience

Overview of the Area

The Shocker Student Experience Program connects WSU Tech students to Wichita State resources, activities, and campus life by providing access to services and opportunities available to fee-paying Shocker Nation participants.

Program Highlights

The program continued supporting WSU Tech students seeking a more connected campus experience. Most participants chose to live in Wichita State residence halls, creating additional opportunities for engagement, belonging, and campus involvement. Participants engaged with the Wichita State community and campus resources while building relationships with peers and strengthening their connection to university life.

New Initiatives / Programs

FY26 introduced plans for resource bags distributed during orientation and a Shocker Student Experience Social Mixer. These initiatives aim to improve awareness of campus resources, strengthen peer connections, and create a welcoming transition experience.

By the #’s

• 15 participants in Fall cohort
• 13 of 15 lived in residence halls
• 17 participants in Spring cohort
• 15 of 17 lived in residence halls
• New resource bag initiative launched
• Social mixer planned for incoming cohorts

Challenges & Lessons Learned

Building meaningful connections between participants, their peers, and campus life remains the program’s primary challenge. Future programming will focus on creating intentional opportunities for connection, engagement, and resource awareness.

STRENGTHS, LEADERSHIP & STUDENT IMPACT

The Strengths, Leadership, & Student Impact area within Student Engagement & Belonging empowers students to discover their talents, develop leadership skills, and create meaningful impact throughout their college experience. Through strengths-based education, coaching, leadership programs, and experiential learning opportunities, the area helps students build self-awareness, confidence, connection, and the skills needed for academic, personal, and professional success.

Leadership Development

Overview of the Area

The Leadership area develops students through intentional learning experiences, applied practice, reflection, and relationship-building. Programs support emerging leaders, experienced student leaders, undecided students, and participants across Student Engagement & Belonging initiatives.

Program Highlights

Flagship programs included hosting leadership programs for the larger campus community including Emerging Leaders and facilitating populations-specific workshops for student leaders and SE&B organizations. Examples include FSL Leaders Bootcamp, PASS sessions, Transition Mentor Training, UBMS Ambassador Training, RSO Summit workshops, Rising Greek Leaders, SAC Retreat, and SGA leadership development programming.

New Initiatives / Programs

New programs included a Lead & Lift Booth, Leadership Luncheon, and a collaboration with ShockerStrengths for Path to Purpose. These initiatives were designed to help students explore pathways, increase awareness of leadership opportunities, and create authentic networking experiences with campus leaders. FY26 remained a year of rebuilding and evaluating current and historical programs to determine the need and interest around leadership-oriented programs.

By the #’s

• 11 students completed Emerging Leaders;
• 360+ students participated in leadership workshops
• 290+ students engaged through supplemental leadership programs and events.

Challenges & Lessons Learned

The greatest challenge this area faced was continuous staff turnover. The functional area has not had continuity in many of the larger or signature programs resulting in cancelations or redeveloping curriculum due to external implications related to the recent DEI legislative decisions/impact. Attendance and engagement remained a challenge. The area responded through improved scheduling, expanded outreach, high-visibility engagement opportunities, and increased integration of leadership development into existing programs. Future priorities include building consistent program identity, solidifying and enhancing current signature programs, expanding partnerships, and growing attendance and engagement.

The ShockerStrengths Initiative

Overview of the Area

ShockerStrengths is a university-wide initiative that empowers students, faculty, and staff to discover and apply their CliftonStrengths to academic, personal, leadership, and career success. The initiative is integrated across orientation, first-year programs, leadership development, student employment, advising, and professional development opportunities.

Program Highlights

Students engaged with strengths through orientation, first-year seminars, coaching, workshops, leadership programs, and co-curricular experiences. The initiative continued expanding strengths-based culture building across campus while strengthening partnerships with Academic Affairs, Human Resources, and Student Engagement & Belonging. Strengths coaching and workshops helped students move from awareness to application of their talents. Students reported increased confidence, self-awareness, belonging, leadership engagement, and ability to articulate strengths in academic and career settings.

New Initiatives / Programs

FY26 introduced Path to Purpose, a strengths-based exploration experience for students considering majors and careers; a Strengths-Based Advising Community of Practice; and development of StrengthsScope, an interactive tool connecting strengths to campus opportunities and success pathways.

Student Impact

ShockerStrengths continues to have a meaningful impact on student development by helping students better understand themselves, build confidence, and recognize the value they bring to their communities. Assessment data consistently shows that participants report increased self-awareness, confidence, and ability to apply their strengths in academic, personal, and professional settings. Students frequently describe feeling more capable, valued, and empowered after learning about their strengths.

The initiative also strengthens students' sense of belonging by providing a shared language for understanding themselves and connecting with others. Students report that understanding their strengths improves relationships, enhances collaboration, and helps them feel more engaged within the Wichita State community.

Beyond self-discovery, ShockerStrengths helps students connect their talents to future success. Participants consistently describe greater confidence in navigating college, pursuing career goals, and leveraging their strengths to achieve meaningful outcomes. Collectively, student feedback demonstrates that ShockerStrengths contributes to increased belonging, engagement, leadership development, persistence, and overall student success.

By the #’s

• 779 completed inventories
  • 648 student inventories
  • 118 faculty/staff inventories
  • 12 third party/guest inventories
• 47 coaching appointments
• 33 workshops, presentations, and facilitations

Challenges & Lessons Learned

Key challenges included moving students beyond strengths awareness into application, scaling services, and navigating organizational transitions. Future priorities include expanded coaching, deeper integration, stronger assessment, and increased strengths application in leadership, academic, and career settings.

CENTRAL OFFICE

The Central Office of Student Engagement & Belonging serves as the foundation that enables our programs, services, and initiatives to thrive. These functions include administrative coordination, fiscal management, marketing and communication, staff development, data-informed assessment, and strategic planning, all working behind the scenes to ensure an efficient, responsive, and student-centered operation. These core supports are not always visible to students, but they are essential to the quality, sustainability, and effectiveness of everything we do. By investing in our people, systems, and strategy, we position Student Engagement & Belonging to meet student needs now and into the future.

Marketing, Communications and Outreach

Overview of the Area

Marketing, Communications & Outreach serves as the communication hub for Student Engagement & Belonging. The area connects students to programs, services, resources, and involvement opportunities through strategic marketing, branding, digital content, social media, print materials, photography, videography, and outreach initiatives. During FY26, the team expanded its capacity through additional student staff and increased its ability to engage students across digital and in-person channels.

Program Highlights

The SE&B Open House served as the team’s signature event, welcoming 136 students and celebrating the first year of the Student Engagement & Belonging rebrand. The team produced more than 1,000 event graphics, hundreds of social media posts, and extensive photography and outreach efforts supporting programs across the department. A new SE&B Press Room was launched to highlight student stories, organizational accomplishments, and department impact. The Shock and Seek social media campaign also increased engagement and digital reach while partnering with ShockerStrengths.

New Initiatives / Programs

A major accomplishment was the launch of the Student Engagement & Belonging Press Room, creating a dedicated platform for storytelling, student success highlights, awards, and organizational achievements. The team also expanded staffing, transitioned ambassadors into paid roles, and implemented new social media engagement strategies and cross-departmental campaigns.

Student Leadership

Student employees served as graphic design interns, photographers, ambassadors, multimedia creators, and social media specialists.

Marketing, Outreach & Communication leadership roles held by students (names and positions):

These students developed career-ready skills through real-world projects while supporting department communications. Student leaders created over 1,000 graphics, managed social media content, photographed events, supported outreach initiatives, and helped connect students with involvement opportunities and campus resources.

By the #’s

• Marketing
  • 1,086 event graphics created
  • 5 video projects completed
  • 33 marketing materials and promotional items produced
• Social Media
  • 480 social media pieces published
  • 533 new Instagram followers gained
  • @WichitaStateSEB social media audience: 2,511 Facebook, 2,919 Instagram, and 2,287 X followers
  • Social Media Account Followers (as of June 25, 2026)

• Outreach & Communications
  • 79 outreach initiatives supported
  • 344 student ambassador volunteer hours
  • 157 staff outreach hours
  • 177 events and requests photographed
  • 282 hours of photography coverage
• Student Engagement
  • 136 students attended the SE&B Open House
  • 96,000 views generated through the Shock and Seek campaign

Challenges & Lessons Learned

The primary challenge was balancing increasing marketing demands with staffing capacity. As request volume grew, the team often operated reactively rather than proactively. Additional staffing helped address this challenge, reinforcing the importance of clear marketing processes, communication expectations, staff training, and long-term campaign planning. Future efforts will focus on strategic storytelling, workflow improvements, and proactive communication planning.

Collaborations & Partnerships

Internal collaboration across student staff and professional staff helped streamline event promotion, content creation and outreach efforts, ensuring stronger visibility for SE&B initiatives.

Collaboration is primarily internal within Student Engagement & Belonging, with strong partnerships across SE&B staff and student groups to support shared programs and initiatives. Key cross-departmental collaboration also occurs with campus partners during major initiatives such as Welcomefest and Welcome Tables, which are outreach campaigns and initiatives led by the marketing team. In spring 2026, the team partnered with the leadership coordinator and Shocker Strengths to support the “Shock and Seek” scavenger hunt, integrating engagement with social media campaigns and student participation efforts. The Shock and Seek collaboration significantly increased student engagement and digital reach, with March social media analytics reaching 96K reel and post views, a 17% increase from February, along with 24 new followers.

Strategic Planning, Assessment, and Retention (SPAR)

Overview of the Area

Strategic Planning, Assessment & Retention (SPAR) supports Student Engagement & Belonging through assessment, data-informed decision making, strategic planning, and retention-focused initiatives. The area leads survey development, data collection, analysis, reporting, and assessment planning while helping the department measure impact, improve programs, and enhance student success.

Program Highlights

FY26 focused on strengthening the department’s use of assessment data, identifying engagement trends, and improving how outcomes were measured and communicated. The area launched the Data Byte newsletter to share key findings, recommendations, and insights with staff, developed standard operating procedures for assessment practices, and created a Power BI dashboard to provide real-time access to departmental data and metrics.

New Initiatives / Programs

Major FY26 initiatives included development of a Power BI dashboard, implementation of survey and assessment incentives, and a shift toward collecting more meaningful and actionable data rather than simply increasing response volume. The area also strengthened organization and consistency through formal assessment procedures and planning processes.

Student Leadership

Without the amazing work and contributions from our graduate assistants, many of these projects and initiatives would not have come to full fruition. They were instrumental in creating innovated approaches, SOP’s, and execution of assessment needs throughout the year. Our Graduate Student Assistants for the area include:

• Avery McLaughlin
• Hasan Ahmed Shaik

By the #’s

• 40+ event surveys distributed
• Approximately 359 respondents to the SE&B Engagement Survey
• 39% retention from fall to spring among tracked participants
• 229 SE&B events assessed and tracked
• 66 Civic Engagement events
• 56 Activities events
• 41 Belonging events
• 28 Academic & Retention events
• 11 Fraternity & Sorority Life events
• 11 Leadership events
• 10 Advocacy events
• 6 Marketing events
• 92 social events and 42 cultural events documented

Challenges & Lessons Learned

The area faced challenges related to limited formalized assessment training, evolving departmental expectations, changes in leadership, and building a sustainable culture of assessment and accountability. These experiences reinforced the importance of consistent processes, staff education, clear expectations, and strategic use of assessment results to support continuous improvement.

ANNUAL AWARDS

Annual Events & Traditions

Shocktoberfest Royalty Awards

Shocktoberfest Awards

Greek Awards

Shocker Leadership Awards

Student of the Year

Student Activities Council Awards

Student Government Association Awards

Lotus of Progress Awards

1. The Lotus of Progress Awards honor individuals who embody the values of solidarity, resilience, and community advocacy in service of the Asian Pacific Islander Desi American (APIDA) community at Wichita State University and beyond. Inspired by APIDA civil rights leaders, these awards celebrate those whose efforts build bridges across cultures, uplift marginalized voices, and promote lasting social change. Presented annually, the awards highlight contributions that reflect the strength and beauty of the lotus flower—growth and leadership arising from adversity. Awards are given in the following categories:

STUDENT LEADERS

Our high-touchpoint student leaders are deeply engaged individuals who consistently partner with

our office, lead major initiatives, and help shape the student experience. This section highlights their

impact and the meaningful connections we’ve built with these key student leaders throughout the

year. Below are the student leaders who served in their roles for the 2025-2026 academic year.

Student Leader Demographic Breakdown

Our Student Engagement & Belonging student leaders continue to demonstrate how meaningful campus involvement and academic success go hand-in-hand. These student leaders continue to strive for excellence in and out of the classroom. Their academic achievement reflects their ability to successfully balance significant leadership roles, time-intensive commitments, and academic rigor.

Their performance reinforces the idea that leadership engagement not only enhances the student experience but can also positively impact academic outcomes. It speaks to the resilience, time management, and goal-oriented mindset that our student leaders consistently exhibit every day.

Moving forward, we will continue to foster environments where student leaders are empowered to thrive academically, personally, and professionally.

EVENT DEMOGRAPHICS

Student Engagement & Belonging held 240 events with a total approximate attendance of 16,166 across our events, programs and services for the year. The table below shows the breakdown of percentage by type of event that we host throughout the year.

At the end of each event, we send surveys to students to garner overall feedback from their experiences. Below shows the Big 3: Organization of an Event, Satisfaction of an Event, Impact of Retention. These averages are based on a score of 5.

Finally, our demographic breakdown highlights the type of student that is attending our events. This is based off ID swipes and registrations of events.

ENGAGEMENT PLATFORMS

1. VolunteerICT is a volunteer management platform that connects Wichita State’s staff, students, and faculty to volunteer opportunities throughout the Wichita area. VolunteerICT is maintained in collaboration with the United Way of the Plains.
2. ShockerSync is the official student organization management platform that allows Recognized Student Organizations to track their membership and leadership positions, plan and market events, organize photos and documents, and manage requests for funding.
3. PlanStreet: is the software used to manage the Shocker Support Locker. It enhances our operations by streamlining customer flow, tracking items at checkout, and managing overall inventory more efficiently. One feature we particularly value is the real-time data collection, which allows us to monitor traffic patterns and operational flow throughout the day. Additionally, the system provides demographic insights, such as identifying the age groups that utilize the Locker most frequently, helping us better tailor our inventory to meet their needs. Most importantly, the reporting feature allows us to identify customers who may need additional support beyond what the Locker provides.
4. SimplyVoting is the official election platform used by the Student Government Association (SGA) to administer campus-wide elections. It provides a secure, user-friendly system that ensures accurate vote counting, protects voter confidentiality, and streamlines the election process. By using SimplyVoting, SGA can run efficient, transparent, and accessible elections that encourage broad student participation and uphold the integrity of the electoral process.
5. Phired Up and Chapter Builder: Phired Up is a company that provides resources and services to fraternities and sororities to help them grow and improve their membership processes. They focus on recruitment, retention, and overall organizational development, offering training, consulting, and technology solutions. From the partnership our office has with Phired Up we have access to Chapter Builder which is a relationship management platform designed for fraternities and sororities to streamline their recruitment and growth processes. It acts as a CRM, helping chapters manage potential new members, track relationships, and improve overall recruitment efficiency.

COMMITMENT TO THE FUTURE

As we look ahead to the 2026–2027 academic year, Student Engagement & Belonging remains steadfast in our mission to create a campus environment where every student feels connected, empowered, and seen. Our commitment to the future is grounded in both reflection and ambition, building on what we have accomplished while boldly reimagining what is possible for the student experience at Wichita State.

In the coming year, we will deepen our impact by focusing on four key priorities:

• Elevating Belonging as a Campus-Wide Responsibility: We will expand our reach through partnerships across academic and administrative units to embed belonging into every corner of campus life, creating shared ownership for cultivating student belonging and affirming experiences.
• Strengthening Organizational Sustainability: Through investments in staff development, process innovation, and financial stewardship, we will build stronger internal systems that support long-term growth and responsiveness to student needs.
• Amplifying Student Voice and Leadership: We will continue to uplift student agency through governance, peer leadership, and programmatic influence, ensuring students are not just recipients of services but drivers of change and innovation.
• Telling Our Story with Purpose: We are committed to strengthening our storytelling efforts to better capture and communicate the impact of our work, elevating student successes, fostering transparency, and increasing visibility across the institution.

At the heart of our vision is a deep belief in the transformative power of community. As we enter this next chapter, we do so with energy, clarity, and an unwavering commitment to shaping a student experience that is bold, belonging-centered, and built for the future.