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Strategic Enrollment Plan

Our Strategic Enrollment Plan

A strategic enrollment plan identifies mission-critical goals for enrollment and outlines the strategies to achieve them. At the direction of the president, a team of faculty, staff, and administrators from all university divisions create CWU's Strategic Enrollment Management Plan, branded Destination 2025. This cross-divisional plan supports new student recruitment, diversity & inclusion, and retention, persistence, and degree completion.

The following provides an overview of the current stategies, activities, and projects in place for the 2020-2021 academic year.

  • Destination 2025 Implementation Overview

    The Destination 2025 strategic plan officially launched at the February 22 Kick-Off Reception. President Gaudino shared the vision for the future of strategic enrollment management at Central, while VP Hibbard, VP Cleary, and VP Franken provided an overview of each of the Destination 2025 goals.

    Year One Overview

    The year one implementation plan launched with a strong start before facing significant external challenges. The team had to pivot early in 2020 due to the COVID-19 pandemic: 30 activities were added or altered to address the uncertainty of the virus and prepare for an all-online spring quarter. Here are some highlights:

    • Increased outreach to personally contact every student registered for classes

    • Reforming the Student Success Center to provide online tutoring

    • Changing policies that enabled students to continue their academic progress and success

    • Providing equipment and technology to students who lacked online access

    • Setup virtual tours, meetings and collaborations

    In addition to the COVID response activities that were added, progress continued to be made on the original plan.

    Year Two Overview

    The planning for Year two began in July 2020 using the same three objectives. New initiatives were constructed to adjust for the current landscape. There is an increased focus on online services, CWU Centers and transfer students that will be a significant avenue for enrollment recovery. 

    The Year Two plan contains a 24% increase over Year One plan. This is largely due to an increase in the initiatives and projects with multiple measures.  Some of the key activities that are planned for Year Two include:

    • Expand online experience, communications, and presentations

    • Build stronger partnerships with community colleges

    • Increase outreach to prospective students and applicants

    • Diversify recruitment channels

    • Create an environment for students to feel welcome and included

    • Develop relationships with community leaders

    • Connect students with existing resources

    • Develop a comprehensive student communications plan

    • Continue development of the Transfer Center

    • Implement a new advising model

    For more details on the Year 1 accomplishments or the Year 2 goals, please view the full PDF document here. Updates on Year 2 progress will be posted to this site and on Central Today on a quarterly basis.

  • Destination 2025 Quarterly Updates

    The end of the Fall 2020 quarter finds us well underway with Year Two implementation of Destination 2025, our 5-year strategic enrollment plan. Even with COVID, we had some great progress on the planned efforts and improved our capabilities to support the plan as we move forward. The Year Two plan follows the same methodology of collaborative groups working to meet our three objectives:

    1. Increase new undergraduate student enrollment from 3504 in Fall 2018 to 4532 in Fall 2025.
    2. Increase the enrolled percentage of TUSGs from 37% in Fall 2018 to 44% by Fall 2025.
    3. Increase student success by improving retention and time-to-completion metrics.
      1. Increase full-time first-year retention rate to 80%
      2. Increase new transfer one-year persistence rate to 85%
      3. Decrease avg time-to-degree for first-time full-time students from 17.6 to 16 terms
      4. Decrease avg time-to-degree for transfer students from 10 to 8.7 terms

    Representation across all divisions support the planning and implementing process. Workgroup members include:

    Workgroup 1 - Enrollment

    Workgroup 2 - Diversity

    Workgroup 3 – Stdt Success

    Workgroup 4 - Projections

    • Andres Moreno Benito
    • Abby Chien
    • Aaron Brown
    • David Pena-Alfaro
    • Chad Schone
    • Andres Moreno Benito
    • Bernadette Jungblut
    • Donovan Conley
    • Della Gonzales
    • Bernadette Jungblut
    • Elvin Delgado
    • Ediz Kaykayoglu
    • Ediz Kaykayoglu
    • Jeff Stinson
    • Gail Mackin
    • Gail Mackin
    • Josh Hibbard
    • Josh Hibbard
    • Gregg Heinselman
    • Joel Klucking
    • Joy Fuqua
    • Kandee Cleary
    • Jeffery Dippmann
    • Josh Hibbard
    • Lauren Hibbs
    • Sathy Rajendran
    • Josh Hibbard

     

    • Megan McConnell
    • Sigrid Davison
    • Joy Fuqua

     

    • Myndee Ronning

     

    • Lauren Hibbs

     

    • Taggart Archibald

     

    • Megan McConnel

     

    • Teri Olin

     

    • Sathy Rajendran

     

     

     

    • Walter Szeliga

     

     

    The Year Two plan builds on the successes of the Year One plan. Additional focus is placed on enhancing online and remote services and expanding University Center, Online, and and transfer student recruitment, support, and services.

    Key Activities include:

    • Expand online experience, communications & presentations  

     

    • Build stronger partnerships with community colleges
    • Increase outreach to prospective students and applicants

     

    • Diversify recruitment channels
    • Create an environment for students to feel welcome and included

     

    • Develop relationships with community leaders
    • Connect students with existing resources
    • Develop a comprehensive student communications plan
    • Continued development of the Transfer Center
    • Implement a new Advising model

    A downloadable version of the Fall 2020 update is available here.

  • Objective #1 - Increase New Student Enrollment

    Objective 1 - Increase New Student Enrollment

     

    Strategy 1

    Develop CWU's next generation marketing, recruitment, and campus visitation plans that expand our first-year student market share into new geographical areas while maintaining current market share. Use pre-college programs (e.g. Running Start, Game On!) as recruiting pipelines.

     

    Strategy 2

    Develop a specific, transfer student enrollment approach. For transfer students bound for the Ellensburg campus, create a seamless transfer transition experience. For transfers headed to a Center or the Sammamish sites, partner with community colleges and corporations to create programming that meets the unique needs of place-bound students.

     

    Strategy 3

    Target recruting for ready-to-grow majors well-suited for first year and degree completer student growth. Enhance existing programs and add new programs that meet market-demand and result in increased market-share.

     

    Strategy 4

    Centers enrollment: Establish CWU University Centers as the "go-to" choice for time and place bound degree completers, including international students. Increase international student enrollment and market share for international online programs and from the community colleges in the Seattle area.

     

    Strategy 5

    Use the operations and delivery of financial aid to optimize students' ability to enroll and pay for college. Focus on improving the student experience, especially in the timely completion of need-based aid requirements.

  • Objective #2 - Increase TUSG Enrollment

    Objective 2 - Increase Traditionally Under-Represented Student Groups (TUSG) Enrollment

     

    Strategy 1

    Develop a comprehensive plan to engage in outreach to communities of color, and engage enrolled TUSGs.

     

    Strategy 2

    Tailor recruitment and communication strategies to particular TUSGs. Ensure marketing materials and University websites reflect the ethnic diversity we seek. Pay attention to the needs of parents of TUSG and first generation students.

     

    Strategy 3

    Identify top secondary schools with significant TUSG populations and direct recruitment resources to these areas, focusing on building strong relationships with these schools, their principals, counselors and faculty, especially any who are CWU alumni.

     

    Strategy 4

    Create a community advisory panel of TUSG educators and other community members to serve as a sounding board for CWU's recruitment and engagement strategies and to help the University identify opportunities to connect with under-represented communities in Washington.

     

    Strategy 5

    Engage faculty to recruit new TUSG students to specific majors where underrepresentation is most prevalent.

     

    Strategy 6

    As opportunities to fill vacant positions arise, ensure that the recruiting staff of CWU represents the diversity of the students we seek.

     

    Strategy 7

    During first-year onboarding, identify student sin need of resources and offer a net work of services, e.g. appreciative advising, financial aid navigation assistance, and cultural community connection.

     

    Strategy 8

    In future academic years, hire more faculty who represent the diversity we seek.

     

     

  • Objective #3: Increase Retention, Persistence, and Completion

    Objective 3 - Increase Retention, Persistence and Completion

     

    Strategy 1

    Develop a comprehensive plan for student learning, development and success.

     

    Strategy 2

    Strengthen policy pertaining to first year and new transfer student success and ensure that policy is followed. Identify and remove policies and practices impeding student progression.

     

    Strategy 3

    Transfer student onboarding: build strong connections with, and networks within, the CWU community specific to transfer students.

     

    Strategy 4

    Modernize student realated workflow and processes, and remove barriers to success.

     

    Strategy 5

    Use and enforce conditional admissions requirements, including early completion of development coursework.

     

    Strategy 6

    Consider factors beyond academic success when improving retention, such as meeting financial need, and engagement with the university experience.