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 2019-2020 academic year.
Destination 2025 Implementation Updates
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.
Overall, the year one implementation plan is off to a great start, with 24 projects and initiatives complete and 78 in progress. Click here for more details - please note that CWU log in credentials will be required to view the document.
Objective #1 - Increase New Student Enrollment
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.
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.
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.
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.
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
Develop a comprehensive plan to engage in outreach to communities of color, and engage enrolled TUSGs.
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.
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.
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.
Engage faculty to recruit new TUSG students to specific majors where underrepresentation is most prevalent.
As opportunities to fill vacant positions arise, ensure that the recruiting staff of CWU represents the diversity of the students we seek.
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.
In future academic years, hire more faculty who represent the diversity we seek.
Objective #3: Increase Retention, Persistence, and Completion
Develop a comprehensive plan for student learning, development and success.
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.
Transfer student onboarding: build strong connections with, and networks within, the CWU community specific to transfer students.
Modernize student realated workflow and processes, and remove barriers to success.
Use and enforce conditional admissions requirements, including early completion of development coursework.
Consider factors beyond academic success when improving retention, such as meeting financial need, and engagement with the university experience.