Strategic Goals
Our strategic goals are the results or outcomes that we intend to achieve during the six-year strategic planning period. Each goal contains a strategic initiative that aligns with our core values to help translate our goals into practice.
Strategic Goal 1: Student Success and Completion
Provide students with necessary engagement, experiences, and support.
Goal 1 Strategies
- 1.1 - Provide the experiences, facilities, and environment for healthy student development and growth
- 1.2 - Recruit, engage, support, and retain students, faculty, and staff from underrepresented populations through programming and institutional practice
- 1.3 - Implement Student Success Initiatives that drive degree completion
| # | Metric | Baseline (2024) | 2026 Target | 2026 Stretch Target |
|---|---|---|---|---|
| 1.A | Percent of students who rate WSC experience as excellent or good | 85% | Maintain | Maintain |
| 1.B.1 | Freshman to Sophomore Retention: All Freshmen | 73% | 74-75% | 76% |
| 1.B.2 | Freshman to Sophomore Retention: Pell-eligible freshmen | 62% | 64% | 65-66% |
| 1.B.3 | Sophomore to Junior Retention: All Sophomores | 62% (2021 cohort) | 63-64% | 65-66% |
| 1.B.4 | Sophomore to Junior Retention: Pell-eligible Sophomores | 48% (2021 cohort) | 50% | 51-52% |
| 1.C.1 | Undergraduate Degree Completion in 6 years or less: Full time degree seeking undergraduates | 56% | Maintain | 57% |
| 1.C.2 | Undergraduate Degree Completion in 6 years or less: Pell-eligible full-time degree seeking undergraduate students | 41% | 42-43% | 44-45% |
| 1.D | Participation in Campus Organizations (recognized student organizations, intercollegiate sports, college club sports, auxiliary programs, and intramurals) | 3,649 | 3,700 | Maintain |
| 1.E | Percent of faculty and staff of color | 5% | 6% | 8% |
| 1.F | Student Focused Space- Non-Academic Capital Projects Budget (2 year total) | $18.8M (7 yr total) | $46.5M | N/A |
Strategic Goal 2: Student Learning and Academic Quality
Deliver high-quality academic programs and co-curricular programs.
Goal 2 Strategies
- 2.1 - Identify and assess the need for undergraduate and graduate academic programs to meet the interests and goals of our students
- 2.2 - Improve delivery of courses and programs across all modalities and identify areas for future development
- 2.3 - Maintain external accreditations of programs and intentionally apply accreditor recommendations as appropriate to the mission of the institution
- 2.4 - Evaluate, create, and improve domestic and international opportunities for student cultural experiences
- 2.5 - Ensure academic facilities and technology appropriately support teaching and learning
- 2.6 - Ensure faculty and staff have appropriate credentials, training, and assignments to provide quality instruction
| # | Metric | Baseline (2024) | 2026 Target | 2026 Stretch Target |
|---|---|---|---|---|
| 2.A | Student to faculty ratio (X:1) | 19:1 | 20:1 | Maintain |
| 2.B | Percent of faculty with terminal degree | 82% | 84% | 85% |
| 2.C | Student to staff ratio (X:1) | 10:1 | Maintain | Maintain |
| 2.D | Percent of faculty participating in college-sponsored professional development | 51% | 60% | 65% |
| 2.E | Student focused space-academic capital projects budget (2-year total) | $48.5M (7 yr total) | $22M | N/A |
| 2.F | Number of specialized accreditations | 7 | Maintain | 8 |
| 2.G | Participation in academic co-curricular programs (Honors, Service Learning, NENTA, Band, Choir, Newspaper, Noyce Wise, Radio) | 1,051 | 1,100 | 1,200 |
| 2.H | Number of students participating in experiential learning | 705 | 855 | 900 |
| 2.I | Effective Teaching Practices (NSSE Seniors Plains/Public Cohort) | No Significant Difference | Maintain | Significantly Higher |
Strategic Goal 3: Regional and Economic Impact
Serve as a driver for economic development and provide opportunities for social and cultural enrichment.
Goal 3 Strategies
- 3.1 - Identify and establish partnerships and academic programs to facilitate educational and career paths for students that meet regional needs
- 3.2 - Expand WSC’s economic impact in Nebraska by developing and expanding the connections between students, industry, and businesses
- 3.3 - Expand the arts, cultural, and athletic influence of the institution by hosting events throughout the region
| # | Metric | Baseline (2024) | 2026 Target | 2026 Stretch Target |
|---|---|---|---|---|
| 3.A | Overall undergraduate resident completer placement in Nebraska | 83% | 84% | 85% |
| 3.B | Undergraduate resident completer placement in target workforce areas | 87% | 90% | Maintain |
| 3.C | Total non-degree seeking enrollment | 1,135 | 1,150 | Maintain |
| 3.D | Enrollment in signature programs with high school, community college, and university partners | 216 | 230 | 250 |
| 3.E | Degrees and other awards conferred | 1,000 | Maintain | Maintain |
| 3.F | Total WSC economic impact | $264.8M | $270M | $278M |
Strategic Goal 4: Access and Affordability
Provide students with access to affordable undergraduate and graduate programs.
Goal 4 Strategies
- 4.1 - Engage and prepare all students to earn a degree or certificate with timely completion
- 4.2 - Be informed and responsive to shifting demographics
- 4.3 - Articulate the value of a Wayne State College education
- 4.4 - Equitably provide students with fiscal and non-fiscal resources that drive affordability and financial literacy
- 4.5 - Remove barriers and streamline student processes and services to improve prospective and returning student enrollment
| # | Metric | Baseline (2024) | 2026 Target | 2026 Stretch Target |
|---|---|---|---|---|
| 4.A.1 | Degree-seeking students | 3,672 | 3,800-3,820 | 3,830-3,900 |
| 4.A.2 | Incoming Freshmen | 731 | 750-800 | 801-825 |
| 4.A.3 | Incoming transfers | 200 | 220 | 230 |
| 4.A.4 | Degree-seeking graduate students | 601 | 660 | 675 |
| 4.A.5 | Dual credit students | 863 | 870 | Maintain |
| 4.B | Percent Pell-awarded students | 37% | 38% | 40% |
| 4.C | Median undergraduate debt at graduation (all loans excluding Parent Plus loans) | $19,980 | $19,500 | Maintain |
| 4.D | Student unmet need | $1,545 | Maintain | Maintain |
| 4.E.1 | Scholarship impact: Scholarship recipients | 2,163 | 2,175 | Maintain |
| 4.E.2 | Scholarship Impact: Amount awarded | $5.8M | $6.5M | $7M |
Strategic Goal 5: Financial and Operational Sustainability
Effectively manage resources to secure Wayne State’s long-term stability.
Goal 5 Strategies
- 5.1 - Increase campus use of renewable energy sources and enhance recycling efforts
- 5.2 - Be good stewards of institutional funding sources including federal, state, and private grants to support initiatives
- 5.3 - Collaborate with the foundation to raise dollars through donor funds and other philanthropic donations.
- 5.4 - Establish and refine institutional operations and processes that promote efficiency and effectiveness
| # | Metric | Baseline (2024) | 2026 Target | 2026 Stretch Target |
|---|---|---|---|---|
| 5.A | Renewable energy projects (# of initiatives in the last 5 years) | 10 | 10 | 11 |
| 5.B.1 | External Funding Sources: Grant funds awarded from state and federal sources (non-aid) | $943,536 | $1.2M | $1.5M |
| 5.B.2 | External Funding Sources: Funds disbursed from WS Foundation for non-scholarships | $2,210,860 | $3M | $3.2M |
| 5.B.3 | External Funding Sources: Scholarships disbursed annually through WS Foundation | $1,941,785 | $2.5M | $2.7M |
| 5.C | Spending per degree | $72,245 (FY21) | $68,000 | Maintain |
| 5.D | Institutional Process Improvement and Efficiency Projects (Annually - In Progress) | N/A | 3 | 5 |