WSC Strategic Plan 2022-2028

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

 

Office of the President

Dr. Marysz Rames

Address: Hahn Administration Building, Room 217, 1111 Main St., Wayne, NE 68787

Telephone: 402-375-7200