Strategic Plan

S.E.E the Vanguard Vision: Strengthen. Expand. Elevate.

Strategy 1: 

Create an enrollment management plan that focuses on reducing the gray box* by targeting recruitment of recent high school graduates and adults without college credentials.

• Target: Increase the ASU-Beebe college going rate of high school seniors in the six-county service area from 12% to 17%.

The college going rate decreased to 10% in year one. In year two, it increased to 11%.

• Target: Increase unduplicated annual headcount enrollment from 4,027 to 5,000.

In year one, unduplicated annual headcount enrollment increased to 4,389.

*The gray box refers to Arkansas high school graduates who did not matriculate to a higher education institution the fall semester following their graduation and/or Arkansas adults who have not attended higher education or who have some college but no certificate or degree.

Initial initiatives:

• Expand methods for delivering need-to-know information to potential students.
• Orchestrate interactions with potential non-traditional students within the community.
• Increase college funding opportunities for non-traditional students.

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Strategy 2: 

Increase awareness of programs and the paths to their completion.

• Target: Increase the number of annual program applications for first-time ASU-Beebe students from 2,157 to 2,600.

In the first year, The number of program applications increased to 2,270.

• Target: Increase the number of annual FAFSA applications from 3,773 to 4,000.

In year one, the number of annual FAFSA applications increased to 4,055, exceeding the target by 55 applications.

Initial initiatives:

• Develop strategies to offer start-to-completion college and financial planning for high school students and their families.
• Expand efforts to supply promotional materials to potential non-traditional students that effectively communicate the affordability and value of a degree at ASU-Beebe.
• Provide open houses for all programs and divisions.

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Strategy 3: 

Create comprehensive pathways for student support and engagement from enrollment to completion.

• Target: Increase fall-to-spring persistence rates from 77% to 80%.

The fall-to-spring persistence rate decreased to 76% in year one, but increased back to 77% in year two.

• Target: Increase fall-to-fall retention rates from 57% to 60%.

The fall-to-fall retention rate increased spring persistence rate decreased to 62% in year one.

• Target: Increase the annual number of credentials from 1361 to 1800.

In year one, the number of credentials awarded increased to 1,379.

Initial initiatives:

• Design a comprehensive on-going advisor training program.
• Expand access to comprehensive mental health counseling services across campuses.
• Develop a parent and family engagement program.

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Strategy 4: 

Ensure a smooth transition to transfer institutions.

• Target: Reach a goal of 75% of students reporting satisfaction with “Transfer Services” on the Graduate Exit Survey.

The percentage of students satisfied with Transfer Services increased to 89% in year one and 93% in year two, exceeding the target of 75%.

• Target: Increase the percentage of students on the transfer track who successfully transfer within one year after graduation from 65% to 72%.
  

In year one, the percentage of students transferring within one year remained at 65%.

Initial initiatives:

• Increase articulation agreements with transfer institutions.
• Enhance strategies to communicate transfer information early in the educational path.
• Design and offer early individualized planning.
  

Strategy 5: 

Enhance career services and job placement.

• Target: Reach the goal of 75% of students reporting satisfaction with “Career Services/Job Placement” on the Graduate Exit Survey.

Initial initiatives:

• Expand career planning services for entering students.
• Increase experiential learning opportunities.
• Enhance career placement services.

• Target: Increase alumni contacts from 3,000 to 11,000.
  

In year one, the number of alumni contacts increased to 4,364.

• Target: Become a workforce training provider for 20 new business and industry partners.
  

• Target: Increase the number of Partnerships of Value* by 20.

In year one, the number of new partnerships increased to 15.

*Partnerships of value are partners who provide monetary support, scholarships, material or equipment donations, or hire five or more of our graduates annually.

• Target: Reach an ASU-Beebe annual volunteer/community engagement goal of 10,000 hours.
  

In year one, the number of volunteer hours was 1,404.

• Target: Reach an annual donor giving goal of $300,000.
  

In year one, the annual giving was $195,000.

• Target: Increase unduplicated annual headcount enrollment from 4,027 to 5,000.
  

In year one, unduplicated annual headcount enrollment increased to 4,389.

• Target: Increase website annual interactions from 207,000 to 500,000.
  

In year one, the website interactions increased to 262,000.

• Target: Reach 85% onboarding satisfaction on the One-Month New Employee Survey.
  

In the first year, a survey was created and results are being collected.

• Target: Reach 85% onboarding satisfaction on the One-Year New Employee Survey.

In the first year, a survey was created and results are being collected.

• Target: Increase positive rating of “Job Satisfaction and Support” by employees from 75% to 80% on the Great Colleges to Work For survey.
  

In year one, the positive rating of Job Satisfaction and Support increased to 77%.

• Target: Increase positive rating of “Professional Development” by employees from 68% to 80% on the Great Colleges to Work For survey.

In year one, the positive rating of Professional Development remained at 68%.

• Target: Increase positive rating of “Performance Management” by employees from 56% to 70% on the Great Colleges to Work For survey.
  

In year one, the positive rating of Performance Management increased to 61%.

• Target: Increase positive rating of “Communication” by employees from 65% to 80% on Great Colleges to Work For survey.
  

In year one, the positive rating of Communication increased to 69%.