Action Project - Strategically Manage New Enrollment Opportunities: Kansas Turnpike Corridor and Hispanic Initiative

1. Description

Fort Hays State University’s primary service area is the 66 counties of western and north central Kansas, most of which have experienced population decline for many years. Growth in southwest Kansas can be attributed to the rapidly increasing Hispanic population, up from 6% to 13% of the total population within the last decade. FHSU has made it a critical mission to recruit and retain Hispanic students, both on campus and through our Virtual College. FHSU also seeks to increase its brand awareness and market reach in the counties along the Kansas Turnpike since the majority of the state’s population growth is occurring in the eastern part of the state. These strategies should ensure stable growth for FHSU for many years to come as we continue to meet the needs of all Kansans.

2. Related AQIP Categories

Primary 1-Helping Students Learn
Related 3-Understanding Students' and Other Stakeholders' Needs
Related 6-Supporting Institutional Operations
Related 9-Building Collaborative Relationships

3. Rationale for Action

The following reasons represent the basic rationale for working through this project: 1) Rapid increase in Hispanic demographic in SW Kansas; 2) Continued population decline in western Kansas; 3) Steady growth of the VC without supplanting the traditional student market; 4) Significant commitment toward Hispanic recruitment; and 5) Improved brand awareness in service area, good marketing of appealing programs.

4. Areas Affected

The following areas of the university are most likely to impacted by this action project: 1) Registrar, Admissions, Financial Aid, Student Fiscal Services; and 2) Virtual College, academic colleges and all departments.

5. Processes Affected

The following processes (referenced by AQIP category) will be impacted through this action project: 1P5, 1P6, 3P1, 3P2, 3P5, 6P1, 6P2, 6P3, 9P1, 9P2, 9P3.

6. Process Measures

Monitoring will be ongoing. Bi-weekly Student Affairs Council and monthly Council for Institutional Effectiveness meetings provide a launch point to discuss problems. Close monitoring by project champions will provide necessary oversight. Annual monitoring is assured due to the convergence between this project and our KBOR Performance Agreement reporting process.

7. Outcome Measures

The following gross measures of effectiveness will be employed: 1) Number of commit, accept, and enrolled students; 2) Amount of scholarship monies accepted; 3) Retention and graduation rate of selected demographic; and 4) General feedback on NSSE.

8. Keeping Focus

A four-year timeframe seems appropriate given the need to plan, implement, and influence student learning beginning in the freshman year. Given the target groups involved, change within these market sectors is slow and will take methodical attention. In addition, this project aligns with our four year Performance Agreement through the Kansas Board of Regents.