Winston-Salem State University
Five-year Goals and Associated Interim Benchmarks
In January 2017, the Board of Governors of the University of North Carolina unanimously approved Higher Expectations, a five-year Strategic Plan for the UNC System. The Plan calls on the UNC System to achieve ambitious goals in access, student success, affordability and efficiency, economic impact and community engagement, and institutional excellence and diversity.
Progress on these goals and metrics will be achieved through the hard work and commitment of institutional leaders, faculty, and staff. In that spirit, Winston-Salem State University has identified these contributions that Winston-Salem State University aspires to make to the UNC Strategic Plan over the next five years.
By 2021-22, WSSU will produce 711 low-income graduates, an increase of 23.7% (136 additional low-income completions over a base of 575).
From WSSU: The university recognizes that the cumulative disadvantages resulting from historical race and class inequities converge to limit not only access to higher education but also the ability to succeed once in college. To achieve this metric, the university will continue its work toward allocating resources to students who have financial and cultural obstacles limiting their ability to fully engage their education. Academic support services will be enhanced to improve successful course completion rates and comprehensive advising will help students progress from entry through graduation. The university has joined Educational Advisory Board’s Student Success Collaborative to use powerful data analytics to drive customized support messages to and activities for individual students.
By 2021-22, WSSU will produce 455 rural graduates, an increase of 13.2% (53 additional rural completions over a base of 402).
From WSSU: Students from rural counties in North Carolina encounter many of the same challenges facing our low-income students. Many of the same measures in Priority Metric 1 will be implemented to assist students who are from one of the 80 Tier 1 or 2 counties in the state.
Five-year Graduation Rates
By 2022, WSSU will improve its five-year graduation rate from any accredited institution to 52.2%. This is an improvement over a base of 45.2% for WSSU’s 2010 cohort.
From WSSU: WSSU is rolling out a series of interactive tools such as Grades First (an early warning system), Upswing (an online 24-hour tutoring program), FOCUS 2 (a career exploration and planning resource), Guidebook (a mobile app), Superstrong (a web-based career planning assessment tool), My Foundation Lab (a web-based tool to enhance basic skills), Igrade (an online money management tool), and Admit Hub (a personalized text messaging tool). All of these are designed to assist modern students as they progress through their academic programs.
Achievement Gaps in Undergraduate Degree Efficiency
By 2021-22, WSSU will reduce by 50% the achievement gap in undergraduate degree efficiency among male students.
From WSSU: WSSU is working to implement new technologies that allow for early identification of at-risk students. Using analytics, advisors will be able to tailor their approaches according to individual need. The tool (EAB Success Collaborative) will also allow the university to identify where programs have barriers to completion, which majors have the most students at risk of not graduating, which interventions make the greatest impact, and how support resources can be maximized. This technology, paired with the university’s high-touch student success model, should yield significant reductions in the achievement gap between male and female students.
By 2021-22, WSSU will produce 1,108 critical workforce credentials, an increase of 31.9% (268 additional critical workforce credentials over a base of 840).
From WSSU: To produce more graduates in educator preparation, STEM, and health sciences, the university must increase enrollments in these programs. The need to revitalize the education majors both with enrollments and graduates is an objective in the WSSU Strategic Plan.
By fall 2021, WSSU will enroll 2,940 low-income students, an 8.0% increase over 2015 levels (218 additional low-income students over a base of 2,722).
From WSSU: WSSU currently enrolls a high number of low-income students. Recruiters will engage students on a personal level and help them envision WSSU as a school that offers great value and that they can afford to attend. Digital marketing, follow-up messaging, invitations to on-campus tours and open houses, and other strategic activities will target interested students, encouraging them to choose WSSU and offering assistance through the enrollment and financial aid processes.
By fall 2021, WSSU will enroll 1,571 rural students, a 6.1% increase over 2016 levels (90 additional rural students over a base of 1,481).
From WSSU: Recruiters will be assigned to territories in North Carolina, engaging rural students in counties and high schools that have not typically sent a lot of students to WSSU, on a personal level and helping them envision WSSU as their school of choice. Once a student is interested, digital marketing, follow-up messaging, on-campus tours and open houses, and other strategic activity will be used to drive students to apply, complete the enrollment process, and choose WSSU as their new university and home.
By 2021-22, WSSU will receive $11,037,286 in research and development sponsored program and licensing income, an increase of 5.0% ($523,582 additional over a base of $10,513,704).
From WSSU: WSSU hopes to maintain our position through research in the hard and social sciences and increase our work in the health sciences. The centers for Excellence in the Elimination of Health Disparities and the Study of Economic Mobility will engage researchers in projects that will lead to increased grant acquisition.
Undergraduate Degree Efficiency
By 2021-22, WSSU will improve its undergraduate degree efficiency to 24.9 over a base of 22.4.
From WSSU: WSSU is one of four institutions participating in a Teagle Foundation and American Association of Colleges and Universities-funded project to create a more coherent and efficient curriculum across undergraduate majors. Clarity and intention in the curriculum improves learning productivity at reduced costs both for students and the university. Streamlining efforts help students see clearer pathways toward graduation and may include the following strategies: adjusting course requirements for graduation; eliminating or not requiring non-essential courses; and addressing issues with courses with high-failure, which that tend to prevent students from progressing into high demand majors.