Enrollment Management Implementation Plan

Mission Alignment

This implementation plan helps advance Fairmont State University’s mission by enrolling and graduating students whose values align with those articulated in the Strategic Vision, fostering a cohesive and purpose-driven academic community. This plan also promotes transformational impact by expanding access to curricular and co-curricular opportunities for their academic and personal growth. Finally, this plan supports student opportunities and growth by seeking to achieve their academic success and individual potential for lifelong success.

Lead Unit:

Enrollment Management

Collaborating Units:

Academic Affairs
Athletics
Communication, Marketing, and Creative Services
Finance and Administration
Office of Global Engagement
Information Technology
Institutional Research and Effectiveness
Student Affairs

Objective 1

Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027.

Priorities Supported:

P1.1 Outstanding Academic Programs

P1.3 Exceptional Student Experiences

P1.5 Career and Life Preparations

P3.1 Up-to-date Facilities and Abundant Opportunities

P3.5 Serve as Stewards of Place

Key Results:

KR1.1 Fall 2026 undergraduate headcount >2,900 students.

KR1.2 Fall 2026 graduate headcount >260 students.

KR1.3 Fall 2026 total headcount >3,700 students.

Objective 2

Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027.

Priorities Supported:

P1.1 Outstanding Academic Programs

P1.3 Exceptional Student Experiences

P2.1 Compensate Employees Competitively

P2.4 Clear Career Paths

P3.1 Up-to-date Facilities and Abundant Opportunities

Key Results:

KR2.1 Maintain competitive pricing structure with primary competitive peer institutions, starting in Fall 2025.

KR2.2 Increase net revenue 5% by Fall 2026.

KR2.3 Achieve a yield of >25% for new students by Fall 2027.

KR2.4 Achieve first-time freshman retention rate of >70% by Fall 2027.

Objective 3

Reduce gaps between student importance|satisfaction score variables against top peers 25% by Summer 2028 (from the baseline established in Spring 2026).

Priorities Supported:

P1.2 Wrap-Around Student Support

P1.3 Exceptional Student Experiences

P1.4 Consistent Student Processes

P2.5 Positive Organizational Culture

P3.1 Up-to-date Facilities and Abundant Opportunities

Key Results:

KR3.1 Decrease the gap in the top 3-5 student satisfaction inventory items at least 50% by Spring 2028.

KR3.2 Achieve an annual spring to fall return rate of > 90% of eligible to enroll undergraduates beginning Fall 2026.

Objective 4

Increase the fall-to-fall first-time freshman (FTF) retention rate from 68% in Fall 2024 to 73% by Fall 2027.

Priorities Supported:

P1.2 Wrap-Around Student Support

P1.4 Consistent Student Processes

P1.5 Career and Life Preparations

Key Results:

KR4.1 Achieve annual fall to spring FTF retention of >88% by Spring 2026.

KR4.2 Achieve an annual rate of 85% of FTF students with a GPA of > 2.75 by Fall 2027.

KR4.3 Achieve an annual FTF outstanding balance rate of <10% between Spring and Fall by Fall 2027.

Objective 5

Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028.

Priorities Supported:

P1.1 Outstanding Academic Programs

P1.2 Wrap-Around Student Support

P3.4 Cultivate Alumni Connections

P3.5 Serve as Stewards of Place

Key Results:

KR5.1 Maintain <7% attrition between the 2nd to 3rd year of undergraduate enrollment annually, starting in Fall 2025.

KR5.2 Increase re-enrollment of lost matriculates by 10% by Fall 2027.

KR5.3 Maintain an undergraduate return rate between Spring and Fall of >88% for eligible to enroll current students annually, starting in Fall 2026.

KR5.4 Increase four-year undergraduate graduation rate by 3% over the three-year average of 40%.

Budget Summary:

Strategic Investments

(One-time expenses approved by the Board)

Years	Items	Total	Supported Objectives
2025-28*	Slate Consultancy, Enroll ml, The College Tour, Niche, Direct Application	$650,000	Objectives 1, 2, 3, 4, & 5

*Strategic Investments approved at the June 15, 2025 Board of Governors meeting.

Incremental Operational Funding – Preliminary

(Additional budget to cover recurring expenses)

Years	Items	Total	Supported Objectives
2025-26*	Increased Pool Development, Additional Marketing Staff	$290,000	Objectives 1, 2, 3, & 5
2026-27†	Improved collateral to generate increased pool	$50,000	Objectives 1, 2, 3, 4, & 5
2027-28†	Support recruitment increases	$50,000	Objectives 1, 2, 3, 4, & 5

*Operating funds approved at the June 15, 2025 Board of Governors meeting.
†Estimate of additional operating funds to be requested.