Goal 1
Expand Awareness of Missouri State University-West Plains
Strengthen MSU-West Plains’ visibility, reputation, and community engagement to drive enrollment growth and institutional cohesion.
Strategy 1
Implement marketing practices that improve the reach and consistency of messaging
and more precisely target audiences and improve brand awareness.
Desired Outcomes
- Outcome 1.1:
- By September 2026, a five-year marketing plan will be established and implemented with its own goals, strategies, and key performance indicators.
- Outcome 1.2:
- By June 2027, a coordinated system will be implemented to track prospective student touchpoints and attribute inquiries and applications to specific marketing efforts.
- Outcome 1.3:
- By November 2027, the average of monthly new users visiting the MSU-West Plains website will increase by 15%, from the baseline of 8,000 in 2026 to 9,200, with a yearly target goal thereafter of 10-15% improvement over the previous year.
- Outcome 1.4:
- By August 2027, social media engagement will increase 15% from the baseline of 251,000 for 2025 to 289,000, and link clicks will increase 10% from 22,000 to 24,200.
- Outcome 1.5:
- By August 2027, increases in website traffic and social media engagement will contribute to a 20% increase in inquiries and applications, and a 10% increase in credit hours at census, from the Fall 2025 baseline of 16,816 to 18,498.
Strategy 2
Develop meaningful, quality connections to the communities we serve by organizing,
optimizing, and enhancing employee and student outreach efforts
Desired Outcomes
- Outcome 2.1:
- Outcome 2.1: By August 2026, the Engagement Committee will implement a comprehensive annual plan with metrics and key performance indicators to ensure a consistent and meaningful institutional presence at the highest-profile community events across each county in the service area, enhancing institutional visibility and supporting enrollment growth.
- Outcome 2.2:
- By October 2031, the number of meaningful community engagement activities will increase by 50% over the 2025 baseline metrics as determined by the Engagement Committee.
Strategy 3
Break down silos within the campus community and create ambassadors by connecting
employees through training, discussion, and improved access to institutional knowledge
Desired Outcomes
- Outcome 3.1:
- By December 2026, employees will be provided with clear and accessible institutional messaging and key information to support outreach, recruitment, and community engagement efforts.
- Outcome 3.2:
- By June 2027, training will be implemented to improve cross-departmental communication and access to institutional knowledge.
- Outcome 3.3:
- At least 80% of full-time employees will participate in the annual holiday lunch and spring picnic each year.
- Outcome 3.4:
- By October 2031, improved internal messaging and coordination will contribute to increased student satisfaction, retention, and enrollment outcomes, as measured against established benchmarks determined by the Engagement Committee.
Strategy 4
Amplify and leverage Grizzly Athletics as a tool for regional, national, and global
brand awareness and service to our communities
Desired Outcomes
- Outcome 4.1:
- By June 2030, Grizzly Athletics will compete at a high level as indicated by an increase in regional, district, and national competition visits, from three teams participating in post-season FY 2025 to five teams in FY 2030.
- Outcome 4.2:
- By June 2027, the number of Grizzly student-athletes who continue competing as student-athletes at four-year institutions or professionally will increase by 30%, from 10 in June 2025 to 13 in June 2027.
- Outcome 4.3:
- By June 2027, Grizzly Athletic events will show a 20% increase in game attendance from an average of 436 attendees in FY 2025 to an average of 480 attendees in FY 2027, as measured by ticket sales and pass lists.