Strategic Priority 1: Enrollment
Goal 1 - Grow Enrollment to 5,000 Students
As part of Goal 1 of the Strategic Plan, Texas A&M University-Texarkana is committed to expanding access to higher education by increasing enrollment to 5,000 students. This goal reflects our dedication to growing our impact across the region by attracting a talented student body. Through targeted recruitment efforts, enhanced academic offerings, and strengthened community partnerships, A&M-Texarkana aims to create a supportive environment where more students can thrive and achieve their educational aspirations.
Objective: Establish a Cohesive Brand
Strategies:
Kick off brand refresh with industry partner
Measurement
- Completion of brand refresh.
- Increase in awareness/perception measured by surveys.
Timeline
- Spring 2026
- Baseline survey Spring 2026; Second survey Fall 2029
Responsible Party
- VP Advancement; Executive Director of Marketing
Secure institutional funding
Measurement
- Funding secured.
Timeline
- Summer 2025
Responsible Party
- VP Advancement; Executive Director of Marketing
Objective: Target Local and Regional Students
Strategies:
Expand program offerings using all instructional modalities.
Measurement
- Increase in the number of programs offered in each modality (face-to-face, online, hybrid).
Timeline
- Fall 2025 - Spring 2028
Responsible Party
- Provost; College Deans; Executive Director of PECE
Establish micro- credentials with local companies.
Measurement
- Increase in the number of micro-credentials offered.
Timeline
- Fall 2025 – Fall 2026
Responsible Party
- Provost; College Deans; Executive Director of PECE
Increase awareness of transfer pathways from Texarkana College.
Measurement
- Develop dedicated marketing materials for Texarkana College students.
Timeline
- Fall 2025 – Spring 2028
Responsible Party
- VP of Enrollment Management; Executive Director of Admissions and Recruiting; Coordinator of Transfer Pathways and Articulation; Executive Director of Marketing.
Objective: Grow and Develop University Partnerships (MOUs)
Strategies:
Partner with HR departments of local businesses
Measurement
- Reach 175 active MOUs with 375 students enrolled via MOUs
Timeline
- Fall 2026
Responsible Party
- VP Advancement; Chief of Staff; Executive Director of Marketing; Director of Community Engagement
Engage in networking events with current and prospective partners
Measurement
- Host quarterly networking events and measure attendance.
Timeline
- Begin Fall 2025
Responsible Party
- Director of Community Engagement