Enrollment as Strategy: How Focus, Discipline and Adaption Fueled Virginia Wesleyan University’s Growth

Dr. Scott Miller
President
Virginia Wesleyan University

Kelly R. Cordova
Chief of Staff/VP for Strategic Initiatives
Virginia Wesleyan University

Virginia Wesleyan University has experienced extraordinary enrollment growth over the past decade. We are grateful for the opportunity to reflect on that work and to underscore a central truth: sustained institutional success does not happen by chance. It is the result of intentional enrollment strategy, disciplined execution, and a willingness to adapt in response to changing market realities.

Since 2015, higher education has faced a perfect storm of challenges—demographic headwinds, heightened price sensitivity, declining public confidence, and an increasingly competitive marketplace. For small, private institutions, the margin for error has narrowed considerably. Against that backdrop, Virginia Wesleyan’s growth has been neither accidental nor episodic. It has been built on the understanding that enrollment management is not a discrete function, but rather a comprehensive, institution-wide strategy that must align mission, market, and message.

Central to this work has been the University’s evolution from a traditional liberal arts college to a comprehensive university of the arts and sciences. While remaining firmly grounded in the values of a liberal arts education—critical thinking, ethical leadership, and engaged citizenship—Virginia Wesleyan broadened its academic scope to reflect contemporary student interests, workforce demands, and regional needs. This shift allowed the institution to expand professionally focused programs, graduate offerings, and experiential learning opportunities, while preserving the personalized, student-centered environment that defines its identity. Enrollment strategy and academic strategy moved forward in tandem, each reinforcing the other.

One of the earliest and most consequential decisions was to treat enrollment as a continuous improvement process rather than a static plan. Through our partnership with The Dysart Group, the University undertook a rigorous analysis of historical performance,
recruitment tactics, and student outcomes. That work led to a recalibration of priorities—focusing less on activity for activity’s sake and more on evidence-based practices that demonstrated measurable impact.

Organizational clarity was foundational.

• Enrollment and financial aid were restructured to ensure alignment, accountability, and shared ownership of outcomes.
• Investment in professional development elevated staff capacity.
• New reporting tools allowed leadership to move from anecdotal decision-making to real-time data analysis.

These changes created a culture where performance could be evaluated honestly and adjusted quickly.

Equally important was a reimagining of communication across the enrollment funnel. Prospective students and families increasingly expect clarity, consistency, and personalization. Virginia Wesleyan responded by implementing a coordinated, multi-channel outreach strategy—integrating phone, text, email, print, and on- campus engagement—to meet students where they are and guide them through an often complex decision process. The goal was not volume, but connection.

Financial aid strategy also played a critical role. Recognizing that affordability and perceived value are inseparable, the University refined its awarding philosophy to better recognize academic talent, address demonstrated need, and steward institutional resources responsibly. A streamlined scholarship structure brought transparency and consistency, helping families better understand both cost and return on investment.

Just as enrollment strategy must be disciplined, it must also be selective.

• Travel territories were refined to prioritize markets with demonstrated interest and yield potential.
• Campus visit programs were redesigned to emphasize authenticity, academic engagement, and outcomes.
• Marketing messages evolved to focus squarely on student success—graduate placement, career preparation, and experiential learning—rather than amenities alone.

Notably, these efforts were grounded in access and inclusion. Virginia Wesleyan has long served a significant population of first-generation, Pell-eligible, and academically at-risk students. Enrollment success, therefore, could not be defined solely by recruitment; it required retention, support, and persistence strategies aligned with the University’s mission. Enrollment management, in this sense, became inseparable from student success.

The results speak for themselves:

• Sustained enrollment growth during a period of widespread contraction.
• Increased institutional resilience, and the confidence to invest in new academic programs, partnerships, and facilities.

But perhaps the most important outcome has been cultural. Enrollment is no longer viewed as the responsibility of a single office. It is understood as a shared institutional commitment, informed by data, guided by mission, and responsive to students’ needs.

As higher education continues to evolve, Virginia Wesleyan’s experience reinforces a critical lesson: institutions that thrive will be those willing to be honest about their challenges, strategic in their choices, and relentless in execution. Enrollment strategy, when done well, becomes not just a pathway to stability, but a catalyst for institutional transformation.

Scott D. Miller is President of Virginia Wesleyan University. Kelly R. Cordova serves as Chief of Staff/Vice President for Strategic Initiatives. Virginia Wesleyan University will become Batten University on July 1, 2026.