Success Metrics
The strategic imperatives outlined in the Next-Gen K-State strategic plan serve as the foundation for what we must do at the highest level to achieve our vision. The following includes specific goals and targets that will inform how we achieve these strategic imperatives. In some instances, we must first establish a baseline upon which we can then track our progress. In others, our focus is on positive, directional progress from year to year – targets that will likely become more precise as we establish and better understand underlying data and trends.
We will review our progress toward these goals along with our broader strategic plan each year, considering unanticipated challenges or unexpected opportunities that have arisen throughout the year and adjusting accordingly. These key metrics will be important measures, but not the only measures, of our success. Additional university metrics to track progress toward each strategic imperative, theme area and strategic priority will be identified and utilized for internal tracking, reporting, and ongoing decision making as we implement our plan. Colleges, departments, units, affiliates, task forces and others will also develop their own plans that support these university-level targets with corresponding activities, outcomes and metrics – recognizing that we all have an important role to play in moving K-State forward and achieving our vision together.
Learn more about these targets and our progress toward achieving them in the charts and our Measures of Success dashboards.
Imperative 1
Grow enrollment to 30,000 total learners
| Success Metric | 2025 Target | 2030 Target |
| Student and learner enrollment |
27,000 total students and learners
|
30,000 total students and learners
|
Imperative 2
Improve retention and graduation rates for all student populations
| Success Metric | 2025 Target | 2030 Target |
| First-year retention rate (overall and by race, gender, Pell recipient, first-generation and international students) |
90% overall
|
92% overall
|
| Second-year retention rate (overall and by race, gender, Pell recipient, first-generation and international students) |
80% overall
|
81% overall
|
| Four-year graduation rate (overall and by race, gender, Pell recipient, first-generation and international students) |
50% overall
|
55% overall
|
| Six-year graduation rate (overall and by race, gender, Pell recipient, first-generation and international students) |
70% overall
|
75% overall
|
| Transfer student first-year retention and graduation rate (overall and by race, gender, Pell recipient, first-generation and international students) |
82% overall
|
85% overall
|
Imperative 3
Provide every degree-seeking student with applied learning experiences
| Success Metric | 2025 Target | 2030 Target |
| Applied learning experiences for all students |
All students have access to applied learning experiences |
100% participation rate in applied learning experiences (mandatory for all undergraduate students) |
Imperative 4
Grow research expenditures to $300 million annually and sponsored programs and awards to $270 million annually
| Success Metric | 2025 Target | 2030 Target |
| Research expenditures |
$250 million annually |
$300 million annually |
| Sponsored programs and awards |
$210 million annually |
$270 million annually |
Imperative 5
Nimbly and proactively meet the needs of learners, employers and society
| Success Metric | 2025 Target | 2030 Target |
| Total degrees and credentials awarded by type (undergraduate, Master’s, doctoral, microcredentials and certificates) |
Positive growth (targets to be determined) |
Positive growth (targets to be determined) |
Imperative 6
Build partnerships at all levels of K-State
| Success Metric | 2025 Target | 2030 Target |
| International engagement (total countries served and total international agreements) |
Establish baseline across the university |
Positive growth (targets to be determined) |
Imperative 7
Be a positive force for the Kansas economy
| Success Metric | 2025 Target | 2030 Target |
| Annual Extension educational contacts (direct and indirect) |
Direct (2.5% annual growth): 641,000 Indirect (2.5% annual growth): 6.07 million |
Direct (2.5% annual growth): 725,000 Indirect (2.5% annual growth): 6.7 million |
| Total contacts through all university engagement programs |
Establish baseline across the university |
Positive growth (targets to be determined) |
| Overall economic impact on the state (annually) |
Establish baseline across the university |
Positive growth (targets to be determined) |
Imperative 8
Focus on operational excellence and being One K-State in all we do
| Success Metric | 2025 Target | 2030 Target |
| Total investment in facilities |
$300 million cumulative (FY23-25) |
Targets to be determined based on the completion of the university campus master plan by 2025 |
Imperative 9
Become an employer of choice in Kansas and higher education
| Success Metric | 2025 Target | 2030 Target |
| Faculty, staff and graduate student compensation compared to peers |
Establish baseline, positive growth |
Competitive with peer institutions |
Imperative 10
Grow total, combined fundraising to $2 billion by 2030
| Success Metric | 2025 Target | 2030 Target |
| Total philanthropic giving |
$210 million annually (FY25-26) |
$2 billion cumulative (FY21-22 – FY29-30) $250 million annually (FY29-30) |