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Strategic Priority 2: Retention

Goal 1: Increase Student Retention

Strategic Priority 2 focuses on improving student retention by fostering a more flexible and supportive campus environment. To achieve this, the university will launch peer mentorship programs that connect new students with trained upperclassmen, providing guidance and a sense of community during the critical first year. Peer-led workshops will offer academic and social support, helping students navigate challenges and stay on track toward graduation. In addition to increasing student engagement through the development of new student organizations and more frequent campus events, the university will also expand course offerings online and through accelerated 8-week terms. These flexible scheduling options will better accommodate students’ needs, making it easier for them to balance academic, work, and personal commitments—ultimately improving persistence and completion rates.

Objective: Increase Student Engagement and Campus Involvement


Strategies:

Launch peer mentorship programs and peer support networks to foster a sense of community.

Measurement

  • Program launch
  • Participation rates

Timeline

  • Spring 2026
  • Measured yearly beginning Spring 2027

Responsible Party

  • VP of Student Life; VP of Enrollment Management; Academic advisors

Develop peer-led workshops on study skills and college life for enhanced learning.

Measurement

  • One workshop per semester.

Timeline

  • Beginning Spring 2026.

Responsible Party

  • VP of Student Life; Academic advisors

Develop more student organizations.

Measurement

  • Increase in number of and student participation in campus organizations.

Timeline

  • Increased organizations Spring 2026 | Increase participation Spring 2027

Responsible Party

  • VP of Student Life; College Deans; Division Chairs

Develop a variety of new campus events

Measurement

  • Increase in number of and attendance at campus events

Timeline

  • Spring 2026

Responsible Party

  • VP of Student Life, Director of Athletics, College Deans; Division Chairs

Objective: Support At-Risk Students


Strategies:

Utilize data analytics to identify at-risk students and develop predictive models to assess risks related to GPA, attendance, and student engagement.

Measurement

  • Initiation of data analysis protocol.

Timeline

  • Begin Fall 2025

Responsible Party

  • VP of Enrollment Management; IERP

Assign advisors and success coaches to provide early interventions and tailored support for at- risk students.

Measurement

  1. Increased use of academic support services by at-risk students.
  2. Significant GPA improvements for students receiving targeted support.
  3. Improved retention rates for at-risk students.

Timeline

  1. Spring 2026
  2. Fall 2026
  3. Fall 2027

Responsible Party

  • Academic Advisors; College Deans; Division Chairs; Faculty

Objective: Increase Scheduling Flexibility


Strategy:

Expand course offerings in alternative delivery methods (online, hybrid, 8- week terms).

Measurement

  • Increased enrollment in 8-week terms and courses with alternative delivery methods.

Timeline

  • Spring 2026.

Responsible Party

  • Provost; College Deans; Division Chairs; Faculty

Objective: Strengthen Career Readiness


Strategy:

Develop and expand partnerships with local industries for internships and job placement opportunities.

Measurement

  • Increased student experiential learning opportunities and placements

Timeline

  • Spring 2026

Responsible Party

  • Career Services; Deans; Division Chairs; VP Advancement

Goal 2: Increase Faculty and Staff Retention

To support faculty and staff retention, the university is prioritizing new methods of recognition, competitive hiring practices, and professional development. As the institution continues to grow, hiring strategies will be aligned with current market trends to attract and retain top talent in key areas. Emphasis will be placed on recognizing and rewarding excellence through new appreciation programs that highlight the contributions of faculty and staff across all levels. Additionally, expanded training opportunities and clear pathways for career advancement will empower employees to grow within the university, fostering a workplace that values development, stability, and long-term commitment.

Objective: Recognize and Award Top Performers


Strategies:

Establish new methods of faculty/staff recognition.

Measurement

  • Increase in number of new awards established.

Timeline

  • Fall 2025

Responsible Party

  • President’s Cabinet; Staff Unit Heads

Expand public recognition of activities of top performers.

Measurement

  • Increase mention of activities in newsletters, public announcements, etc.

Timeline

  • Fall 2025

Responsible Party

  • VP Advancement; Executive Director of Marketing Deans, Division Chairs

Objective: Assess Workload as Rapid Growth Occurs


Strategy:

Maintain balance of hiring in light of enrollment growth and market trends.

Measurement

  • Maintain faculty/student and staff/faculty ratios.

Timeline

  • As needed beginning Fall 2025.

Responsible Party

  • President’s Cabinet; Staff Unit Heads

Objective: Encourage Utilization of Professional Development Opportunities


Strategy:

Structure training opportunities for career advancement pathways.

Measurement

  • Increase numbers participating in professional development.

Timeline

  • Fall 2025

Responsible Party

  • President’s Cabinet; College Deans; Staff Unit Heads