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
- Increased use of academic support services by at-risk students.
- Significant GPA improvements for students receiving targeted support.
- Improved retention rates for at-risk students.
Timeline
- Spring 2026
- Fall 2026
- 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