2024-2025 GOALS AND UPDATES
Goal #1
Support an exceptionally large incoming class by restructuring summer Preview and Fall Orientation, and appropriately adjusting engagement opportunities, including organizational involvement and campus activities.
Goal Owner
John Frazier
Fall 2024 Update
A new format for Preview was piloted that shortened the event to a single day, and seven sessions were held, and the feedback regarding the revised format was very positive.
Spring 2025 Update
Although a few slight modifications to Preview were made for fall 2025 incoming students, the successful model piloted for the fall 2024 incoming class was continued due to its overwhelming success.
2024-2025 GOALS AND UPDATES
Goal #2
Assist the cheer and dance programs through targeted fundraising initiatives.
Goal Owner
John Frazier
Fall 2024 Update
The cheer and dance team held several fundraisers, and communication was sent to alumni of the programs soliciting donations.
Spring 2025 Update
This work is ongoing, and there are no additional updates at this time.
2024-2025 GOALS AND UPDATES
Goal #3
Conduct a satisfaction survey to ensure student safety and the effectiveness of policies and procedures and use the feedback to make actionable change.
Goal Owner
Mark Black
Fall 2024 Update
The institution has partnered with SMW consultants to build a Campus Culture Survey that will be live on campus early in the spring semester.
Spring 2025 Update
To meet and exceed expectations in the areas of Title IX, Title VI, and workplace culture, our focus during the 2024-2025 academic year was to lead with action, empathy, and strategic thinking. This approach allowed us to drive continuous improvement, use data to inform positive change, and actively seek feedback to ensure our communication and responsiveness remained effective and inclusive.
In partnership with the Ohio Department of Higher Education and SMW Consultants, we conducted a comprehensive audit of our systems and structures in the fall of 2024. Their recommendations helped us identify opportunities to enhance our processes and better serve our campus community. As a result of this collaboration, we were able to lead proactively by identifying the need for a university-wide compliance structure before external pressures required it; foster collaboration by engaging stakeholders across campus and ensuring decisions were made inclusively, not in silos; align strategically by using the institutional Strategic Plan as a framework to guide every compliance-related decision; and build trust by maintaining open lines of communication, honoring diverse perspectives, and reinforcing our commitment to belonging.
These intentional efforts have made a measurable impact. The spring 2025 campus climate survey reflects meaningful progress, affirming that our work is resonating both within the campus community and with our external partners.
2024-2025 GOALS AND UPDATES
Goal #4
Provide learning and feedback sessions for students related to inclusivity on campus.
Goal Owner
Mark Black
Fall 2024 Update
During the fall semester, 10 student groups were engaged in discussions to assess campus inclusivity and identify ways to enhance learning and engagement.
Spring 2025 Update
In the face of potential federal funding loss, we activated the DCL Communication and Review Protocols, a campus-wide framework designed to ensure compliance while maintaining our commitment to the holistic development of students, faculty, and staff. The urgency of the DCL required a rapid, yet deeply collaborative approach anchored in transparency, shared responsibility, and strategic coordination across departments.
To operationalize our response, we built intentional and collaborative partnerships with vice presidents and executive leadership to align compliance efforts with institutional risk management while upholding strategic goals related to belonging, retention, and institutional distinction; academic and administrative directors, who conducted policy and program audits across the curriculum, departmental language, training content, and recruitment communications, all through the lens of compliance and mission alignment; and student organizations, who provided critical insight into the lived experiences of students affected by shifting federal policies. These student leaders served as co-creators in shaping community-building efforts that prioritized mental health, access, and identity-affirming spaces.
2024-2025 GOALS AND UPDATES
Goal #5
Track the success of special interest student cohorts and provide communication and enrichment activities.
Goal Owner
Rodney Dick
Fall 2024 Update
Specific intervention plans have been developed for high and moderately at-risk students. Meetings have been held with various campus areas, including athletics and organizational impact, to identify at-risk student-athletes of color who are not registered and perform outreach. In addition, collaboration has also taken place with the director of the Honors Program and the members of the Honors Council to increase the number of first-generation students participating in the Honors Program.
Spring 2025 Update
This work is ongoing, and there are no additional updates at this time.
