2025-2026 GOALS AND UPDATES

Goal #2
Secure a returning student class of 1,365.

Goal Owner
Rodney Dick

Fall 2025 Update
At this point in the academic year, the institution is building its budget parameters for the 2026-2027 fiscal year, which is typically done conservatively. The institution is building the budget based on a returning student number of 1,361. Thus, we seem to be on track to reach this goal.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #3
Secure a total graduate enrollment of 275.

Goal Owner
Caitlin Clark and William Cunion

Fall 2025 Update
Although the spring 2026 enrollment for the M.Ed. and MBA programs was modest, we anticipate this number to grow with the mid-semester start in March. The PA program is one student away from capacity for the summer of 2026, and the PT program is close to 50% of its enrollment goal for the fall of 2026. The MSOT program continues to grow with 19 students planning to begin in the fall of 2026. We have not seen much application growth for the MSN program, but there has been a recent increase in inquiries.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #4
Develop targeted strategies to increase enrollment of transfer and international high school students in U.S. schools.

Goal Owner
Caitlin Clark

Fall 2025 Update
Phi Theta Kappa (PTK), the international honor society for two-year colleges that aids in transfer enrollment through its streamlined direct admission processes to four-year institutions and recognizes transfer-friendly institutions via its Transfer Honor Roll, has been used more strategically this year to purchase transfer prospect names that have a higher likelihood of applying to the institution. The manager of international admission is working to identify two additional high schools in Ohio that have a high presence of international students, which will allow us to invite their students to campus this spring for a visit. We have continued strengthening our relationship with Andrews Osbourne Academy and the SPIRE Institute.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #5
Develop a targeted strategy, in conjunction with the environmental outreach coordinator, to use the Huston-Brumbaugh Nature Center and its programming as a recruitment tool.

Goal Owner
Caitlin Clark

Fall 2025 Update
We have collaborated with Amy Miller, environmental science educational outreach coordinator, to identify strategies for collecting student data throughout her work at the Huston-Brumbaugh Nature Center. This includes a new Request for Information (RFI) form and handout that students receive at school events and classroom presentations. We are also in the early stages of developing opportunities for admissions professionals to speak with students that Amy brings to campus.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #6
Conduct comprehensive research to deepen our understanding of admitted students, including their decision-making factors, communication preferences, and enrollment barriers.

Goal Owner
Caitlin Clark

Fall 2025 Update
There is no update for this goal at this time.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #7
Optimize graduate program communications to enhance speed and personalization, better aligning our efforts with prospective graduate student expectations.

Goal Owner
Caitlin Clark

Fall 2025 Update
We have entered a four-year partnership with EAB in the graduate enrollment space. While they will take on some of our digital marketing, the main focus of the partnership is moving inquiries to applicants. EAB will personalize campaigns using AI technology, including email, texts, surveys, and direct mail. This initiative will not replace the work of the enrollment team at this stage, but rather enhance and supplement their efforts while allowing the small graduate staff to focus more energy on the final stages of the funnel to move applicants to enrolled students.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #8
Create a compelling and personalized campus visit experience through tailored presentations in our information rooms and enhancements to the lobby of the Gartner Welcome Center.

Goal Owner
Caitlin Clark

Fall 2025 Update
This fall, we added a gumball machine to the lobby in hopes of creating a unique, memorable portion of the campus visit experience. We are in the process of revamping all visit-related communications. The campus visit request form and post-campus visit email have been updated, and the pre-campus arrival information emails, campus visit reminders email, and post-campus visit survey are all in progress. The TVs in the information session rooms have been used for financial aid discussions where counselors are walking through a student's financial aid offer one-on-one.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #1
Optimize space utilization in institutional housing to accommodate the increased number of students residing on campus and assess future needs to allow for residential planning.

Goal Owner
John Frazier

Fall 2025 Update
Planning is already underway for the fall 2026 housing lottery, and the university will be limiting the number of buy-out spaces available for paid singles. Returning students will be encouraged to pair up to ensure enough room for incoming students, though those who prefer a single room will still be able to request one if space permits.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #2
Complete major projects for 2025-2026, including the Hoover-Price Campus Center, Kehres Stadium, Center for Data Science and Artificial Intelligence (including its technology), Alpha Xi Delta House, and the pickleball courts.

Goal Owner
Patrick Heddleston, Lee Smith, and Tina Stuchell

Fall 2025 Update
All projects were completed on time and on budget by early fall, including the final phase of Hoover-Price Campus Center (HPCC) renovations – encompassing the Office of Student Affairs, the Newbold Room, the radio station, a new family‑use ADA restroom, and landscaping upgrades – along with the completion of the Center for Data Science and Artificial Intelligence (CDSAI) and the relocation of the engineering lab to the second floor of Tolerton and Hood Hall; comprehensive renovations and new furnishings for the Alpha Xi Delta (AXD) house featuring major HVAC, electrical, and plumbing upgrades with strong input from AXD members; construction of the new pickleball courts; the second phase of Kehres Stadium improvements with structural repairs and painting to the east stands, new fencing and gates around the track, and east‑side speakers scheduled for installation in the spring of 2026; installation of the new digital sign on State Street; refreshes to King Hall, including new carpeting, painting, ceilings, lighting, curtains, and lounge furniture; replacement of curtains, ceiling, and lighting in Ketcham Hall; completion of the Chapman Hall turret rebuild; and structural repairs and repainting of the pool in the Hammond Natatorium.

 Technology upgrades included sound improvements in the Newbold Room of the HPCC; multimedia, WIFI, videoconferencing cameras, and displays in the CDSAI; and additional technology, including WIFI and a door reader at the AXD house.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.

2025-2026 GOALS AND UPDATES

Goal #3
Finalize capital opportunities (potentially Chapman Hall, the 23^rd Street fields, the physical therapy building on Simpson Street, an indoor athletic/recreation complex, and residence hall improvements), determine feasibility, and identify lead donors for major projects and initiatives.

Goal Owner
Patrick Heddleston and Logan Aguiniga

Fall 2025 Update
During the January 2026 board meeting, we will present plans to complete the physical therapy and occupational therapy building on Simpson Street and a three‑year renovation plan for Chapman Hall. Both projects will require significant fundraising, and the advancement team has already begun identifying and engaging potential donors. Once fundraising for these two priority projects is completed, the advancement team will turn its attention to the two‑phase 23rd Street project and the second indoor athletic facility. The first phase of the 23rd Street project, estimated at $4.2 million, includes tennis courts and a turf field, and could begin in late 2026 or early 2027 if funding allows. The indoor athletic complex is a major $15 million initiative expected to take three to five years. With board approval, we will also begin developing a plan to add air conditioning (AC) to two residence halls this summer and create a longer‑term strategy to bring AC to at least three of the remaining five traditional halls.

Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.