Strategic Planning

Deliver outstanding academic programs in high-demand and foundational fields, with small classes taught by passionate and relatable faculty experts.

Supported By:

• Enrollment Management Objective 1 - Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027
• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027
• Enrollment Management Objective 5 - Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028

Provide wrap-around student support services that promote physical and mental wellness, academic success, financial stability, and multiple paths to achieve individuals’ goals.

Supported By:

• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027
• Enrollment Management Objective 4 - Increase the fall-to-fall first-time freshman (FTF) retention rate from 68% in Fall 2024 to 73% by Fall 2027
• Enrollment Management Objective 5 - Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028
• Student Affairs Objective 2 - Enhance students’ use of services to meet essential needs 25% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 3 - Improve student satisfaction with housing and on-campus dining services 25% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 4 - Boost sense of belonging 20% by Spring 2028 (from the baseline established in Spring 2026)

Ensure exceptional student experiences outside the classroom, including athletics, campus housing, student organizations, and activities.

Supported By:

• Enrollment Management Objective 1 - Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027.
• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027
• Enrollment Management Objective 3 - Reduce gaps between student importance|satisfaction score variables against top peers 25% by Summer 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 1 - Expand student participation 20% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 3 - Improve student satisfaction with housing and on-campus dining services 25% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 4 - Boost sense of belonging 20% by Spring 2028 (from the baseline established in Spring 2026)

Implement consistent, reliable, and predictable student processes that allow them to easily and successfully navigate their collegiate experience.

Supported By:

• Enrollment Management Objective 3 - Reduce gaps between student importance|satisfaction score variables against top peers 25% by Summer 2028 (from the baseline established in Spring 2026)
• Enrollment Management Objective 4 - Increase the fall-to-fall first-time freshman (FTF) retention rate from 68% in Fall 2024 to 73% by Fall 2027
• Student Affairs Objective 1 - Expand student participation 20% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 2 - Enhance students’ use of services to meet essential needs 25% by Spring 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 4 - Boost sense of belonging 20% by Spring 2028 (from the baseline established in Spring 2026)

Prepare students for their careers and lives through comprehensive preparation, experiential learning, student employment, and civic rights & responsibilities programs.

Supported By:

• Enrollment Management Objective 1 - Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027.
• Enrollment Management Objective 5 - Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028
• Student Affairs Objective 5 - Increase the percentage of graduates who secure full-time employment or enroll in graduate school within six months of graduation 25% by Spring 2028 (from the baseline established in Spring 2026)

Compensate employees competitively and equitably based on accurate classification, state-wide benchmarks, individual qualifications, and performance.

Supported By:

• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027

Offer exceptional benefits and quality of life enhancements that attract, retain, and raise the morale of all employees.

Develop supportive work conditions that foster employees’ success and provide maximum flexibility.

Establish clear career paths, with professional development opportunities and support for every employee in all divisions.

Supported By:

• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027

Create a positive organizational culture in which employees’ expertise is respected, collaboration is the norm, we don’t start with ‘no,’ communication is ubiquitous, trust is universal, and adaptability is embraced.

Supported By:

• Enrollment Management Objective 3 - Reduce gaps between student importance|satisfaction score variables against top peers 25% by Summer 2028 (from the baseline established in Spring 2026)

Maintain beautiful, safe, accessible, and up-to-date facilities, with abundant intellectual, cultural, and athletic opportunities that attract both university and community members.

Supported By:

• Enrollment Management Objective 1 - Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027.
• Enrollment Management Objective 2 - Increase undergraduate net tuition revenue from $10M in Fall 2024 to $11M by Fall 2027
• Enrollment Management Objective 3 - Reduce gaps between student importance|satisfaction score variables against top peers 25% by Summer 2028 (from the baseline established in Spring 2026)
• Student Affairs Objective 3 - Improve student satisfaction with housing and on-campus dining services 25% by Spring 2028 (from the baseline established in Spring 2026)

Promote the civic engagement of students, faculty, and staff with a broad range of community organizations, contributing their expertise while learning from their experiences.

Supported By:

• Student Affairs Objective 1 - Expand student participation 20% by Spring 2028 (from the baseline established in Spring 2026)

Cultivate alumni connections with the University, engagement as Falcons, and support of advancement efforts.

Supported By:

• Enrollment Management Objective 5 - Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028

Serve as stewards of place, actively contributing to the preservation and celebration of Central Appalachian culture.

Supported By:

• Enrollment Management Objective 1 - Increase total headcount enrollment from 3,249 in Fall 2024 to 3,887 in Fall 2027.
• Enrollment Management Objective 5 - Increase six-year graduation rates by 3% from Spring 2025 to Spring 2028