Strategic Plan

2017-2021 Strategic Plan

Shaping Our Future

Oakland City University’s Christian tradition focuses us on community and relationships. We care primarily about people and teaching, leveraging these to catalyze growth in our learning community members. We strive to give our students a strong liberal arts foundation for life-long learning to prepare them to engage with a rapidly changing, challenging world. We accomplish our mission by building a strong learning environment where students’ hearts, hands, and heads are engaged and developed to discover ways in which God has called them to serve and lead.

Our current strategic plan reflects these priorities. Plan goals, objectives, and performance indicators are inclusive of the many voices that make up our community. It represents specific ways we intend to carry our mission. Most importantly, it represents an opportunity to engage in continuous improvement on behalf of our faculty, staff, and students and the many more they are called to impact.

students on sign

Strategic Goals

Hire and retain a highly qualified and diverse faculty and staff.

hire staff
Our faculty and staff play an essential role in creating and maintaining the type of learning environment where our students can thrive. We are committed to continue bringing in and supporting faculty who are effective teachers, knowledgeable in their discipline; who bring professional experience in their area; and who can address changes in their field, technology, and student demographics in innovative ways. Ultimately we want faculty who are committed to our students’ success. Similarly, we want to continue attracting and retaining knowledgeable staff who can lead in their respective areas through collaboration, continuous learning, and a strong commitment to supporting fellow staff members, faculty and students.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objectives Performance Indicators
1.1. Hire highly qualified faculty and staff. 1.1.1. Percentage of faculty with preferred qualifications for their appointment.
*1.1.2. Percentage of staff with preferred qualifications for their job.*
1.2. Hire a diverse faculty and staff. 1.2.1. Increase the number of faculty and staff from diverse backgrounds (i.e., racial/ethnic and gender) by 5%.
1.3. Increase the retention of faculty and staff. 1.3.1. Maintain an annual attrition rate of less than 20% for full-time faculty and staff.

* No current target. A target will be set after the first year of data has been collected and analyzed.

Enroll and retain a high-quality and diverse student body.

student body

Our students make Oakland City University’s learning community vibrant. We are committed to continue attracting and supporting the type of students who can challenge each other to grow. In practice this means recruiting students with strong academic backgrounds from a variety of racial and socioeconomic backgrounds who can contribute their unique perspectives and engage in intellectual inquiry together. It also means improving our support services to meet the needs of all students who choose to make OCU their home.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objectives Performance Indicators
2.1. Grow student enrollment to enrich the community of learning. 2.1.1 Increase fall main campus new student (first-year and transfer) enrollment to 180 per year.
2.1.2 Increase graduate enrollment to 335.
2.1.3 Increase non-traditional enrollment (i.e., Adult and Professional Studies and fully-online) to 340.
2.1.4 Increase number of General Baptist students by 50. 2.1.5 Increase enrollment of correctional correspondence to 140 students.
2.2. Increase the quality and diversity of the student body. 2.2.1 Increase average high school GPA of incoming first-time, full-time bachelor’s degree seeking of students.*
2.2.2 Decrease the number of students accepted with conditions.*
2.2.3 Increase the percentage of students from diverse backgrounds (i.e., race/ethnicity, national origin, socioeconomic status, first-generation) by 3%.
2.3. Improve student retention. 2.3.1 43% 4-year graduation rate.
2.3.2 77% retention rate (i.e., first-time, full-time, bachelor’s degree-seeking students continuing the following fall semester).
2.3.3 80% success rate (year to year retention and completion combined).

 

* No current target. A target will be set after the first year of data has been collected and analyzed.

 

Foster a thriving campus culture.

campus. culture
A thriving campus culture is instrumental in promoting the type of intellectual, spiritual, physical, and social development we are after. We want to build and empower our faculty and staff so they can in turn effectively support and prepare our students for leadership and service. We acknowledge the importance of nurturing spiritual development as a foundation for further development and draw upon our faith-based tradition to do so. We are also committed to promoting greater engagement among OCU community members and with external partners because we believe these opportunities will support learning and growth. In addition, we want to do a better job of including community members’ voices in decision-making and regularly recognizing their contributions publicly as ways to cultivate innovation and institutional effectiveness.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objectives Performance Indicators
3.1 Promote student, faculty, and staff engagement. 3.1.1 Percentage of students who participate in at least one non-athletic co-curricular activity each semester.*
3.1.2 Percentage of faculty and staff who participate in at least one campus activity not directly related to their job each semester.*
3.1.3 Percentage of students, faculty, and staff who participate in OCU activities that engage external community partners.*
3.2 Support and recognize contributions from campus community members. 3.2.1 Percentage of students, faculty, and staff who agree or strongly agree that their input is considered in decision-making.*
3.2.2 Percentage of students, faculty, and staff who agree or strongly agree that the institution recognizes and shows appreciation for their contributions.*
3.3 Encourage the professional growth of staff members. 3.3.1 Percentage of staff who participate in internal or external professional development and/or continuing education annually.
3.4 Nurture spiritual development through vibrant campus ministry. 3.4.1 Percentage of students, faculty, and staff who participate in campus ministry (e.g., small group Bible study, chapel, missions opportunities).*
3.4.2 Percentage of students, faculty, and staff who agree or strongly agree that campus ministry impacts their spiritual development.*
3.5 Increase student satisfaction with their OCU experience. 3.5.1 Percentage of students who report they are satisfied or highly satisfied with their OCU experience.*
3.6 Improve student support services. 3.6.1 Percentage of students report they are satisfied or highly satisfied with support services provided by OCU.*
3.7 Strengthen partnerships with the Oakland City community. 3.7.1 Development of a local engagement plan based on community needs assessment.
3.7.2 Dedicate at least 7000 square feet of the physical plant for use by Oakland City community members.
3.7.3 Number of community members engaged in OCU programming (e.g., athletic events, library services, etc.).*
3.8 Foster social responsibility through local and global service. 3.8.1 Number of faculty, staff, and students engaged in service activities sponsored by OCU (e.g., Acorn Academy, Christian missions, Upward Bound, correctional ministries).*
3.8.2 Number of faculty, staff, and students participating in external service activities (e.g., service organizations, volunteering, local church ministries, parachurch ministries).*
3.8.3 Number of inmates who receive a credential (i.e., ABE/GED, certificate, degree) through correctional educational ministries.*
3.8.4 Number of OCU activities at Adult and Professional Studies sites for their surrounding community members.*
3.8.5 Number of student internships in community service organizations.*

* No current target. A target will be set after the first year of data has been collected and analyzed.

Promote holistic student learning.

student learning
Oakland City University institutional learning outcomes of intellectual excellence, moral integrity, and professional leadership and service engage the whole person. We are committed to improving student learning by increasing the percentage of students who demonstrate achievement of these learning outcomes by the time they graduate. This process will include re-envisioning our curriculum, especially our foundational core, to ensure the experiences we provide inside and outside the classroom effectively prepare our graduates for leadership, service, and life-long learning.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objectives Performance Indicators
4.1 Students exhibit intellectual curiosity, exploration, and reflection that sustains life-long learning. (Institutional Learning Outcome 1) 4.1.1 Percentage of students who meet or exceed Institutional Learning Outcome 1.*
4.2 Students embrace moral integrity and spiritual development. (Institutional Learning Outcome 2) 4.2.1 Percentage of students who meet or exceed Institutional Learning Outcome 2.*
4.3 Students embody professional competency through leadership and service. (Institutional Learning Outcome 3) 4.3.1 Percentage of students who meet or exceed Institutional Learning Outcome 3.*
4.4 Re-envision the undergraduate foundational core curriculum and its relationship to academic programs. 4.4.1 Undergraduate foundational core is reviewed, revised, and endorsed by Faculty Assembly.
4.4.2 100% of academic programs provide alignment to revised foundational core learning outcomes.
4.5 Capture data on postgraduation student success. 4.5.1 Post-graduation measures of student success are incorporated in assessment plan.
4.5.2 One year of data on postgraduation student success is collected.

* No current target. A target will be set after the first year of data has been collected and analyzed.

Cultivate an excellent learning environment.

learning experience
A first-rate learning environment is critical to promote and support learning. Goals one, two, three and four speak of our commitment to highly qualified and diverse faculty and staff, an academically strong and diverse student body, a thriving campus culture, and holistic student learning. These goals are further complemented by efforts to enhance learning opportunities inside and outside the classroom. Inside the classroom, we want to improve interactions between faculty and students, building on our tradition of strong relationships and tight-knit community atmosphere. We also want to make sure our facilities, technology, and resources support innovative teaching and successful learning. Outside the classroom, we are committed to improving opportunities for students to participate in internships, through experiences in in their field of study and outside their academic major to promote a well-rounded education and social responsibility.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objective Performance Indicators
5.1 Emphasize teaching excellence and expertise. 5.1.1 Two pedagogy/teaching seminars or workshops are offered each year.
5.1.2 75% of faculty participate in professional development for teaching and learning.
5.1.3 Institutional average score for all course evaluations on questions related to teaching.*
5.1.4 75% of full-time faculty participate in discipline specific professional development annually.
5.1.5 100% of full-time faculty are involved in scholarship as defined by OCU’s “Measures of Faculty Performance” for promotion in rank.
5.1.6 Percentage of students who report that they often or very often engage with challenging/rigorous intellectual and creative work.*
5.2 Promote intentional engagement with diverse perspectives and people from diverse backgrounds. 5.2.1 Percentage of students, faculty, and staff who participate in diversity programing.*
5.2.2 Percentage of courses that integrate diverse perspectives (i.e., course learning outcomes or topics covered).*
5.2.3 Percentage of student body reporting they often or very often have serious conversations with students of a different race or ethnicity than their own.*
5.3 Enhance contextual education opportunities. 5.3.1 Percentage of students participating in internships directly related to their major.*
5.3.2 Percentage of students participating in contextual education not associated with internships (e.g., service learning, job shadowing, field trips to professional organizations, short-term missions).*
5.4 Increase interaction between faculty and students. 5.4.1 70% of undergraduate courses with a faculty to student ratio of between 3 and 15 students.
5.4.2 Percentage of students report faculty are available outside of class.*
5.5 Provide quality facilities, technology, and resources to support teaching and learning. 5.5.1 Percentage of educational equipment is adequate, modern, or state of the art.*
5.5.2 Percentage of faculty agree or strongly agree that they have access to adequate, modern, or state of the art educational technology for teaching and learning.*
5.5.3 Percentage of students and faculty agree or strongly agree that facilities used in teaching and learning are adequate, modern, or state of the art.*
5.5.4 Percentage of students and faculty agree or strongly agree that educational resources provided meet their teaching and learning needs.*

* No current target. A target will be set after the first year of data has been collected and analyzed.

Secure, prioritize, and sustain resources to support OCU’s mission.

support our mission
We rely on a strong network of supporters to achieve our strategic goals and objectives. We believe our mission of preparing students for leadership and service from a faith-based foundation is an important contribution to our country and the world, and continue pursuing current and future partners to ensure we can carry it out in the future. We endeavor to strengthen our network of advocates and partners by cultivating stronger relationships and increasing opportunities for donors and alumni to engage with current campus community members. We are also committed to stewarding our resources wisely, focusing on key areas that sustain our institution’s physical, intellectual, and social capital and give us a competitive advantage.

We will accomplish this goal by ensuring we achieve the following objectives, holding ourselves accountable by assessing our progress towards related performance indicators:

Objectives Performance Indicators
6.1 Cultivate OCU advocates and promote their engagement with the university. 6.1.1 Percentage of donors who report themselves as advocates of OCU.*
6.1.2 Donor attrition rate is below 30%.
6.1.3 Increase Alumni Association membership by 15%.
6.1.4 Increase Lifetime Living Oak members of the Alumni Association by 20%.
6.1.5 Increase annual alumni giving by 15%.
6.2 Deepen partnerships with current OCU advocates. 6.2.1 Increase median and modal gifts by 15% annually.
6.2.2 Reach target percentages of donors at each level in the gift range chart.
6.2.3 Four annual donor engagement activities directed at planned giving are implemented.
6.3 Prioritize resources to maximize the competitive advantage of OCU as it fulfills its mission. 6.3.1 Increase the portion of the institutional budget dedicated to enrollment management by 2%.
6.3.2 Develop an academic program master plan to determine reallocation of budget to instructional initiatives.
6.3.3 Increase the portion of institutional budget dedicated to enhancing campus culture by 2%.
6.3.4 Percentage of faculty and staff who believe the institutional strategic plan is adequately supported with critical resources.*
6.4 Maintain and enhance the physical plant through effective facility management. 6.4.1 100% of routine and deferred maintenance needs are included in the master facilities plan.
6.4.2 Dollar amount invested for and/or dedicated to capital projects.*
6.4.3 Age of plant ratio of less than a targeted amount.*
6.5 Ensure financial sustainability. 6.5.1 Operating ratio (expenses to revenue) of less than 1.
6.5.2 Financial Sustainability Composite Score greater than or equal to 2.0.

* No current target. A target will be set after the first year of data has been collected and analyzed.