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Strategic Plan

Oklahoma City University Five-Year Strategic Plan

A team of representatives from across the Oklahoma City University campus -- including faculty, staff, students, and alumni -- and stakeholders from the local community, led by university President Kenneth Evans, convened over the winter of 2022 and spring of 2023 to take part in a five-year strategic planning initiative aimed at developing a new mission statement and an updated set of values and goals for the university.

The finished product was approved by the university's Board of Trustees at the board's fall 2023 meeting and includes the mission statement, six core values, and six actionable goals developed to help guide the university through the next five years.


Inspired by a culture of creativity, Oklahoma City University fosters an immersive, personalized experience that welcomes and prepares students to pursue boundless opportunities.


Create: Be innovative and enterprising

Excel: Be extraordinary

Lead: Empower yourself and other

Respect: Value each other

Serve: Pursue generational impact

Collaborate: Cultivate community


Key goal indicators of success

  • Academic units create definitions of teaching innovation, with evidence of teaching innovation across all academic disciplines.
  • Campus technology and facilities innovations support student learning and faculty professional development.
  • Funding that supports teaching innovation increases annually by 5%.
  • Before graduation, 90% of undergraduate students complete at least one high-impact learning experience as defined by the Association of American Colleges and Universities.
  • Participation in certificate and credentialing programs increases among undergraduates and non-traditional students by 10% annually.
  • Demand for graduates by employers and graduate programs is evidenced by a 90% undergraduate student placement rate, and a 95% placement rate for graduate students in their chosen field.
  • Professional development funding encourages the creation of innovative cross-disciplinary programs and events.
  • The number of companies actively recruiting OCU students and directing employees to OCU for training and professional development increases annually.

Key goal indicators of success

  • The output of research, scholarship, and creative accomplishments by faculty and staff, benchmarked against peer institutions, increases by 25%.
  • Faculty-led or staff-led research and creative initiatives involving students increase by 25%.
  • The number of students actively engaged in professional and academic collaborations with faculty and staff increased by 25%.
  • Student interest in co-curricular learning exhibits sustained increases, as measured through the National Survey of Student Engagement data.
  • In addition to service learning, every student engages in at least one learning activity outside the classroom.

Key goal indicators of success

  • Student participation in study abroad programs increases by 10% annually.
  • Attendance at diversity, equity, and inclusion-related events increases by 10% annually.
  • Diversity, equity, and inclusion-related partnerships increase by 10% annually.
  • Bilingual support resources meet the needs of current and prospective campus community members.
  • Diversity, equity, and inclusion representation of undergraduate students increases to 45%.
  • Course materials that include diversity, equity, and inclusion are present in all disciplines.
  • The diversity percentage of employee applicants increases to mirror the city's diversity.
  • Alumni volunteerism at campus events increases by 5% annually.
  • The number of alumni-sponsored internships increases by 10% annually.

Key goal indicators of success

  • Utilization of physical and virtual/online spaces by faculty, staff, and students for collaborative initiatives increases by 10% annually.
  • Satisfaction levels regarding the quality and accessibility of physical spaces and virtual platforms increase annually.
  • The number of cross-unit collaborations increases by 5% annually.

Key goal indicators of success

  • The number of local and global partnerships increases by 25%.
  • External media mentions increase by 15%.
  • Enrollment generated via partnerships increases by 20%.

Key goal indicators of success

  • Net revenue increases by 20%.
  • Operating costs and revenues are aligned.
  • Funds raised increases by 5% annually.
  • Overall enrollment grows by 5% annually.
  • Student retention has been raised to 83%.
  • Faculty and staff salary enhancements align with competitive compensation levels.
  • The level of faculty and staff turnover is reduced to industry standard.
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