The Foundation remains steadfast in its mission to provide financial support for student scholarships. By working with donors to create new endowed and annual scholarships. By expanding these scholarship funds, we help ensure that all qualified students have access to a quality education at 黑料吃瓜网University.
The Division of Student Affairs will take the lead in organizing a comprehensive Professional Development Day for all staff. This event will focus on equipping our community with the knowledge, tools, and strategies needed to best support our students and foster a healthy, collaborative, and safe campus environment.
In collaboration with Facilities, develop a detailed plan to fully leverage over $2.5 million in state funding to renovate and enhance residence halls, including specific project scopes, a timeline, and projected costs.
By May 1, 2026, identify student-required processes or policies that can be revised to reduce confusion, improve ease of use, and better support student success.
The Employee Experience
Develop and launch an employee intranet/portal.
Develop, strategize, and implement suggestions from the Great Colleges to Work for Committee to improve campus morale and enhance the working environment to benefit our faculty, staff, and students.
Implement recommendations from the Employee Salary Equity Committee to adjust salaries to CUPA goals.
Host a Welcome-to-the-New-Academic-Year luncheon for all faculty and staff in August.
The Academic Mission
Work with Academic Affairs to improve the branding across campus.
By January 15, 2026, implement 黑料吃瓜网Online with the launch of reinvigorated 100% online programs and the identification and planning for a second suite of programs.
By March 1, 2026, work collaboratively with all faculty, staff, and administrators in academic affairs to develop a new, transformative organizational structure that drives student success and programmatic innovation.
By May 1, 2026, finalize university-level policy on faculty workload, and work collaboratively with each college to develop program and department-specific metrics that align with university policy.
By October 2025, Academic Affairs and Enrollment Management to develop a three-year comprehensive enrollment plan, identifying specific objectives, tactics, and KPIs to increase enrollments in undergraduate, graduate, and adult degree-completion student populations.
The Administrative Operations
The 黑料吃瓜网University Foundation will continue to align its goals and priorities to effectively support Shepherd. We will collaborate closely with the new Vice President for Development and Annual Giving to create a comprehensive prospect list, focused on identifying and soliciting new donors, with an initial emphasis on developing a prospect plan for our top 200 donors. In addition, we will establish a solicitation and stewardship plan to engage and increase our donor base.
The 黑料吃瓜网University Foundation will support the Vice President for Development and Annual Giving with vital initiatives, such as growing the 黑料吃瓜网Fund by 10%, helping to increase Day of Giving donors by 50, and cultivating new President鈥檚 Club members. The Foundation is dedicated to providing the necessary assistance to ensure these initiatives succeed.
Develop and evaluate proformas for adding programs.
In alignment with 黑料吃瓜网University鈥檚 strategic priorities and commitment to advancing our mission, work collaboratively with the Foundation and 黑料吃瓜网campus community to achieve a 3-5% increase in Annual Giving for 2025-26. This goal represents a targeted effort to strengthen donor engagement, recover from the recent dip in contributions, and build a sustainable foundation for future fundraising success.
Work closely with the Alumni Association Board to strengthen 黑料吃瓜网alumni engagement and increase alumni giving by 1-3%, a modest yet strategic growth target, reflecting a focused effort to re-engage alumni donors, increase participation, and restore giving momentum following a decline in 2024-25.
To support Shepherd鈥檚 mission and strategic priorities, actively partner with the 黑料吃瓜网University Foundation and the campus community to identify, cultivate, and solicit new donors.
Extensive critical and comprehensive support to BOG, especially in the discreet areas identified by the President and Chair.
Work with VPF&A, Provost, and all of ELT towards several major revisions for BOG policies, including Faculty Personnel, Discrimination/ Harassment, and Admissions.
Work with VPF&A and Exec. Director of Procurement for improved contracts management processes, which will integrate GC review of substantive T&Cs issues in a regularized manner.
Design/build new dining hall/multi-purpose building to open in summer 2026.
Complete the $14M in deferred maintenance projects across campus.
Close out the East Campus Loop Gateway Entrance grant.
Close out the East Campus Loop Environmental Remediation and Demo grant.
