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for GOLD 2030

TABLE OF CONTENTS INTRODUCTION .................................................................................................................................................................................................................................................................................. 1

PILLAR 1:

DRIVE ENROLLMENT GROWTH THROUGH MARKET EXPANSION, INNOVATION & PROGRAM DEVELOPMENT ................................. 2

PILLAR 2:

STRENGTHEN & NURTURE MEANINGFUL COMMUNITY PARTNERSHIPS ................................................................................................................................ 6

PILLAR 3:

FOSTER ACADEMIC DISTINCTION ................................................................................................................................................................................................................................ 12

PILLAR 4:

CULTIVATE AN EXCEPTIONAL WORKPLACE THAT EMPOWERS FACULTY & STAFF ....................................................................................................... 16

PILLAR 5:

INCREASE UNIVERSITY VISIBILITY & PRIDE THROUGH ATHLETIC SUCCESS & PERFORMANCE ................................................................. 20

PILLAR 6:

AMPLIFY THE CAMERON EXPERIENCE ................................................................................................................................................................................................................... 24 ACKNOWLEDGEMENTS ......................................................................................................................................................................................................................................................... 28

INTRODUCTION Cameron University’s Go for Gold 2030 Strategic Plan provides a bold and unified vision for the university’s future, building on our proud history while embracing new opportunities for growth, innovation and impact. Rooted in a commitment to student success and the communities Cameron serves, the plan establishes a framework for strengthening the university’s academic, professional and institutional foundation through 2030 and beyond. The plan reflects Cameron’s dedication to expanding access and reaching new students through innovative approaches, relevant academic offerings and strategic growth. It recognizes the power of meaningful partnerships and the importance of working collaboratively with schools, businesses, tribal nations, organizations, alumni and communities to create opportunities and address shared needs. At its core, the plan advances a culture of academic excellence that prepares students for success while supporting faculty and staff in a workplace where they are valued, empowered and inspired to contribute their best. Go for Gold 2030 also embraces opportunities to elevate Cameron’s visibility, strengthen institutional pride, and celebrate achievement both in the classroom and through intercollegiate athletics. Most importantly, the plan is focused on creating an exceptional Cameron experience that fosters belonging, engagement, personal growth and lifelong connections. Together, these priorities chart a purposeful path forward, positioning Cameron University for sustained success in helping to build an extraordinarily bright future for our students, campus and southwest Oklahoma. Go Aggies!!!!

PILLAR 1: 2

Drive Enrollment Growth Through MARKET EXPANSION, INNOVATION & PROGRAM DEVELOPMENT

GOAL 1.1: REACH NEW STUDENTS Identify and engage new geographic and demographic student markets. Increase visibility of Cameron University across southwest Oklahoma. Standardize and streamline administrative processes in enrollment management. Build early engagement strategies that deepen prospective student connection.

Increase the number of FirstTime, Full-Time Bachelor’s Degree-Seeking students by 1% annually.

GOAL 1.2: SUPPORT EDUCATION COMPLETION Strengthen retention, persistence and timely graduation. Increase the first-to-second-year fall retention rate (percent of students returning to second fall of First-Time, Full-Time Baccalaureate Degree-Seeking Students) to 70% by 2030; CU’s current rate is 66%. Increase the 6-year graduation rates for bachelor’s degrees (First-Time, Full-Time Baccalaureate DegreeSeeking Students) to 36% by 2030; CU’s current rate is 32%. Streamline processes for transfer students. Promote Reach Higher opportunities and scholarships to recruit students for degree completion. Expand range of flexible course modalities to meet the needs of working, remote and nontraditional students. Increase resources for digital learning and accessibility support to meet the needs of a wider range of students.

GOAL 1.3: EXPAND ACADEMIC OFFERINGS Introduce new degree programs and non-degree pathways that align with regional workforce needs and student interests. Add ten additional non-degree pathways by 2030. Expand fully-online program opportunities.

Increase graduate offerings. Add two additional graduate programs by 2030.

Expand course offerings at CUDuncan as well as opportunities for remote learners. 5

PILLAR 2: 6

STRENGTHEN & NURTURE MEANINGFUL COMMUNITY PARTNERSHIPS

GOAL 2.1: (RE)BUILD PARTNERSHIPS WITH NEIGHBORING TRIBAL GOVERNMENTS Improve communication and collaboration with neighboring Tribes. Create a Tribal liaison position to connect and collaborate with Tribal governments, Tribal education offices and Tribal industries. Position hired by July 2027.

Institute a Tribal Partners President’s Advisory Council and invite stakeholders from Tribal governments and organizations to participate in advisory boards and university programs. Launch the council and have regular meetings beginning in 2026. Facilitate mutually beneficial partnerships with Tribal employers supporting student success and regional development. 7

GOAL 2.2: STRENGTHEN ALUMNI ENGAGEMENT & PARTNERSHIP Connect with alumni as active partners in advancing Cameron University’s mission of student success and community impact. Hire by the end of 2027 a dedicated alumni director to advance the institution’s ability to connect, communicate and engage with alumni in southwest Oklahoma and beyond. Increase alumni leadership, advocacy and involvement in advisory boards and university programs. By July 2027, create a mechanism by which to track alumni participation across campus in meaningful activities (event attendance, volunteerism, mentorship, board participation, philanthropy, etc.). By August 2027, create an alumni mentorship program to support Cameron students and engage alumni.

GOAL 2.3: ENHANCE COLLABORATION WITH REGIONAL EDUCATIONAL INSTITUTIONS Streamline communication and resource-sharing with educational institutions across the region. Increase CU’s presence at – and programs with – local K-12 districts and schools across the region, including public, private and Bureau of Indian Affairs institutions. Starting in 2026, engage one new high school each year to visit campus and participate in Ole Kim Days, adding five new schools to the rotation by 2030.

GOAL 2.4: STRENGTHEN CONNECTION WITH FORT SILL Improve outreach to Fort Sill employees and military students Invite stakeholders from Fort Sill, Department of Defense and defense contractors to participate in CU advisory boards and university programs. By January 2027, invite representatives from Fort Sill, DOD and FISTA to participate in an Engineering Advisory Board.

GOAL 2.5: DEVELOP PARTNERSHIPS WITH LOCAL INDUSTRY & NON-PROFITS Pursue industry partnerships that benefit student learning and community impact. Develop programs to support rural entrepreneurship and local non-profits while providing opportunities for student involvement. Invite stakeholders from local industry and non-profits to participate in CU advisory boards and university programs. Increase local industry and nonprofit stakeholder participation in CU advisory boards and university programs by at least two new organizations per year starting in 2027.

GOAL 2.6: FOSTER COMMUNITY ENGAGEMENT WITHIN SOUTHWEST OKLAHOMA UNIVERSITY PROGRAMS Position Cameron University as a regional hub for innovation and engagement by hosting conferences, cultural events and public forums on CU campuses. Increase social media engagement and website traffic by 10% annually beginning in 2027. Improve communication, marketing and outreach to the community about CU programs and offerings. Before the end of 2026, hire a dedicated director of university marketing to lead the creation of a strategic marketing plan and re-brand of the university. A dedicated marketing director will join the strategic planning process in creating a new university-wide brand and marketing plan. This individual will be responsible for telling Cameron’s story and will be integral in identifying a path toward increasing efforts as it relates to marketing and outreach to the community. Invite community members to participate in advisory boards and university programs.

PILLAR 3: 12

FOSTER ACADEMIC DISTINCTION

GOAL 3.1: SUPPORT EXCELLENCE IN TEACHING Enhance funding for innovative instructional practices and equipment. Offer faculty professional development in pedagogical best practices, curriculum design, digital learning and accessibility.

Expand the number of endowed lectureships, endowed professorships and endowed chairs across all departments and fields of study. Increase the total number of endowed faculty support funds by 3% annually; increase the total number of endowed professorships and endowed chairs across the university by 25% by 2030. 13

GOAL 3.2: CHAMPION STUDENT LEARNING Increase opportunities for experiential learning and cocurricular activities that offer students leadership development, competitive experiences, and possibilities for awards. Expand internship and career exploration opportunities at both CU campuses. Increase the number of students who participate in academic internships across the university by 10% annually. Build employer partnerships aligned with academic programs. Celebrate student successes publicly by expanding opportunities for students to share their scholarly and creative accomplishments with peers and the public, and by communicating student achievements across a wider range of media.

GOAL 3.3: ENHANCE OUR RESEARCH PROFILE Increase opportunities and support for faculty and student research in all disciplines. Increase the number of students who participate in undergraduate research by 30% across the university by 2030. Celebrate and elevate faculty and student research accomplishments. Create opportunities for on-campus research symposia, conferences and presentations. Pursue interdisciplinary and community-engaged research partnerships and initiatives.

PILLAR 4: 16

CULTIVATE AN EXCEPTIONAL WORKPLACE THAT EMPOWERS FACULTY AND STAFF

GOAL 4.1: MAKE CU AN EMPLOYER OF CHOICE IN SOUTHWEST OKLAHOMA Attract, develop and retain high-performing talent. Develop a strategic salary plan and structured pathways for promotions and raises. Develop comprehensive salary plan by FY-2028 and reduce salary disparity with PEER institutions by 30% by 2030. Enhance onboarding and training processes to welcome and integrate new employees Develop 90-day new employee survey by FY-2028 and develop on-demand training by FY-2029.

GOAL 4.2: ENHANCE WORKFLOW AND OPERATIONS Empower faculty and staff with greater autonomy in decision making. Implement an annual employee satisfaction survey by FY-2029. Optimize organizational structure to effectively meet evolving service demands. Evaluate current faculty and staff workload and support. Modernize technology for efficient workflow management. Annually monitor system downtimes and decrease by 10% annually, and increase utilization of digital forms by 30% by 2028. Centralize, standardize and continually enhance training on core processes and standard procedures across all roles.

GOAL 4.3: FOSTER AN ENVIRONMENT WHERE FACULTY AND STAFF FEEL CONNECTED, . SUPPORTED, APPRECIATED AND ENGAGED Expand access to professional development opportunities. Benchmark current professional development opportunities and increase by 30% by FY-2030. Formalize career growth pathways that promote advancement, succession planning and longterm employee engagement. Recognize and communicate outstanding faculty and staff achievements. Steadfastly support shared governance and academic freedom.

PILLAR 5: 20

INCREASE UNIVERSITY VISIBILITY & PRIDE THROUGH ATHLETIC SUCCESS & PERFORMANCE

GOAL 5.1: BUILD A CHAMPIONSHIP ENVIRONMENT Diversify revenue streams, including strategic fundraising, philanthropic support and corporate partnerships. Increase athletic revenue by 7-10% annually. Invest in team facilities, staffing, technology, equipment, nutrition and recruiting.

Provide coaches with the resources to meet sport-specific performance standards.

GOAL 5.2: UNITE & EXPAND OUR ATHLETIC COMMUNITY Enhance game-day experiences to encourage increased attendance. Increase attendance at CU sporting events by 10% annually. Design purposeful outreach and engagement strategies to deepen relationships with alumni, fans, donors, corporate partners and regional stakeholders.

Leverage CU Athletics as a driver of school spirit and community unity.

GOAL 5.3: POSITION STUDENT-ATHLETES FOR HOLISTIC SUCCESS Expand health and wellness support, including comprehensive mental health resources, targeted to student athletes. Support student athletes in leadership growth and career preparation. Develop an academic structure within Athletics to ensure athletes meet or exceed institutional and conference benchmarks in GPA, retention and graduation. Have every CU athletic team have a cumulative GPA of above 3.0 annually by 2028.

Coordinate across campus offices and departments to provide student athletes with wrap-around support for academic achievement and personal development. 23

PILLAR 6: 24

AMPLIFY THE CAMERON EXPERIENCE

GOAL 6.1: ENLIVEN CAMPUS LIFE Reinvigorate campus traditions and events to nurture school spirit and belonging. Provide students with transformative experiences that extend beyond the classroom. Create events that allow students from all backgrounds to engage their whole self with Cameron. Offer at least one online/ streaming event each semester starting in 2026 that allows distance students to experience an on-campus opportunity. Develop unique and memorable CU-Duncan events and traditions. Expand student engagement opportunities for on-campus events, such as performances, speakers, workshops, arts and culture, and conferences. Renew and strengthen Cameron University’s institutional identity.

GOAL 6.2: ELEVATE FACILITIES ON CAMERON’S CAMPUSES Renovate campus facilities, including student housing, classroom buildings and community gathering spaces. Expand available resources on the CU-Duncan campus. Evaluate facility scheduling practices to improve coordination and ensure campus spaces are used effectively. Elevate bookstore and McMahon Centennial Complex services to better meet campus community needs. Assess and enhance dining options and availability.

GOAL 6.3: ENHANCE TECHNOLOGY INFRASTRUCTURE Update computing and technology infrastructure and systems across all campuses. Expand assistance for technical support for all users. Pursue equipment and systems to extend support for distance learning and remote participation in university events.

GOAL 6.4: EXPAND RESOURCES & SUPPORT Undertake a comprehensive needs assessment to align service offerings with areas where CU can provide meaningful support to students. Complete a comprehensive needs assessment to better understand how Cameron can support students by July 2027. Explore continued expansion of healthcare offerings and availability to meet student needs. Expand support for alumni and graduated students to connect with careers. Leverage alumni connections for career exploration and mentoring of current students. 27

ACKNOWLEDGEMENTS SPECIAL THANKS TO THE MEMBERS OF THE CAMERON UNIVERSITY STRATEGIC PLANNING STEERING COMMITTEE: Melissa Caro – Staff Advisory Council Chair Kevin Coffman – Staff Member and CU-Duncan Representative Dr. Leslie Cothren – Dean of Students Julie Cunningham – Staff Member and Advancement Representative Dr. Casey Frye – Assistant Professor of Psychology, and Institutional Assessment Dr. Joy Hamm – Vice President of Enrollment Management Connor Holt – CU Student Government Association President Dr. Shane Hunt – President and Professor of Marketing Lou Izzi – Athletic Director Dr. Chris Keller – Professor of Education Harry Kimberling – Instructor in Computer Science/Technology Amanda Koll – Staff Member and Business/Finance Representative Jennifer Meason – CU Alumni Association President Dr. Edris Montalvo – Faculty Senate Chair Dr. Carie Schneider – Department Chair and Associate Professor of English

SPECIAL THANKS TO THE BOARD OF REGENTS FOR THE UNIVERSITY OF OKLAHOMA, CAMERON UNIVERSITY AND ROGERS STATE UNIVERSITY FOR THEIR SUPPORT, GUIDANCE AND ENCOURAGEMENT THROUGHOUT THE PROCESS: Rick Nagel, Chair Robert J. Ross, Vice Chair Anita Holloway, Past Chair John R. Braught Kenneth S. Waits G. Rainey Williams Jr. Dustin J. Hilliary Mackenzie Wilfong, Executive Director

OUR MISSION CAMERON UNIVERSITY PROVIDES A DIVERSE AND DYNAMIC STUDENT BODY ACCESS TO QUALITY EDUCATIONAL OPPORTUNITIES; FOSTERS A STUDENT-CENTERED ACADEMIC ENVIRONMENT THAT COMBINES INNOVATIVE CLASSROOM TEACHING WITH EXPERIENTIAL LEARNING; PREPARES STUDENTS FOR PROFESSIONAL SUCCESS, RESPONSIBLE CITIZENSHIP, LIFE-LONG LEARNING, AND MEANINGFUL CONTRIBUTIONS TO A RAPIDLY CHANGING WORLD; AND IS A DRIVING FORCE IN THE CULTURAL LIFE AND ECONOMIC DEVELOPMENT OF THE REGION.

Cameron University, in compliance with all applicable federal and state laws and regulations, does not discriminate on the basis of race, color, national origin, sex, sexual orientation, marital status, genetic information, gender identity/ expression (consistent with applicable law), age (40 or older), religion, political beliefs, disability, or status as a veteran in any of its policies, practices, or procedures. This includes, but is not limited to, admissions, employment, housing, financial aid, and education services. For inquiries related to the NonDiscrimination Policy, please see the University Equal Opportunity Officer and Title IX Coordinator, 580-581-6712, eo-tix@cameron.edu. Accommodations on the basis of disability are available by contacting the Office of Student Development at 580.581.2209 or student_development@cameron.edu. This publication, printed by Cameron University Printing Services, is issued by Cameron University as authorized by Dr. C. Shane Hunt, President. 25 copies have been prepared and distributed at a cost of $753.00. (September/2026)