2022-2023 Annual Board Report

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2022-2023 ANNUAL REPORT

BOARD OF TRUSTEES

Dr. Robert Arnce (Chairman) • Joplin, Missouri

Rob Brust • Bentonville, Arkansas

Mark Christian • Oronogo, Missouri

Vance Eubanks • Prairie Grove, Arkansas

Brian Jennings • Tulsa, Oklahoma

Jim Johnson • Stillwater, Oklahoma

Karolyn Schrage • Joplin, Missouri

Joe Simmons • Bixby, Oklahoma

Lito Solorio • Wichita, Kansas

Don Steen (Secretary) • Eldon, Missouri

Roger Storms • Chandler, Arizona

Jim Vasey • Wichita, Kansas

Clifford Wert (Vice Chairman) • Webb City, Missouri

Tim Whelan • Joplin, Missouri

ADMINISTRATORS

Matt Proctor • President

Dr. Chad Ragsdale • Executive Vice President of Academics

Jim Dalrymple • Executive Vice President of Advancement

Damien Spikereit • Executive Vice President of Administration

Doug Miller • General Counsel

Dr. Teresa Roberts • Vice President of Institutional Research and Effectiveness

Amy Storms • Vice President of Marketing and Communications

Andy Storms • Vice President of Student Affairs

Robert Witte • Vice President of Enrollment Management

OF CONTENTS
Letter from President Proctor
Institutional Statements
Academic Reports
Enrollment Management Reports
Student Affairs Reports
Administration Reports
Advancement Reports
Strategic Plan 2022-2023 ANNUAL REPORT
TABLE
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A LETTER FROM PRESIDENT MATT PROCTOR

arned a proverb, “Methods are many, principles are few. Methods always change, principles

For over 80 years, Ozark has stayed true to one unchanging mission: training men and women for Christian service We protect that mission as former Academic Dean Mark Scott once said “like a junkyard dog,” and under the leadership of our trustee board, we guard against mission drift.

But we constantly evaluate our strategies to see if they remain effective As needs change, methods change We see this in Scripture Moses shifted from a centralized judicial system to a delegated one (Exodus 18), David left behind traditional heavy armor to fight Goliath with lighter, more mobile weapons (1 Samuel 17), and Paul moved from targeting smaller cities in the eastern Roman Empire to larger cities in the west (Acts 12-28).

Through the years here at Ozark, classes on chalk art became classes on video production A performance group (Impact Brass) gave way to a worship group (Frontline) A college which once chose to forgo endowment is now building one, but the guiding principle in both decisions the desire to remain doctrinally faithful remains unchanged.

As you’ll see in the pages ahead, the 2022-23 year at OCC was a busy one We were working toward completion of our 2018-2023 Strategic Plan (now 2018-2024, thanks to an extra COVID year) You’ll notice many activities described are part of that plan’s five initiatives:

1. Increase Enrollment.

2. Expand Resource Base.

3 Launch Graduate Programs

4 Modernize Campus Facilities

5 Promote the College with Targeted Initiatives

Each initiative includes certain changes in our methods, but all five are helping us accomplish our one fixed mission training men and women for Christian service

As you read this report, I trust you’ll do two things First, I hope you’ll thank God for his watchcare over this school and for the amazing group of men and women he has gathered to accomplish the work. Second, I hope you’ll ask God to guide us as we head into the 2023-2024 school year and complete this strategic plan.

“Lord, give us the wisdom to know what should be changed and the courage to hold fast what should never change We pray this in the name of Jesus Amen ”

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INSTITUTIONAL STATEMENTS

MISSION, VISION, STATEMENT OF FAITH, GOALS, AND VALUES

istian College is to train men and women for Christian service as a degree-granting institution of biblical higher education.

VISION

The vision of Ozark Christian College is to glorify God by evangelizing the lost and edifying Christians worldwide.

STATEMENT OF FAITH

Ozark Christian College has its roots in the Stone-Campbell heritage (Independent Christian Churches and Churches of Christ) that began in the United States in the early 19th century. This heritage seeks the unity of all Christians based on the authority of the Bible for the evangelization of the world. OCC recognizes that creeds and confessions of faith have at times been more divisive than unifying, but in light of its commitment to Scripture, OCC believes that agreement on certain matters of the faith is essential to carry out its mission. Therefore, to avoid any misunderstanding or misinterpretation, the following statements are given and all trustees, administrators, and faculty affirm their unqualified acceptance.

GOD: There is one, holy God who eternally exists in three persons Father, Son, and Holy Spirit God created all things visible and invisible God is perfect in wisdom, power, and love, knowing all things past, present, and future, and his sovereign plan of redemption was set in place before the foundation of the world. (Gen 1:1-2; Dt 6:4; Heb 11:3; Eph 1:9-10; Rev 13:8)

JESUS: Jesus Christ is God’s only begotten Son, born of a virgin, fully divine and fully human, and our Savior and Lord Jesus, who was without sin, died in our place as a substitutionary sacrifice for our sins, bearing divine wrath, and reconciling to God all who trust in him. Jesus was bodily resurrected in victory over sin and death. He ascended to the right hand of the Father where he presently reigns as our king, high priest, and advocate until his glorious return. (John 3:16; Col 1:15, 2:9-15; 1 Cor 15:3-8, 20-28; 2 Cor 5:18-21; Heb 4:14-15)

HOLY SPIRIT: The Holy Spirit is fully divine and active in the church and the world The Holy Spirit draws all people to Christ by illuminating the gospel and convicting of sin. The Holy Spirit dwells in the life of a believer to transform, guide, assure, and empower living a fruitful Christian life. (John 16:8-11; Acts 2:38; 2 Cor 3:17-18; Gal 3:2)

BIBLE: God is revealed in the Bible, the uniquely inspired written Word of God and infallible in all that it affirms The Bible is the final authority in all matters of faith and practice (2 Tim 3:16; 2 Pet 1:20-21)

HUMANITY: God creates all humans, male and female, in his image, and therefore all people have intrinsic value and purpose By the sin of the first man and woman (Adam and Eve), death entered the world All have sinned and fall short of the glory of God, alienated from God and without hope apart from the blood of Jesus Christ (Gen 1:26-27, 3; Rom 3:23; Eph 2:1-3)

SALVATION: Salvation can be found in Christ alone and is offered to all by grace through faith. A living faith is demonstrated through repentance, confession, baptism by immersion, and a life of obedience (Rom 3:23, 5:12; Acts 2:38; Gal 3:26-29; Eph 2:4-10)

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CHURCH: The church is the body of Christ on earth, with Christ as the head. God’s church is comprised of a priesthood of all believers, serving as minister of the gospel according to the gifts which God has given them. Together the church is called to make disciples of all nations until Christ returns. (Matt 28:18-20; Eph 3:10, 4:11-13; Col 1:18; 1 Pet 2:9-10)

RETURN OF CHRIST: Christ will visibly return to restore creation and judge the world There will be a bodily resurrection for the believers to eternal life with God in heaven and for the unbelievers to eternal judgment in hell. In heaven, sin will be no more and those in Christ will live in fellowship with God forever. (Acts 1:11; 2 Thess 1:5-12; 1 Thess 4:13-18; Rev 20:11-15)

INSTITUTIONAL GOALS

Ozark Christian College is committed to:

exceptional academics. OCC provides qualified, innovative, and biblically faithful instruction to prepare our students to serve Christ and his church engaging experience. OCC offers quality co-curricular and extra-curricular programs to grow students in Christian maturity and equip students for Christian ministry.

transforming community. OCC cultivates a life-changing community marked by personal holiness, joyful diversity, gracious honesty, and loving service distinctive resources. OCC offers Christ-centered events, materials, and personnel to encourage and equip our constituents.

strategic stewardship. OCC manages physical, financial, and human resources to honor Christ and advance the mission of the college

CORE VALUES

The Word of Christ Taught in the Spirit of Christ (Col 1:28)

We are a biblical community, grounding our curriculum and life in God’s Word

Not to Be Served, but to Serve (Mark 10:45)

We are a serving community, looking to others’ interests, not our own.

Speaking the Truth in Love (Eph 4:15)

We are an honest community, practicing maturity through careful truth-telling

Trusting in the Power of God and Seeking the Glory of God (1 Cor 4:20; Is 42:8)

We are a dependent community, leaning not on our own strength, but on God’s

An Atmosphere of Grace, Trust, and Freedom (Rom 15:7; 1 Pet 4:10)

We are a gracious community, maintaining unity in mutual acceptance and trust.

Making Christ Known through the Church (Matt 28:19-20; Eph 3:10)

We are a witnessing community, partnering with the Church in the Great Commission

Worshiping in Spirit and Truth (Jn 4:23-24)

We are a worshiping community, pursuing God and the praise of his glory.

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COLLEGE LEARNING GOAL

Graduates of Ozark Christian College will be grounded in Scripture, growing in Christlikeness, practicing cultural discernment, and vocationally prepared for Christian service.

STUDENT LEARNING OUTCOMES

General Education Outcomes

GE 1: Communicate effectively in written and oral forms.

GE 2: Think critically from a Christian worldview

GE 3: Demonstrate skills necessary for lifelong learning

GE 4: Engage collaboratively to accomplish shared objectives.

GE 5: Appreciate and responsibly engage the physical world and diverse cultures, both past and present.

GE 6: Integrate learning and experiences to new settings and complex problems.

GE 7: Solve quantitative problems from everyday life situations

Biblical Education Outcomes

BE 1: Know the historical and theological content of the Bible.

BE 2: Employ historical-grammatical principles for biblical interpretation

BE 3: Affirm one’s personal belief in the lordship of Jesus and in the authority of the Scriptures

BE 4: Grow in spiritual formation and develop plans for continued growth

Professional Education Outcomes

PE 1: Integrate a Christian service philosophy, biblical theology, cultural content, and call to ministry (vocation)

PE 2: Demonstrate the ability to engage the culture in which Christian service takes place

PE 3: Execute the principles of biblical discipleship within their Christian service context

PE 4: Demonstrate professional competencies in Christian service contexts.

In support of the institution mission, vision, institutional goals, and student learning outcomes, the college is divided into three major functions:

Academics: To educate and equip students to become more like Christ and serve in leadership ministry.

Advancement: To advance the mission of the college with external constituents through mutual partnership, service, and resources

Administration: To recruit and retain students, maintain the financial integrity of the college, and continually improve the effectiveness of the personnel and operations.

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ACADEMIC REPORTS

DEANS' REPORTS, ACADEMIC SERVICES, AND MINISTRY DEPARTMENTS

DEANS' REPORTS

Academics Office

The Academics Department is dedicated to enhancing the learning experience for its students by constantly seeking ways to improve the curriculum, faculty expertise, and technological integration in order to provide a high-quality and robust educational experience for its students To maintain academic excellence, the department has developed a faculty qualification list, reviewed by the Board of Trustees, to guide faculty searches and hiring processes Additionally, the department is pursuing new opportunities for educating external constituents by establishing OCC Press to publish print materials and determining the target audience, subject matter, and course timeline for an OCC Academy.

FACULTY OVERVIEW

Faculty

The faculty experienced changes at the conclusion of the 2022-23 academic year, with the retirement of Dr Terry Bowland and the addition of Dr Fred Hansen as a full-time professor in the area of Biblical Studies Dr Shane Wood has stepped down from his position of Dean of Graduate Studies to focus on a position as a full-time faculty member under the new writing and research profile. Jessica Scheuermann will step into the role of Assistant Academic Dean when she returns from a sabbatical leave during the fall 2023. The Academics Office continues efforts to support faculty development, including facilitating the completion of three faculty members in doctoral studies, continuing the studies for two faculty members, and offering Continuing Education Grants for Doctoral studies to two new faculty members

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DEGREE PROGRAM ENROLLMENT

DEGREES CONFERRED

Undergraduate Studies

As part of the commitment to continuous improvement, the department has been actively working on streamlining the curriculum and exploring new educational opportunities. The faculty approved a revised two-year curricular path for Bachelor of Arts degrees to be offered to students who transfer to the institution with an earned Associate of Arts or Bachelor of Arts degree This provides a more robust offering of degree options for transfer students Following this path, the current dual degree program with MSSU is being revised to allow students to add ministry minors without adding credit hour requirements. During 2022-23 the Academics Office held initial discussions with Pittsburg State University about a dual degree program, but they have determined it is not feasible at this time.

Graduate Studies

In the fall 2022, the Master of Arts degree was successfully launched with over 80 students, surpassing their initial expectation of 40 students. The spring and summer terms added an additional 11 students, for a total of 91 students enrolled during the inaugural year. The faculty for the graduate program agreed to change the name of the program from a Master of Arts in Biblical Ministry to a Master of Arts in Christian Ministry to more accurately reflect the program focus and also align with programs offered at similar institutions Additionally, the college was approved to offer graduate certificates in alignment with the three concentrations and overall program: Biblical Studies, Spiritual Formation, Strategic Leadership, and Christian Ministry. Chrissy King was promoted from her former role to serve as the Director of Graduate Studies, providing guidance for students, communication with the faculty, and connection between all other college departments

2023-24 Plans for Academics Office

Review possibilities of a 3+2 Bachelor of Arts to Master of Arts degree program

Execute a strategy for continued classroom renovation

Prepare for HLC visit

Onboard and evaluate new academic personnel

Celebrate the completion of the first cohort of graduate students in May 2024

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A student may complete more than one degree

ACADEMIC SERVICES AND MINISTRY DEPARTMENTS

Digital Learning

Digital Learning personnel provide comprehensive academic advising and student support to online students, oversight to faculty teaching online courses, and maintenance of the Canvas Learning Management System (LMS) This team provided ongoing training to the faculty regarding upgrades to the Canvas Learning and assisted professors in making revisions to online courses Changes in the area of Digital Learning leadership took place over the summer of 2023 with the resignation of Chris White and promotion of Jason Donato to Director with Jeremiah Jones joining as Assistant Director.

Registrar

The Registrar provides services to all students current, future, and past and assists in institution-wide reporting and the ongoing management of the academic module of Jenzabar, the Campus Management Software (CMS) With the addition of the graduate program in the fall of 2022, new systems were utilized to accommodate this new student population through the reviewing of transcripts and transcription of credit. The multi-year project of entering transcripts prior to 2012 into Jenzabar will be completed in the near future

Academic Resource Commons (ARC)

The ARC provides peer-tutoring services to all students, testing services for students with academic accommodations, and workshops for both undergraduate and graduate student populations. This department continues to review the services provided, including hours of operation, to best serve student needs During the inaugural year of the graduate program, ARC personnel provided citation and writing workshops and one-on-one tutoring for graduate students which received positive feedback With the promotion of Jessica Scheuermann to Assistant Academic Dean, Katie Coen was hired to begin her service as Director of the ARC in fall 2023.

Seth Wilson Library

Under new leadership, additional personnel, and with the addition of graduate students, the Seth Wilson Library gave attention to expanding electronic resource access and preparing to move to a new library management software system

In order to provide much needed space for updated resources in the physical collection as well as new study spaces, library personnel removed over 6,800 books that fell under one or more criteria: outdated and uncirculated items, unnecessary duplicate titles, or resources that were not pertinent to the mission of the college (hobbies, general information, or other fields of study). Over 1,000 titles were added to the collection focused on updating important titles and the completion of sets of commentaries.

Facility improvements include relocation of materials to gather all religious studies materials in one area for easier research, dedicated study spaces, and moving of library stacks and other furnishings to meet ADA specifications

Ministry Center

The Ministry Center provides connections between students and local Christian service opportunities. ministry internships, and job placements This includes hosting annual events throughout the year, providing resume writing and interview assistance, and maintaining the Ministry Openings web page on the Ozark website Due to new initiatives and activities of this department, over 70% of ministry majors participating in May commencement exercises indicated they had secured a ministry position by the summer of 2023.

Spiritual Formation Team

The Spiritual Formation Team serves as an advisory team to the Chapel Committee, Life/Mentor Group director, Multicultural Affairs, and the Biblical Education Council. Based on the suggestions from this team, a Formation in Scripture Retreat was added to the Biblical Education curriculum in the fall 2022. This retreat was well received by students who attended as an elective option, and will be reviewed following fall 2023 when this course will be required for all second-year students Students continue to express in surveys and through graduate interviews that the weekly chapel services are a central part of their week and Ozark education

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Intercultural Studies Department

The Intercultural Studies Department oversees a variety of annual activities and events, in addition to providing leadership to academic programs During the past year, the Global Awareness Week and the Intercultural Studies Prayer Event had positive student involvement and interest Following a year-long assessment of the Visiting Intercultural Professor (VIP) program, the Intercultural Studies Department will replace this with the Global Ambassador Program (GAP) during the 2324 academic year. This program will focus on shorter-time commitments from visiting missionaries who will teach seminars and also provide pop-up (informal) training to students

Worship and Creative Arts Department

The Worship and Creative Arts Department provides leadership to academic programs as well as coordination for extracurricular activities and events for external constituents. The Frontline and student production teams continue to provide worship leadership for chapel services while simultaneously serving as an effective teaching tool The Creative Arts Academy continues to see annual attendance growth by welcoming 139 high school students in June to campus The college also hosted almost 2,000 guests for the Christmas musical, Holiday Inn, in December 2022

2023-24 Plans for Academic Services and Ministry Departments

Further resource online students through libguides, virtual workshops, and summer tutoring services

Re-envision information literacy training in conjunction between ARC and library personnel

Collaborate between graduate studies and the ARC to provide services to graduate students

Begin major library acquisition project to increase physical acquisitions, beginning with commentary sets

Update library collection with quality resources authored by women and minorities

Monitor the reduction of Christian service requirement from 30 to 15 hours/semester to gauge effectiveness

Review the sophomore Formation in Scripture Retreat

Review the best practices of chapel attendance procedures at other institutions

Focus on developing ways to connect intercultural studies students with alumni serving cross-culturally

Continue to grow the Creative Arts Academy both in attendance and quality

Update facilities and equipment in the Chapel and classrooms for multi-use

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ENROLLMENT

ENROLLMENT MANAGEMENT REPORTS ENROLLMENT AND STUDENT FINANCIAL SERVICES

Graduate FTE = credit hours/6

Undergraduate FTE = Full-time students +Part-time students/12

UNDERGRADUATE COST OF ATTENDANCE DATA: TUITION, HOUSING, MEALS, AND FEES

GRADUATE ENROLLMENT

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Enrollment Management

The Enrollment Management Department has been actively involved in improving and upgrading their admissions funnel to provide live updates They closely monitor the funnel on a monthly basis, comparing historical data and devising incentives to encourage students to progress further down the admissions process. In an effort to enhance the tour experience, the department carefully reviewed Tuesday Tour surveys and implemented changes to make the tours more appealing to both prospective students and their parents

The team actively engaged with various communities, churches, school fairs, and conferences to promote the college’s programs. They also worked diligently to streamline communication processes by revising automated communication flows, including creating a tailored communication flow for parents of inquiries and applicants. Enrollment Management collaborated with the Marketing and Communications Department to develop specialized literature for online, master’s, and international undergraduate recruitment This team helped successfully launch the graduate program, developed relevant policies, and organized impactful Ozark Welcome events

*Funnel does not include international students Applications include those who begin but do not complete the application process

GRADUATE ADMISSIONS FUNNEL

*Funnel does include both domestic and international applications Applications include those who did not complete the application process

Student Financial Services (SFS)

During the 2022-23 year, the SFS Office distributed almost $4.1 million in institutional, outside, and private aid to undergraduate students Over $3 6 million in federal aid was also disbursed Since 2017, 40% of students completing a bachelor’s degree graduated with no student financial loan debt Of the 60% remaining, their average debt was approximately $22,000.

The SFS Department continues to improve processes and productivity which are important factors in student’s decision to enroll and an increase in total aid disbursement This included collaborating with the Admissions Department to create and implement a strong financial aid plan for 2023-24 recruitment and enacting financial aid and student account policies for the graduate studies program. This department continues to monitor changes to the FAFSA (Free Application for Federal Student Aid), including anticipated changes to the Expected Family Contribution in conjunction with the Student Aid Index.

2023-24 Plans for Enrollment Management Departments

Plan to recruit 250 students for the 2024 fall semester

Increase dynamic on-campus experiences for prospective students and parents

Launch an international student recruiting campaign

Create policies, procedures, and communications in conjunction with the FAFSA Simplification Act

Continue to engage departments in improving processes for financial aid distribution

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RESIDENTIAL CAMPUS ADMISSIONS FUNNEL: FIRST-TIME FRESHMEN

STUDENT AFFAIRS REPORTS

STUDENT AFFAIRS

The Student Affairs Department provides services and activities focused on residential undergraduate campus students and for undergraduate online students as needed.

Residence Life

During the 2022-23 academic year, Residence Life experienced an increase in residential students, with 554 students residing on campus, an 80-student rise from the previous year, reaching a 15-year high of 77% of the population While progress was observed in living conditions, the need for renovations in the remaining three dorms has become evident through student satisfaction scores. Students have also raised concerns about the timing and effectiveness of dorm and floor devotions, which will be studied in the forthcoming year Throughout the year, efforts were directed towards fostering strong friendship communities and responding to increased mental health needs

Multicultural Affairs Department

The Multicultural Affairs Department undertook a multifaceted approach to enhance diversity, encourage cultural discernment, and improve a sense of belonging. Student ethnic diverse population for residential students remains at around 16% and faculty ethnic diversity has plateaued at 12% Positive indicators for the work of this department is seen in student satisfaction scores, including an increased ability in cultural discernment, students’ feelings of acceptance within the OCC community, and an increase in interethnic interactions Although attendance at the Mosaic Lunch decreased, the department introduced valuable initiatives such as a women of color encouragement group, multicultural events, and the increased utilization of the Intercultural Development Inventory. Positive outcomes were seen in staff and faculty evaluations and the director’s inclusion on the Administrative Council While some goals haven’t yet been achieved, plans continue to be implemented across campus departments

Life and Ministry Preparation Center (LAMP)

The LAMP Office was actively engaged in providing valuable support and guidance to students in 2022-23. Personnel conducted over 900 individual student sessions, with special focus on all freshman and transfer students This department organized the Growing Healthy Relationships Seminar, involving 14 couples and a follow-up Great Date Night Notably, sexual integrity groups for both men and women were held during both semesters, with a significant retention rate

Campus Life Activities

During the 2022-23 academic year a dynamic array of activities were offered to enrich the campus experience The reimplementation of Open Dorms contributed to a slightly higher number of events per semester, fostering a vibrant social atmosphere The department successfully achieved its goals, cultivating a strong sense of community and high participation in activities such as the Lumies and FallZark. Leveraging social media, campus life events were effectively promoted, garnering substantial engagement. Collaborative efforts with the Multicultural Affairs Department led to inclusive events like Mosaic Lunches and Coffee Is Culture, showcasing a commitment to diverse perspectives in activity planning

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RESIDENCE LIFE, MULTICULTURAL AFFAIRS, LAMP, CAMPUS LIFE ACTIVITIES, COUNSELING, STUDENT SUCCESS, COMMUNITY STANDARDS AND SECURITY, ATHLETICS, DINING SERVICES, MAIL CENTER, AND HEALTH CENTER
*Alumni Hall was closed in 18-19 for renovation, reducing the number of occupancy

Counseling Services

Though the college provides pastoral counseling through the LAMP Office, students in need of professional counseling services are connected to area counselors to provide ongoing mental health services The number of students who took advantage of this service, increased slightly in the fall 2022 from the previous year. A “Coping Skills Support Group” was offered through a local clinic, but though students expressed interest, none took advantage of this opportunity. The potential for an on-campus group will be revisited in the fall of 2023

RETENTION, PERSISTENCE, AND COMPLETION RATES

Student Success

During the year, substantial progress was achieved in developing a comprehensive student retention plan that continues to be integrated across campus departments. Acknowledging the pivotal role of faculty in supporting student success, enhanced communication with the Student Success Department was emphasized. Focused efforts on “at-risk” students through targeted outreach proved beneficial, with close collaboration among the Student Success Department, professors, Academic Resource Commons, and residence directors in providing consistent support to struggling students

Community Standards and Security

Student violations of the conduct code continued to be minimal during the 2022-23 school year. Annual training requirements for Clery’s VAWA investigators and adjudicators were met through the OCC Student Conduct Committee Training Classroom door emergency intruder barricade lock mechanisms were installed across campus Students place a high value on the need to feel safe and secure on campus Though the college has experienced minimal crimes (e g theft) and no violent crimes, there is still a need to make students feel safe and secure as demonstrated in student satisfaction scores.

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Athletics

Throughout 2022-23, the Athletics Department saw a full roster for all varsity sports, with the exception of men’s soccer, and an increase in returning student athletes, including students who extended their stay (due to COVID) and completed their degrees Athletic personnel continue to serve in the leadership of the NCCAA, and the OCC facilities are regularly used to host conference tournaments. A notable increase was seen in intramural participations which was confirmed by positive feedback in student satisfaction scores. Facilities include to see maintenance and improvement, including the resurfacing of the Pickleball and tennis court This summer, the summer sports camps hosted approximately 440 campers Student athletes remain actively engaged in Christian service, including potentially adding a short-term missions trip to Poland in 23-24

VARSITY AND INTRAMURAL ATHLETICS

*No fall intramurals

Dining Services

Throughout the year, the campus dining facility saw an increase in meals served, attributed to the rise in residential campus student population The department’s goals and activities included passing a health department inspection with a perfect score at the end of the fall semester The challenge of fluctuating food costs was managed by implementing a rotating menu strategy to reduce food costs and minimize waste. Optimizing delivery logistics by moving to two trucks instead of three saved labor time and streamlined stock management. Successful hiring of a full-time employee enhanced student service and reduced the need for student work hours, contributing to improved operational efficiency During the year, Teresa Baker retired from her years of service with Kyle Kleespies promoted to Director

MEAL PLANS

Mail Center

The Mail Center remained committed to accommodating students’ needs and preferences, including actively enhancing communication with both students and staff regarding special deliveries Throughout 2022-23, the Mail Center continued to offer mailing services, adapting to evolving trends like a decrease in letter mail and an increase in packages The department effectively utilized Square for postage sales, benefiting both customer convenience and accounting.

Health Center

The Health Center responded to a variety of health requests, communicated with students and staff about updated COVID protocols, and provided a clinic for flu vaccines and COVID boosters Staff also created a curriculum for the First-Year Student Success Class and communicated RDs and faculty regarding special student situations. In addition, staff maintained First Aid Kits and AED equipment provided on campus. Though in-person hours are limited to two days a week, staff are available daily to respond to health related questions via email

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2023-24 Plans for Student Affairs Departments

Continue to address the effectiveness of floor/dorm devos

Utilize RD meetings and RA training opportunities to develop ideas and elevate both relational and spiritual development within the dorms

Continue looking for ways to improve the existing facilities until we are able to fully renovate the remaining three dorms

Collaborate with Academics to create and implement hiring of diverse faculty strategic plan

Meet with program coordinators to go over “Practicing Cultural Discernment” survey data

Implement Intercultural Development Inventory for students and faculty

Conduct an in-house marriage conference for all engaged and married students

Implement Strategic Retention Plan which will incorporate a wide variety of departments from across the entire college

Seek input from student leaders, such as the Student Advocacy Committee, regarding what kinds of activities the student body would like to see and would benefit from

Improve communication channels and opportunities to create “hype” and excitement for campus life activities

Explore offering mental health support groups on campus to increase the ease with which students can attend

Form a “Mental Health Team” to create protocols and screening opportunities for students struggling with acute mental health issues such as depression, panic attacks, suicidal ideation, and self harm

Work with Athletics to update the handbook to align with college conduct, VAWA, and Title IX policies

Retain a higher education law firm to help update our Title IX Policy for sexual harassment (including sexual assault, dating violence, domestic violence, and stalking)

Research possibility for hiring retired police officer to lead Security and patrol during the day

Establish funding for athletic short-term missions trips

Review times of on-student health services to better serve student population

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ADMINISTRATION REPORTS

FINANCIAL REPORT AND ADMINISTRATIVE DEPARTMENTS

FINANCIAL REPORT

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ADMINISTRATIVE DEPARTMENTS

Office of Executive Vice President of Administration/CFO

The EVP of Administration oversaw a number of administrative departments and personnel transitions during the 2022-23 year This included adding the responsibility as Chief Financial Officer (CFO) to his position in conjunction with the retirement of the VP of Campus Operations and the completion of a Master of Business Administration (MBA).

Financially, the college experienced a very positive year Originally it was anticipated that there would need to be a transfer of funds from the Ready to Go Campaign in the amount of $775,000 to underwrite the 2022-2023 budget Due to positive enrollment in both graduate and undergraduate programs and corresponding tuition revenue, the college only transferred approximately $30,000 from capital campaign funds to meet the 22-23 fiscal year budget. This represents significant progress in our Back-to-Black plan that was instituted following the 2020-21 fiscal year. This reduced budget need may allow for a reallocation of those campaign funds to further dorm renovation plans

The college continues to be committed to five institutional goals for financial health The institution’s goal of operating in the black was not achieved due to a deficit of approximately $30,000. However, the goal of operating as a debt-free institution was successfully accomplished. Depreciation expenses amounted to approximately $460,000 in the 2022-23 budget, with a planned increase to just over $500,000 in the upcoming 2023-2024 budget The aim to build an endowment fund has stalled due to redirecting capital campaign funds towards general fund scholarships for COVID recovery

Allocation of fiscal resources to support the educational mission was achieved with 64% of core expenses being spent on academic and student services. The institutional goals will undergo a review and revision during the September 2023 trustees meeting.

In conjunction with ongoing efforts toward continuous improvement, the annual planning process was updated during the summer 2023 to encourage quarterly review of departmental goals and involve all personnel in ongoing review and achievement.

Business Office

During the 2022-23 year, the Business Office experienced a leadership change with the appointment of Rachel Watson as the Director of the Business Office/Controller. David McMillin will officially conclude his role with the completion of the 2022-23 audit.

Marketing and Communications

The Marketing and Communications Department implemented a strategic advertising plan to promote the college externally including new advertisements in Christianity Today and Christian Standard. Marketing and Communications also partnered with several other departments internally to communicate and promote announcements and events. This internal collaboration included sending regular admissions communications to diverse audiences and employing a measured digital and print advertisement strategy for prospective students Bimonthly emails to the Advancement audience yielded aboveaverage open and click rates The department hired an administrative assistant, held monthly meetings with OCC departments to improve communication and collaboration, took on the oversight of campus environments, and oversaw messaging and production of various deliverables. Marketing and Communications staff received training in digital marketing and crisis communications and updated digital and print advertising strategies for Advancement and Admissions. The department is overseeing the creation of a new occ edu website to launch in fall 2023

Information Technology

During 2022-23, the IT Department was actively engaged in monitoring and optimizing various aspects of technological infrastructure Utilizing the Spiceworks Help Desk system, they effectively maintained a problem-solving score of 99 56, consistently aiming to address service-affecting issues within 24 business hours and non-project-affecting problems within seven days The installation of new network switch stacks and wireless access points in various campus locations enhanced connectivity. The IT Department prioritized cybersecurity, setting up Cloudflare-protected connections to safeguard OCC web servers. Additionally the department expanded hardware resources and updated technology in classroom L15, reflecting their commitment to up-to-date technology management

Human Resources

The Human Resources Office provided assistance to all college departments in the recruitment, hiring, and onboarding process of new personnel during the 2022-23 year. Additionally, this office managed changes related to the processing of health benefits and insurance carriers During 2023, Annie Crider was promoted to Human Resources Manager to lead this department in continuing to serve all campus employees

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Physical Plant Department

The Physical Plant Department completed all work orders assigned in a timely and safe manner being mindful to improve all areas maintained, both inside and out This department had several personnel changes during the year but was able to oversee various projects and continue to maintain facilities through hiring new personnel and through securing contracts with outside contractors Projects included the completion of renovations in Mabee Hall, Boatman Hall, and Library classroom 11 and the first stage of renovations in Williamson Hall.

Bookstore

Bookstore sales increased during the 2022-23 year through providing textbooks for students, selling OCC-branded merchandise, and resourcing local churches with curriculum and other physical materials Leadership of the Bookstore transitioned during the summer of 2023 with the promotion of Linda Scantlin to the role of Director. Long-time Director Bob Heath will continue to serve this department on a part-time basis.

BOOKSTORE SALES

Institutional Research and Effectiveness

The IRE Office assists all departments in effectively utilized data, survey results, and interview responses to assess their ongoing activities. The campus-wide integration of data for decision-making and planning was noted, emphasizing the need for ongoing communication and training for department leaders in data access and utilization, as well as feedback solicitation for annual planning Notably, key performance indicators including enrollment, retention, and completion continued to improve, while regular administrative reviews of drivers and risks contributed to an overall assessment of institutional health Additional activities for 2022-23 encompassed preparing for the HLC visit, addressing ABHE reports and website updates, training new personnel, expanding SOP documents, conducting surveys for external input, enhancing data accessibility, and facilitating annual strategic planning sessions for faculty, staff, and administrators.

General Counsel/Planned Giving Office

During 2022-23, the estate planning efforts witnessed a decrease in the number of presentations and attendees due to reduced NextLevel webinars availability, yet the number of estate plans completed remained average. However, the institution observed an increase in the dollar amount of legacy gifts, primarily attributed to a few substantial estate contributions, while the count of Legacy Society members reached a plateau

The department’s goals and activities involved increasing references to planned giving opportunities in fundraising letters and donor emails, offering complimentary online wills and powers of attorney as a service, engaging with executors and trustees to facilitate the receipt of planned gifts, and implementing an estate planning prompts calendar to guide donors. These efforts collectively aimed to promote planned giving, engage donors, and encourage thoughtful estate planning

2023-24 Plans for Administrative Departments

Implement an updated annual planning and review process across campus departments

Update goals for Financial Health to include annual review of CFI score

Oversee transitions in the leadership of the HR Office and Bookstore

Launch new occ edu website

Relaunch The Ambassador magazine and improve its processes

Continue to upgrade wireless access points, software, and hardware systems

Streamline processes for entering and exiting employees

Create onboarding process for student employees

Review possible use of third-party vendor for textbook sales

Create 2030 strategic plan process and implementation

Prepare for the HLC visit in October 2024

Utilize the Crescendo GiftLegacy service

Continue renovation of Williamson Hall as funds allow

Develop comprehensive plan to improve campus grounds, facilities, and environments

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ADVANCEMENT REPORTS

DONOR ENGAGEMENT AND EVENTS AND HOSPITALITY

ADVANCEMENT DEPARTMENT

The mission of the Advancement Department is to advance the mission of the college with external constituents through mutual partnership, service, and resources.

In the past fiscal year, the Advancement Department achieved significant progress across various fundraising and engagement initiatives. Despite falling just shy of the $2.4 million goal, the general fund gift income exceeded expectations, totaling $2,388,920 Church giving showed an encouraging increase of $100,000, while individual giving remained steady Partnering with 330 churches and 1,008 individual donors, the department’s outreach maintained consistency with previous years, though a slight decline in individual donor participation was observed. The department plans to address this issue in the upcoming strategic planning cycle.

The Advancement Department exhibited adaptability in its fundraising strategies A notable change in the Phonathon’s focus from donation appeal to alumni contact which resulted in reaching 1,413 alumni through calls, voicemails, and notes Fundraising letters yielded lower returns, prompting the department to review and revise its approach. Additionally, the living room gatherings strategy for major donors was deferred, prompting consideration for its inclusion in the forthcoming five-year strategic plan The Ready to Go capital campaign proved fruitful, raising $5 81 million in gifts and pledges (and reaching its $5 9 million goal by September 2023)

The launch of eight new series through NextLevel garnered positive feedback, and the YouTube channel witnessed increased interaction with 146,000 total views. Partnerships with platforms like RightNow Media and Live Church Solutions expanded the reach of the resources The exploration of new foundation and grant opportunities, including the Lilly and Mabee Foundations, present potential prospects for the future

Donor Engagement

The Advancement Department received over $2.4 million for the general fund, exceeding the budgeted goal of $2.2 million. This increase is due to new church gifts, an increase in online giving, and multiple major gifts with connections to the new Director of Donor Engagement

GIFTS

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Events and Hospitality

The Events and Hospitality Department saw the two fall events for students experience a notable increase in attendance with positive feedback, though youth ministers expressed a desire for the previous full campus (housing) experience. PreachingTeaching Convention attendance was stable while the Women’s Event registration reached a record high Feedback narratives for both of these events were overwhelmingly positive, validating the decision to adapt programming and scheduling, including offering virtual accessibility The implementation of new systems for internal campus use requests was well received among campus departments.

EVENTS

2023-24 Plans for Advancement Departments

Launch OCC Resources in conjunction with Academics Office

Leverage new Donor Engagement Officer to connect with existing and new donors in a strategic region Map and implement strategies for funding additional dorm renovations and funding the endowment

Intentionally work with the Admissions Department in making events more engaging

TRATEGIC PLAN

18-2024

Under the direction of the Board of Trustees, OCC’s current strategic plan includes the following five initiatives The Board of Trustees approved the extension of this strategic plan due to the COVID pandemic Some of the initiatives below have been completed, while others continue during the 2023-24 year.

Implement an annual strategic enrollment plan for student recruitment and admittance to increase student enrollment for residential, online and graduate studies

Continue to evaluate the student success process to improve retention and degree completion. Annually evaluate and revise the institutional scholarship program for improved effectiveness in recruitment and retention of students

Continue to develop current programs to reach new student populations and evaluate programs in order to support retention and completion

Create strategies for engagement and cultivation of new donors

Align staff and systems to increase the general fund from $1 9 million in 2018-2019 to $2 3 million by 2023

Implement a comprehensive major donor strategy (capital campaign, legacy society, planned giving)

Reevaluate strategies for funding the Endowment Fund with a goal of reaching $8 million by 2027 (President’s Gathering, Living Room gatherings).

Expand the donor engagement team and increase input by trustees and other advisors

Continue planning of graduate programs. Market and recruit for the first group of graduate students. Launch graduate programs Develop additional graduate programs and/or extension campus

Upgrade campus technology including educational and classroom technology as well as campus infrastructure. Improve and add student environments

Renovate dorms in three phases: environmental improvements, infrastructure upgrades, and furniture replacement

Improve campus accessibility including walkways, entryways, and access

Implement a comprehensive and integrative marketing strategy toward building a national brand Leverage the NextLevel program and resources

Promote faculty service through targeted opportunities.

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Increase Enrollment 1 2. 3. 4 Expand Resource Base 1 2 3 4. 5 Launch Graduate Programs 1. 2. 3 4 Modernize Campus Facilities 1. 2 3 4 Promote the College with Targeted Initiatives 1 2 3.
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