红杏短视频

Goals and Tactics (2025-2026)

1. Develop disciple-mentors among the staff and faculty of the university

   1. Design and launch a comprehensive staff development program focused on equipping the Office of Student Life and athletics personnel with practical skills for Christ-centered discipleship and mentorship, with a goal of 80% staff participation by the spring of 2026. This program will include training in spiritual discernment, active listening, and sharing personal faith narratives.
   2. Establish a formal memorandum of understanding (MOU) and develop a concrete action plan for ongoing collaboration with the Faith-Sports Institute, outlining specific programs, research initiatives, and student-athlete engagement opportunities

2. Deepen student experiences with Jesus Christ and his church

   1. Conduct an audit of current spiritual formation efforts within each athletic program and develop a refined, measurable plan to enhance Christ-centered community, spiritual disciplines, and servant leadership opportunities for all student-athletes
   2. As a collaborative effort between academics and student life (as well as other departments) align and enrich program-specific models of formation, identifying specific touchpoints and collaborative programs that promote holistic student development from a Christ-centered/formative perspective
   3. Expand and strengthen partnerships with five to seven local Christ-centered churches, creating clear pathways and incentives for students to actively engage in local church life and develop meaningful community

3. Expand co-curricular and extracurricular programs to facilitate community and belonging for residential and commuter students

   1. Finalize the comprehensive framework for a robust Student Experience and Belonging Data Dashboard, incorporating identified KPIs and qualitative feedback mechanisms, to be fully operational by the fall of 2026. This dashboard will serve as a continuous improvement tool.
   2. Revise and enhance the Summer Transition Experience for first-generation college students, incorporating lessons learned from previous cohorts. Aim to host a cohort of 20-25 students in the summer of 2026, with measurable outcomes for retention and belonging.

4. Establish opportunities to foster thriving student experiences to sustain the university鈥檚 mission

   1. Fully implement the enhanced First-Year Experience Pilot Program in close collaboration between the Office of Academic Affairs and the Office of Student Life, ensuring a unified approach to spiritual and character formation, new student orientation, academic advising, and social integration
   2. Conduct a needs assessment for commuter and off-campus students, and based on findings, implement at least three new, specific initiatives by the fall of 2026, aimed at fostering their sense of belonging, spiritual connection, and access to campus resources. This could include designated spiritual formation groups, enhanced lounge spaces, or structured social events.
   3. Fully implement the framework for students in the Beacon Transfer Scholars Program, including comprehensive spiritual, academic, and social support services. This will include dedicated mentoring and community-building activities.
   4. Integrate the "Thriving Student Experience" institutional initiative into the ongoing operational fabric of the student life division, identifying specific departmental contributions and measurable outcomes. This includes embedding a culture of continuous improvement based on student feedback and data.

5. Engage an alumni community that supports students, one another, and the university as part of the 'Stay Known' initiative

   1. Launch FoxLink Community engagement platform
   2. NetVUE vocation grant to expand Ignite program into two additional academic programs