Rockford University 2025 Year in Review

Year In Review 2025

Executive Summary

Rockford University’s first year of the 2025–2029 Strategic Plan demonstrated meaningful progress toward its institutional goals. Guided by five interconnected pillars, the University advanced initiatives that collectively strengthened enrollment, financial sustainability, employee development, student success, and community engagement.

REVENUE GROWTH

In FY25, Rockford University made substantial progress in strengthening its financial foundation through strategic growth in enrollment, philanthropy, and alternative revenue generation. The University approved four new degree programs and several professional certificates set to launch in Fall 2025, expanded community college and dual-credit partnerships, and reduced student melt by 5% through enhanced coordination across Enrollment Management, Student Life, and Academic Affairs.

Annual fund revenues added $1.45 million, supported by renewed stewardship strategies and the development of donor engagement matrices, while grant activity grew with 19 applications and over $1.25 million in awards. Alternative revenue also expanded, generating more than $243,000 through facility rentals, executive education, and corporate partnerships with organizations such as Alignment Rockford, the Rockford Park District, and Etnyre International. These combined achievements reflect the University’s commitment to sustainable, mission-driven growth, positioning Rockford University to close the structural budget gap through innovation, collaboration, and diversified revenue streams.

PHYSICAL PLANT

In FY25, Rockford University made significant strides in modernizing its physical and technological infrastructure to enhance safety, efficiency, and the overall campus experience. Key accomplishments included launching a preventive maintenance framework supported by a new Computerized Maintenance Management System (CMMS), completing critical facility upgrades across academic, residential, and wellness spaces, and advancing the Ellucian Colleague ERP implementation to streamline operations. State grant funding enabled major athletic facility improvements, including new turf baseball and softball fields and an upgraded stadium sound system, while construction continued for a multi-purpose turf field. Despite some deferred projects due to budget constraints, the University strengthened its foundation for long-term sustainability through data-driven planning, crossdepartmental collaboration, and a continued focus on operational excellence and student engagement.

TALENT DEVELOPMENT

In FY25, Rockford University made significant progress in strengthening its Talent Development framework through enhanced recruitment, professional growth, engagement, and compensation initiatives. Human Resources modernized key processes by developing a new online performance management system, expanding professional development offerings such as the “Learning Hour” and 815 Elevate Leadership Series, and revitalizing the CARE Committee to foster a positive campus culture. Recruitment and hiring practices were refined to emphasize mission alignment, equity, and competitive benefits, while structured hiring committee training improved consistency and fairness across departments. The University also advanced compensation equity through a 3.5% salary increase and initiated analyses to standardize faculty promotion increments, ensuring internal growth opportunities remain transparent and competitive. Although financial constraints and workload capacity limited some long-term initiatives, these accomplishments established a strong foundation for employee engagement, retention, and institutional alignment.

STUDENT SUCCESS

Rockford University advanced its Student Success pillar in FY25 through significant progress in academic achievement, retention, and career readiness initiatives that enhanced the student experience from enrollment to graduation. Expanded academic support through The HUB increased student engagement in coaching, supplemental instruction, and workshops, while data-driven improvements boosted course evaluation participation and informed instructional quality. The launch of RUOL 100: Introduction to Digital Learning established a foundation for online student onboarding, and the implementation of the 4-Year Tuition Lock provided financial stability for new students.

Targeted retention programs such as Regents First and Men of Confidence continued to strengthen outcomes for first-generation and underrepresented students, with the upcoming Regents PAWS program set to expand support for student-athletes. Career readiness also reached new heights through the creation of the Career Connection placement cell, integration of PathwayU and Handshake into coursework, and robust engagement in internships, networking events, and employer partnerships, serving over 400 students in experiential learning. While challenges persisted in data integration, resource limitations, and classroom technology upgrades, FY25 established a strong infrastructure for coordinated academic, personal, and professional growth.

COMMUNITY INVOLVEMENT

Rockford University strengthened its community partnerships and deepened its civic engagement impact in FY25 through expanded volunteerism, philanthropy, and collaboration across divisions. Efforts led by Advancement, the Jane Addams Center for Civic Engagement (JACCE), Human Resources, and Global Affairs enhanced the University’s presence as a trusted community partner while advancing its mission of developing engaged, socially responsible citizens. The University cultivated new partnerships with organizations such as Members Alliance Credit Union, Portillo’s, the Rockford IceHogs, and the Rockford Network of Professional Women, and strengthened employer relationships through structured feedback mechanisms like the RYCE/IYIP Essential Employability Skills surveys.

Volunteerism reached new heights, with approximately 85 percent of employees participating in service activities and all 13 athletic teams contributing more than 350 volunteers across local schools, food drives, and youth programs. The launch of the first Faculty and Staff Community Engagement Survey provided baseline data, revealing that 73 percent of respondents are actively involved in community service, 60 percent have volunteered for more than three years, and 45 percent contributed over 50 hours of service this year. In addition, RU achieved a 64 percent donor retention rate, expanded alumni and employee giving, and advanced its Carnegie Community Engagement Classification renewal. Collectively, these initiatives highlight Rockford University’s growing role as an anchor institution committed to partnership, service, and lifelong engagement within the Rockford region and beyond.

CHALLENGES AND LESSONS LEARNED

FY25 marked a year of strong progress across Rockford University’s strategic priorities, though several shared challenges emerged spanning revenue growth, operations, talent development, student success, and community engagement. In revenue generation, faculty turnover and workload demands slowed new program and dual-credit expansion, highlighting the need for sustainable staffing models and better technology integration across registration, CRM, donor, and event systems.

Data alignment improved but remained hindered by the lack of fully unified dashboards, while limited marketing and outreach capacity constrained long-term visibility and conversion momentum. Facilities modernization advanced, yet deferred projects and inconsistent fund coding underscored the importance of capital planning, resource alignment, and clearer coordination between Athletics, Advancement, and Business Operations. Technology and IT infrastructure upgrades were slowed by budget constraints and the complexity of the Colleague ERP migration, emphasizing the need for proactive planning and system cohesion. Talent development efforts progressed through new performance management tools, but competitiveness in compensation, workload balance, and consistent promotion pathways remain ongoing challenges. In student success, fragmented data systems limited tracking of retention and outcomes, while staffing shortages, deferred classroom improvements, and financial aid timing affected engagement and early enrollment.

Finally, community engagement efforts revealed gaps in volunteer tracking, partnership documentation, and impact assessment, reinforcing the need for centralized systems, cross-department collaboration, and sustainable partnership structures. Collectively, these lessons underscore that continued investment in people, processes, and platforms is essential to strengthen operational efficiency, accountability, and institutional impact.

NEXT STEPS (FY26 Focus)

In FY26, Rockford University will advance its strategic priorities through a coordinated, data-driven approach emphasizing revenue growth, operational efficiency, talent development, student success, and community engagement. Academic program expansion will continue with the launch of new undergraduate and graduate offerings and feasibility studies for the Ed.D. and MPA, while Advancement implements Donor and Stewardship Matrices, launches the Euna Grants platform, and enhances facility rental and partnership tracking for improved ROI reporting. CPEL will broaden its professional development portfolio through partnerships with Alignment Rockford, ZSchool, Acadeum, and the Rockford Park District.

Institution-wide dashboards will align enrollment, philanthropy, and partnership outcomes to FY26 KPIs, supported by expanded marketing and communications efforts. Facilities and IT will advance modernization by deploying the CMMS platform, addressing deferred maintenance, achieving the 4.5% CAPEX target, standardizing fund coding, and completing Colleague Student and Financial Aid module launches alongside expanded cybersecurity and infrastructure upgrades. HR will finalize faculty promotion and compensation analyses, implement equitable pay structures, and launch an online performance management system with supervisor training, mentorship, and professional development initiatives. Student Success efforts will include launching a unified dashboard, expanding programs such as Regents PAWS and Regents First, enhancing internship tracking, and improving outreach to at-risk students.

Finally, RU will centralize volunteer tracking through JACCE, publish its first Community Engagement Impact Report, and strengthen partnerships with local businesses and cultural organizations to deepen experiential learning and community collaboration. Collectively, these initiatives position Rockford University to build a more connected, innovative, and resilient institutional framework that advances mission-aligned growth and impact.

The following sections provide detailed updates for each strategic initiative aligned with Rockford University’s 2025–2029 Strategic Plan. These reports outline the progress made to date, key performance indicators (KPIs), and measurable outcomes that reflect institutional advancement across all five pillars: Revenue Growth, Student Success, Physical Plant, Talent Development, and Community Engagement. Each initiative summary highlights accomplishments, ongoing efforts, and areas for continued improvement, offering a comprehensive view of how strategic priorities are being implemented and assessed through data-driven results.

Revenue Growth

NEW ENROLLMENT

Strategic Goal Expand student enrollment by strengthening recruitment efforts, diversifying academic offerings, and fostering new partnerships.

New Enrollment Early Headcounts

Year 1 (2024-2025)

Year 2 (2025-2026)

KPI Achieve a yearly 5% increase in new enrollment across undergraduate, graduate, and online programs and reach a total FTE of 1,500 students by 2029.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

IPEDS Total Enrollment Full-Time Equivalent (FTE)

Year 1 (2024-2025)

Year 2 (2025-2026)

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

YEAR-ONE SUMMARY

FY25 marked a significant advancement in the University’s efforts to grow and diversify enrollment. New academic programs, revitalized partnerships with local school districts and community colleges, and enhanced collaboration between Enrollment Management, Academic Affairs, and Athletics created a strong pipeline for student recruitment. The University also introduced targeted marketing strategies and technology updates to better engage prospective students and improve conversion rates.

PROGRESS HIGHLIGHTS

• Initiative One: Develop and Expand Academic and Non-Traditional Programs Rockford University made substantial progress in expanding and diversifying its academic portfolio to attract new student populations and meet workforce needs. In FY25, four new degree programs were approved and will launch in Fall 2025: Bachelor of Social Work (BA or BS), Master of Science in Data Science (MSDS), Master of Science in Exercise Physiology (MSEP), and Master of Arts in Sports Management & Leadership (MASML). Several additional offerings were introduced to strengthen non-traditional and online pathways, including a new Science, Math, and Health major to retain students transitioning from Nursing, a minor in Forensics, and a minor in Artificial Intelligence Literacy through Rize Education. The RU Online CORE curriculum was redesigned to integrate soft- and technical-skill development across all three majors.

In addition, the Management Studies major was renamed Business Management and Accounting Studies was renamed to Accounting with more alignment with CPA preparation. Eleven new nine-credit certificate programs were approved between Spring and Fall 2025 in fields such as Business Analytics, Nonprofit Leadership, Financial Literacy, Coaching, and Organizational Communication, providing career-focused options for adult and transfer learners. Dual-credit initiatives also advanced through a new partnership with Rockford Public Schools (RPS 205), offering two-year English sequences equivalent to Composition (RHET 101), Introduction to Literature (ENGL 150), Revolution & Nationalism (ENGL 282), and Victorianism to Modernity (ENGL 283), with work continuing on a Social Problems sociology course. Transfer enrollment pipelines were supported through targeted digital campaigns and geofenced advertising around regional community colleges (RVC, HCC, and ECC) and professional organizations. Marketing included press releases, community outreach, paid and organic social media, information sessions, and counselor visits emphasizing program relevance, career outcomes, and affordability. Feasibility studies also began for future programs including

the Ed.D. in Educational Leadership, Master of Public Administration (MPA), and a post-baccalaureate certificate for Data Science prerequisites.

Final funnel data as of October 2025 reflected early interest across all new programs (e.g., BSW: 24 inquiries, 22 applications, 11 enrolled; MASML: 24 inquiries, 20 applications, 8 enrolled; MSEP: 8 inquiries, 6 applications, 3 enrolled; MSDS: 6 inquiries, 4 applications, 1 enrolled) with a total of 23 new students enrolled. The growth in new programs also highlighted emerging faculty and resource needs, particularly compensation for dual-credit course development and the replacement of a terminally qualified faculty member in Kinesiology following a retirement. Overall, these new programs and marketing efforts demonstrate significant institutional momentum toward meeting enrollment goals through innovation, flexibility, and data-driven academic planning.

• Initiative Two: Strengthen Community College Partnerships and Transfer Opportunities

Rockford University strengthened its community college partnerships and transfer pipelines in FY25 through multiple new and renewed agreements that expanded access, visibility, and international collaboration. New Memoranda of Understanding (MOUs) were finalized with RPS 205 to launch a Dual Credit English Literature course beginning Fall 2025, with Rockford Promise and the City of Rockford to expand scholarship eligibility to all qualifying students, and with the University of Illinois Chicago (UIC) College of Pharmacy to establish a 3+4 Pharm.D. pathway that accelerates students’ progress by one academic year and guarantees an admission interview for qualified RU students.

The RPS 205 Education Pathway MOU was also renewed for three years, supporting the largest undergraduate education cohort to date with 26 students enrolled. A new 2+2 agreement with Rock Valley College is in development to facilitate seamless transfer into RU’s Bachelor of Social Work program, with future expansion planned for Human Services majors. Across existing partnerships, the University nearly doubled its community college recruitment visits, reflecting a 95% year-over-year increase in counselor outreach, supported by press releases, digital ads, social media campaigns, and on-site information sessions. In addition, 2+2 cybersecurity articulations were initiated with Elgin Community College and Harper College, both expected to strengthen global enrollment pathways. Plans are underway to expand outreach through counselor breakfasts, visits to regional international offices, and engagement with Designated School Officials (DSOs) to streamline the transfer process. These collective efforts reflect a comprehensive and collaborative approach to transfer recruitment, designed to expand student access, foster local and international partnerships, and position Rockford University as a preferred destination for community college graduates.

• Initiative Three: Expand Athletic and Esports Recruitment Through New Opportunities

Rockford University achieved significant progress in expanding athletic and esports recruitment by aligning departmental strategies, launching new sports, and deepening collaboration between Admissions, Athletics, and Esports. FY25 marked a unified recruitment focus on in-state students, primarily across Northern Illinois and the Chicagoland region, improving consistency and efficiency in outreach. The partnership with Ruffalo Noel Levitz (RNL) advanced coordination through joint financial aid training sessions and structured communication between coaches and admissions counselors, ensuring shared recruitment goals and real-time tracking through Salesforce. These collaborative improvements directly supported program growth, with total athletic enrollment increasing 14% year-over-year (134 to 156 student-athletes).

The University introduced women’s bowling and women’s flag football in FY24, with men’s and women’s indoor and outdoor track scheduled to begin in FY25–26. These additions not only expanded athletic opportunities but also elevated recruitment visibility across high schools and regional athletic organizations. Esports demonstrated notable development as well, launching Super Smash Bros. as a competitive title that helped secure two key recruits and attracted strong campus engagement. Participation grew from 3 active teams and 15 student-athletes in Spring 2024 to 4 teams and 18 athletes by Spring 2025, with a projected 5 teams and 23 student-athletes for Fall 2025. Approximately 30 additional students have expressed interest in joining the program, with those not rostered encouraged to join the new Tabletop Gaming Club, designed as a community-based feeder for future esports talent. These collective initiatives reflect a data-driven and collaborative approach that has strengthened Rockford University’s athletic and esports pipelines, enhanced institutional visibility, and contributed meaningfully to new student enrollment growth.

• Initiative Four: Grow Educational Partnerships with Schools Districts and Local Programs

Rockford University advanced its educational partnerships in FY25 by expanding teacher education pipelines, strengthening dual-credit programs, and broadening scholarship opportunities with local schools and districts. Through Rockford Promise

and Rockford Pathways, the University established an unlimited number of scholarships for qualifying students and extended participation to a private institution, Boylan Catholic High School, marking the program’s first private school partner. A new Dual Credit English Literature Pathway was launched with Rockford Public Schools (RPS 205), alongside the continued growth of undergraduate and graduate education pathways supported by standard operating procedures (SOPs) and secure data exchanges (SFTP) to ensure compliance and accurate tracking across partnerships.

Rockford University also signed a three-year renewal for the RPS 205 Pathway Program, enrolling 23 new undergraduate students (Cohort 9) for Fall 2025 and 18 Urban Education students in the Spring 2025 cohort, with recruiting underway for Cohort 10 in FY26. The University’s Urban Education Principal Leadership Program in Peoria Public Schools celebrated its first graduating cohort in Spring 2025, with 17 of 20 students completing coursework and three earning principal endorsements. A second Peoria cohort of 17 participants began in Spring 2024 and will graduate in Winter 2026. Additionally, a partnership with Freeport Public Schools currently supports 12 graduate and 3 undergraduate students, most of whom will student teach and complete degrees by Fall 2026. These initiatives exemplify Rockford University’s commitment to regional workforce development and educational access by expanding local pipelines, reinforcing collaborative data infrastructure, and fostering sustained district partnerships that serve both students and communities.

• Initiative Five: Increase Graduate Enrollment via Alumni and Undergraduate Recruitment

Rockford University strengthened its graduate enrollment pipeline in FY25 by launching alumni incentives, expanding undergraduate-to-graduate recruitment efforts, and promoting new master’s programs aligned with workforce needs. A new MBA Alumni Tuition Discount of $250 per credit hour was introduced to encourage continuing education among graduates, resulting in 14 unduplicated MBA students across the 2024–2025 academic year (6 in Fall 2024, 11 in Spring 2025, and 5 in Summer 2025). Alumni recruitment was supported through banners in the student portal, features in the Regent Weekly newsletter, and advisor referrals, with plans to expand outreach using coordinated Listserv communications from the Registrar and Alumni Office. The Office of Academic Affairs and Mathematical, Computer, and Physical Sciences (MCSP) Department also hosted two summer information sessions to promote the new Master of Science in Data Science program, which was structured to accommodate both domestic and international students. Two foundational graduate courses (DATA 540: Data Mining & Visualization and DATA 554: Database Management Systems) were offered in Fall 2025, alongside new electives such as Financial Modeling, Data Analytics, Health Analytics, and Special Topics in Data Science to attract recent Computer Science and Mathematics graduates. Faculty played an active role in marketing these programs, supported by a summer marketing intern who developed flyers, banners, and web updates to strengthen online visibility. These combined strategies successfully positioned Rockford University’s graduate programs as natural next steps for its undergraduate and alumni communities, reinforcing the University’s commitment to lifelong learning and academic advancement.

• Initiative Six: Reduce Melt & Implement an Annual Internal Process Review

Rockford University improved first-year and transfer student melt by enhancing coordination across Enrollment Management, Student Life, and Academic Affairs. The Fall 2024 census reflected melt rates of 12% for first-year students and 11% for transfers, which improved to 9% for both populations by August 2025, which is approximately a 5% overall reduction in student melt. This progress resulted from intentional cross-departmental collaboration and continuous internal process review. The University implemented a new post-census analysis process that examines yield by territory, sport, registration date, and reason for withdrawal to identify trends and areas for improvement. These key operational enhancements improved communication and accelerating the advising handoff from Admissions. Student Life assumed oversight of new student orientation, which now integrates directly with the Admissions CRM system, saving time and strengthening tracking and communication.

To address challenges with online advising and limited student engagement, the University reinstated in-person registration days for students living within a 100-mile radius, providing personal support and smoother onboarding. These efforts were reinforced through coordinated campus outreach such as departments shared calendars, welcome materials, and updates to foster early connections with incoming students. Collectively, these initiatives demonstrate how intentional collaboration and data-informed review processes can improve the student experience, strengthen early engagement, and measurably reduce melt year-over-year.

DONORS & GRANTS

Strategic Goal Cultivate a robust pipeline of donors and grant opportunities to ensure consistent philanthropic growth and external funding.

Philanthropic Contributions

Goal

Actual

KPI Increase annual individual, corporate, and foundation gifts by 2% year-over-year, with a 1% increase in grant funding submissions annually.

Year 1 (2024-2025) Year 2 (2025-2026) Year 3 (2026-2027)

Baseline

$1,445,750

YEAR ONE SUMMARY

Year 4 (2027-2028) Year 5 (2028-2029)

Rockford University achieved steady growth in philanthropic giving and expanded institutional capacity for grant management. The Advancement Office introduced a donor stewardship framework to enhance relationship management and coordinated closely with Academic Affairs and the Business Office to improve the grant application process.

PROGRESS HIGHLIGHTS

• Initiative One: Year-Over-Year Growth in Philanthropic Contributions

Rockford University achieved philanthropic growth in FY25, reflecting strong donor engagement and the early impact of renewed stewardship strategies. Annual fund revenues reached $1,445,750, representing consistent year-over-year growth and signaling positive momentum in donor participation. Advancement began developing a comprehensive Donor Matrix to guide individualized donor journeys, from first-time contributions to major gifts, ensuring systematic engagement, recognition, and retention. The University also initiated work on a Stewardship Matrix to establish clear giving tiers, enabling future segmentation by gift size and donor demographics for more precise outreach and reporting. Preliminary findings showed that personalized outreach and relationship-based communication remained the most effective methods for securing philanthropic commitments, emphasizing the continued importance of individualized stewardship. Together, these efforts position Rockford University to strengthen its donor pipeline, improve long-term forecasting, and sustain growth in annual fund revenue through intentional, data-driven relationship management.

• Initiative Two: Increase Grant Applications

and Revenue

Rockford University made significant progress in expanding its grant activity in FY25, both in the number of applications submitted and in overall revenue generated. The University applied for 19 grants and secured six awards totaling $1,257,499.70, demonstrating a strong return on effort and an encouraging foundation for future growth. A major accomplishment this year was the streamlining of the grant tracking and coordination process, achieved through collaboration among Advancement, Academic Affairs, and the Business Office. A formal policy was developed and published on the University portal, and a Microsoft Teams Grants Workspace was established to coordinate each project in real time across departments. Notable grant successes included awards to the Chemistry & Biological Sciences program ($14,150 from the Community foundation of Northern Illinois), the Men of Confidence Mentorship program ($20,000 from Healing Illinois), and the Center for Professional and Extended Learning (CPEL), which received $15,000 from Alignment Rockford and $464,450 from the Illinois Department of Human Services Illinois Youth Investment Program (IYIP) for student workforce readiness programming.

Faculty and academic units collectively secured over half a million dollars in external funding, underscoring the value of cross-unit collaboration. To expand institutional capacity, the University plans to purchase a subscription to Euna Grants to broaden grant discovery and application capabilities. Campus feedback also indicated that access to a centralized grants database and additional staffing or outsourced proposal support would further strengthen RU’s grant-seeking capacity, particularly given recent changes in institutional access to external grant listings. Together, these developments reflect meaningful advancement toward a more coordinated, data-driven, and sustainable grant acquisition strategy that supports academic innovation and institutional growth.

ALTERNATIVE REVENUE

Strategic Goal Diversify and increase revenue from nontraditional sources by enhancing facility use and expanding external educational partnerships.

Net Revenue of Facilities Rentals

External Partnerships

Year 1 (2024-2025) Year 1 (2024-2025) Year 2 (2025-2026) Year 2 (2025-2026)

KPI Increase facility rental revenue by 5% annually and secure at least six new external partnerships for educational programming by 2029.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

YEAR-ONE SUMMARY

Alternative revenue generation accelerated in FY25 as the University deepened partnerships with regional organizations, optimized facility use, and launched new professional development and executive education programs. Collaboration among Scheduling, Athletics, and CPEL produced a coordinated approach to event rentals and community programming that advanced both financial and visibility goals.

PROGRESS HIGHLIGHTS

• Initiative One: Increased Revenue from Facility Rentals

Rockford University advanced its alternative revenue strategy in FY25 through expanded facility rentals, external partnerships, and professional training programs that strengthened community and corporate engagement. Across campus, 247 external events were hosted, generating $90,515 in gross rental activity and $53,700 in collected rental revenue after accounting for in-kind contributions. Athletics reported approximately 40–45 external games at the baseball and softball facilities, drawing more than 4,000 attendees and additional participants through travel team tryouts and summer camps. The Phantom Academy Camp alone brought over 100 overnight participants to campus, utilizing University housing and dining facilities. To improve tracking, Athletics and Scheduling began coordinating rental management through a unified system to ensure consistent reporting and financial accuracy in future cycles. Community partnerships remained a core focus, with 19 in-kind external rentals provided to nonprofit and civic organizations such as the Golden Apple Foundation, MLK Foundation Scholarship Breakfast, Rockford Police and Fire Departments, Girl Scouts of Northern Illinois, Alignment Rockford, Womanspace, and the Rockford Network of Professional Women (RNPW). Collectively, these activities reflect substantial progress in leveraging University assets for external engagement, while improving systems, partnerships, and data management to drive sustainable year-over-year revenue growth.

• Initiative Two: Expand and Strengthen External Partnerships for Educational and Professional Programming Rockford University deepened its external partnerships in FY25 by expanding collaborations with educational, corporate, and nonprofit organizations to deliver professional development and workforce-aligned programming. The University launched and expanded multiple third-party initiatives, including ZSchool executive education programs, which offered Women in Leadership and Customer Experience certificates beginning in Summer 2024, and Operational Readiness for Police Officers in early 2025, as well as the Acadeum Skills Marketplace, which began in January 2025 to deliver flexible, skills-based online learning opportunities. Locally, Rockford University partnered with Alignment Rockford to deliver Culturally Responsive Teaching and Leadership workshops

for educators at Constance Lane Elementary and McIntosh Elementary, generating over $27,900 in combined program revenue. Strategic collaborations such as the Data Analytics Bootcamp (with the Region 1 Planning Council and Gorman & Company) and the Skills First Hiring Workshop (with Goodwill Industries through a grant), advanced workforce readiness and created paid internship opportunities through a collaboration with the Workforce Connection and Goodwill Industries of Northern Illinois for 14 students through stipends previously unavailable. The Greater Rockford Entrepreneurship and Training (GREAT) Week, co-hosted with 15 area organizations such as the Small Business Development Center (SBDC) at Rock Valley College, Think Big!, and Accelerating Creatives & Entrepreneurs (ACE), exceeded attendance goals and will become an annual community event. Corporate partnerships with Etnyre International and the Rockford Park District generated more than $35,000 in customized professional development programming, while community initiatives like the work. Inspired Seminar Series continued to grow participation. In total, educational and professional programming partnerships contributed $243,895.25 in FY25 revenue, with $95,660.09 restricted for student or instructor stipends and $148,235.16 in unrestricted operating revenue. These outcomes reflect significant progress in aligning external collaboration with the University’s strategic mission, advancing workforce development, community engagement, and alternative revenue diversification through scalable and mission-driven partnerships.

Physical Plant

DEFERRED MAINTENANCE

Strategic Goal Proactively address deferred maintenance by implementing a comprehensive maintenance and repair plan that ensures timely upgrades to critical systems, enhances operational efficiency, and extends the life of campus facilities.

CAPEX Budget

Year 1 (2024-2025)

Year 2 (2025-2026)

YEAR-ONE SUMMARY

KPI Maintain a yearly CAPEX budget equal to 4.5% of total university expenses, allowing it to grow with enrollment and support evolving institutional needs.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

In FY25, the University initiated a proactive, data-driven approach to deferred maintenance, emphasizing preventative care and operational efficiency. The implementation of a new Computerized Maintenance Management System (CMMS) is central to this strategy, allowing for better tracking of repairs, asset management, and resource allocation. Campus facilities received a series of targeted updates that improved functionality and aesthetics while mitigating future repair costs.

PROGRESS HIGHLIGHTS

• Initiative One: Preventative Maintenance and Routine Repairs

Rockford University advanced its preventative maintenance and operational reliability goals in FY25 through the development of a formalized maintenance framework and completion of several high-impact facility upgrades. Optimized preventative maintenance schedules were developed across key operational areas, including HVAC and air quality control, plumbing, life safety systems, fleet and equipment maintenance, and flood control infrastructure. A new Computerized Maintenance Management System (CMMS) was introduced to automate scheduling, issue alerts, and track work orders in real time, improving efficiency, accountability, and regulatory compliance. Early results included enhanced user satisfaction, reduced equipment downtime, and lower repair costs, while ensuring consistent safety and performance across campus facilities.

Major facility projects included replacing ceilings, lighting, and 150 classroom chairs in Scarborough Hall; refinishing restrooms and upgrading plumbing fixtures in the Cummings Complex; completing elevator repairs and a roof replacement in Colman Library; and remodeling the Lang Wellness Examination Room with updated furnishings and finishes. Proactive plumbing updates at the Cummings Complex also reduced service interruptions by adding shutoff valves and replacing shower cartridges. Some projects, such as interior painting at Cummings and Cyber Classroom technology upgrades, were deferred due to funding constraints, while IT improvements advanced with the replacement of the core network switch and a scheduled installation of an uninterruptible power supply (UPS) in fall 2025. Collectively, these actions reflect a growing culture of preventative maintenance, operational planning, and resource efficiency that strengthens campus reliability and extends the life of University assets.

• Initiative Two: Comprehensive Residence Hall Upgrades

Rockford University continued its investment in residential facility improvements in FY25, focusing on infrastructure, safety, and comfort upgrades across campus housing. Major progress was achieved through the resurfacing and modernization of 12 restrooms in the Cummings Complex, significantly improving functionality and appearance for resident students. While larger-scale ADA accessibility improvements and common-area upgrades were deferred due to funding constraints, essential maintenance and incremental enhancements continued. The HVAC system serving the residence halls benefited from the new boilers installed in Kent in FY24, which increased heating efficiency and reliability for the surrounding halls, while additional AC repairs were completed in smaller campus houses.

Exterior improvements included new entry doors at Emerson and Barnes, as well as ongoing replacement of windows as needed to maintain energy efficiency and building integrity. The roof replacement completed over Svenson Hall in FY24 also remained in excellent condition throughout FY25, demonstrating the impact of prior capital investments. Collectively, these updates both completed and deferred, reflect steady progress toward modernizing Rockford University’s residential facilities while prioritizing efficiency, safety, and long-term maintenance planning.

• Initiative

Three: Comprehensive Admin & Academic Building Upgrades

Rockford University continued modernizing its administrative and academic facilities in FY25, prioritizing infrastructure efficiency, comfort, and accessibility. While no new ADA entrances were added during the year, existing accessible buildings, including Burpee, Scarborough, Colman Library, Starr Science, and Clark Arts, remain compliant and well-maintained. Significant infrastructure work centered on heating system modernization, with new boilers installed in Kent to serve Ekvall, Svenson, McPhail, and Dayton, enhancing energy efficiency and reliability across core academic spaces. Interior improvements were also completed to support student engagement and wellness, including new furniture and pool tables for the Roper Student Lounge, which revitalized a central social hub on campus. Additional updates were made to the Lang Wellness Center, where refreshed paint and new furnishings improved the appearance and functionality of reception and meeting areas. Together, these upgrades strengthened the University’s commitment to maintaining high-quality learning and administrative environments, balancing modernization efforts with efficient resource management.

• Initiative Four: Comprehensive Campus Infrastructure and Safety Upgrades

Rockford University advanced several infrastructure and safety initiatives in FY25 aimed at maintaining and improving the campus’s physical environment, accessibility, and overall security. While large-scale construction was limited, the University completed targeted repairs and sealcoating of parking areas and roads, including new asphalt installations around the football and baseball facilities to support recent athletic developments. Groundskeeping efforts focused on improving campus aesthetics and visibility through enhanced edging and trimming, with plans underway to develop a comprehensive tree maintenance plan and introduce automation to improve consistency in lawn care. The University also aims to formalize an annual schedule for aeration, herbicide application, and fertilization to sustain long-term landscape health. Safety planning continued to advance through collaboration between Facilities and Public Safety, which included a 2024 walkthrough of Burpee and Starr to evaluate the existing security camera system and identify future upgrade priorities.

A full outdoor lighting assessment is scheduled for Fall 2025 to ensure current systems meet safety, security, and aesthetic standards. Although major lighting and camera replacements were deferred, both remain central to the University’s long-term strategy for campus safety, as they play key roles in deterring crime, supporting investigations, and enhancing the overall sense of security for students, faculty, and staff. Collectively, these incremental improvements and forward-planning initiatives demonstrate Rockford University’s continued commitment to campus safety, sustainability, and infrastructure stewardship.

IT INFRASTRUCTURE

Strategic Goal Modernize and expand the campus IT infrastructure to ensure reliable, secure, and scalable technology solutions that support academic and administrative activities.

as of October 2025

YEAR-ONE SUMMARY

KPI Migrate student information systems to Ellucian Colleague and meet all monthly implementation deadlines per the Ellucian Milestone Timeline by FY27, while continuing scheduled campus upgrades through FY29.

FY25 was a foundational year for IT modernization at Rockford University. Significant strides were made in cybersecurity, enterprise resource planning (ERP) implementation, and digital transformation across financial and administrative systems. These efforts have already improved operational efficiency, reduced manual processes, and strengthened data security.

PROGRESS HIGHLIGHTS

• Initiative One: Campus-Wide Wireless Network Upgrades

Rockford University continued strengthening its technological infrastructure in FY25, with an emphasis on improving network reliability and operational efficiency across campus systems. The planned campus-wide wireless network upgrade, targeting Colman Library, Lang, and Nelson, was postponed due to budget constraints, though it remains a high-priority capital project for future implementation to enhance connectivity and performance in academic and residential spaces. Despite the delay in wireless expansion, the University achieved a major process improvement through the successful rollout of the Center Card system in the Business Office. This transition modernized financial operations by replacing traditional paper-based credit card reporting with a fully digital platform that enables mobile and desktop expense submission, approval workflows, and real-time tracking. The new system has streamlined administrative processes, reduced manual paperwork and email approvals, and improved financial transparency and efficiency. Together, these technology-focused efforts demonstrate Rockford University’s continued commitment to upgrading its digital infrastructure, optimizing campus operations, and positioning the institution for future network and system modernization.

• Initiative Two: ERP Replacement / Migration

Rockford University made significant progress toward modernizing its enterprise technology infrastructure in FY25 through the phased implementation of the Ellucian Colleague ERP system, designed to streamline operations and enhance data management across student, finance, and administrative functions. The Finance module successfully went live on July 1, 2025, following extensive preparation that included mapping a new chart of accounts, importing three years of historical data, configuring approval workflows, and training Business Office staff. This launch eliminated redundant paperwork and manual approvals, marking a major step toward a more efficient, digital workflow. The Enrollment Management and Financial Aid teams advanced implementation of their modules, with Admissions undergoing training, test environment setup, and data transfer testing from Salesforce to Colleague in preparation for the Fall 2026 applicant cycle transition.

Financial Aid began testing the 2025–2026 data and is ahead of schedule, with plans to go live on importing 2026–2027 ISIRs later in 2025. The IT department continues to coordinate systemwide integrations, including modules for Fixed Assets, Budget Management, Registration, and Accounts Receivable, all on track for deployment through FY26. Reporting capabilities are also being enhanced through Colleague Insights, which is slated for an October 2025 launch to support data-informed decisionmaking. Collectively, these milestones mark substantial institutional progress toward achieving a unified, efficient, and data-driven administrative system that will modernize Rockford University’s operational infrastructure for years to come.

• Initiative Three: Cybersecurity and Technology Upgrades

Rockford University strengthened its cybersecurity infrastructure and continued planning for technology upgrades in FY25 to protect institutional data and enhance academic technology. As of July 2024, the University became fully managed through Cynet Extended Detection and Response (XDR), a 24/7 system that monitors both local and cloud-based environments, including Microsoft 365. This transition significantly improved the University’s threat detection and response capabilities. In July 2025, the University further bolstered its cybersecurity posture by implementing Barracuda Cloud-to-Cloud Backup for Microsoft 365, providing comprehensive data protection across Exchange, OneDrive, and Teams. Meanwhile, the IT department began assessing classroom technology needs to identify areas requiring modernization, particularly in spaces not included in the last upgrade cycle. Plans remain in place to enhance technology in Regents Hall and Severson Auditorium, pending available funding. However, the planned capital project to upgrade the cybersecurity and game design labs in Starr 108C and 130 was deferred due to budget constraints. Despite these delays, FY25 marked substantial progress in securing the University’s digital environment, advancing longterm technology planning, and ensuring the infrastructure foundation supports future academic innovation and operational resilience.

• Initiative

Four: Campus Network and Infrastructure Upgrades

Rockford University made measurable progress in FY25 toward modernizing its network and infrastructure systems to improve reliability, connectivity, and data management. A major milestone was the successful replacement of the core network switch during Summer 2025, significantly enhancing network performance and ensuring system stability for the next five to six years. The University also advanced its transition to cloud-managed storage, with OneDrive now serving as the primary platform for file storage and collaboration, supporting the gradual phase-out of local “H” drives to streamline data access and strengthen cybersecurity.

In addition, the datacenter uninterruptible power supply (UPS) upgrade remained on track for installation during Fall Break 2025, further improving power redundancy and protecting critical systems from downtime. While the planned fiber network expansion was postponed due to budget limitations, the groundwork and planning remain in place for future implementation when resources allow. Collectively, these upgrades demonstrate continued investment in the University’s digital infrastructure, building a more resilient, efficient, and secure foundation to support academic and administrative operations.

CAPITAL

Strategic Goal Drive the completion of key capital projects aimed at enhancing campus facilities, improving accessibility, and providing a state-of-the-art environment for students, faculty, and staff.

CAPEX Project Completion

KPI Complete at least 80% of designated CAPEX projects annually, recognizing external factors while ensuring progress in capital spending and deferred maintenance.

YEAR-ONE SUMMARY

FY25 marked major progress in athletic facilities and capital improvements that directly enhance student experience and campus engagement. The use of state grant funds allowed for significant upgrades to athletic fields and sound systems, improving both accessibility and school spirit.

PROGRESS HIGHLIGHTS

• Initiative One: Annual Capital Expense Project Request Process

Rockford University did not conduct a full capital expense project prioritization cycle in FY25 as the Facilities leadership transition was underway. With the appointment of a new Facilities Director, the University is now positioned to formalize and implement an annual capital expense request process beginning in FY26. This process will establish clear timelines, evaluation criteria, and cross-departmental collaboration to prioritize projects based on strategic impact, student experience, and operational need. Developing a transparent, data-informed approach to project selection will ensure that future investments are aligned with institutional priorities, particularly those supporting student retention, enrollment growth, and long-term campus sustainability.

• Initiative Two: Athletic Facility and Sound System Upgrades

Rockford University achieved major milestones in FY25 through the enhancement of its athletic facilities and sound systems, significantly improving both the student-athlete and spectator experience. Using state grant funds, the University installed a new turf baseball infield and a fully turf softball field, allowing both teams to compete on campus and enjoy a true home-field advantage with increased campus engagement and attendance. Construction also began on a turf multi-purpose field that will serve football, men’s and women’s soccer, and women’s flag football, alongside ongoing upgrades to add electrical power, scoreboards, and ADA-accessible pathways to existing fields.

The stadium sound system, upgraded in Fall 2024, received positive feedback from students, staff, and visitors for its improved clarity and quality. Advancement and Athletics also continued collaboration through the Grounds for Greatness campaign, which met its first $40,000 milestone for scoreboards in February 2025. The campaign’s digital phase launched in Spring 2025, featuring strong branding, photography, and student-centered storytelling to highlight the fields’ impact on the campus and broader community. While the campaign’s success demonstrated strong engagement, lessons learned included the need for improved coordination between Athletics, Advancement, and the Business Office to ensure consistent fund tracking, structured communication, and strategic donor outreach.

Moving forward, regular campaign meetings and more personalized donor engagement will be prioritized to sustain fundraising momentum. Collectively, these accomplishments reflect significant progress toward creating state-of-the-art athletic facilities that enhance recruitment, retention, and campus pride.

Talent Development

ATTRACT

Strategic Goal Attract and hire highly qualified, mission-aligned talent to support Rockford University’s academic excellence, student success, and long-term institutional goals.

Hire Rate

Year 1 (2024-2025)

Year 2 (2025-2026)

YEAR-ONE SUMMARY

KPI Achieve a 90% hire rate of candidates who meet both position qualifications and demonstrate alignment with Rockford University’s mission and values.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

FY25 focused on strengthening Rockford University’s recruitment and onboarding practices while setting the stage for broader talent attraction strategies in FY26. Human Resources refined its hiring process to emphasize mission alignment, candidate experience, and RU’s competitive benefits. Training for hiring committees ensured equitable, consistent, and compliant search processes across departments.

PROGRESS HIGHLIGHTS

• Initiative One: Evaluate Talent Attraction Strategies

Rockford University continued to refine its talent attraction strategies in FY25, laying the groundwork for a more intentional and competitive approach to recruiting top candidates. Efforts focused on enhancing the visibility and appeal of job postings by emphasizing the University’s strong benefits package, which includes free tuition and generous paid time off, consistently identified as the most effective recruitment incentive. All candidates now meet directly with Human Resources to receive a comprehensive overview of the University’s offerings, reinforcing RU’s commitment to transparency and employee well-being.

Looking ahead to FY26, the University plans to build on these practices by conducting a full evaluation of talent attraction strategies, with particular attention to strengthening compensation competitiveness, refining the institutional employer brand, and developing an early student talent pipeline in collaboration with other departments. These efforts aim to position Rockford University as an employer of choice within the region, capable of attracting and retaining skilled professionals who contribute to its mission and longterm success.

• Initiative Two: Train Hiring Committees

Rockford University strengthened its hiring practices in FY25 by ensuring that all hiring committees received consistent training and guidance from Human Resources. Each committee participated in structured onboarding sessions led by the Associate Vice President for HR for faculty searches and by the HR Director for staff searches, ensuring a standardized understanding of equitable hiring procedures and best practices. Committees were provided with a dedicated Canvas shell containing updated job descriptions, approved interview questions, and detailed search process overviews to promote transparency and consistency.

Feedback from committee members was overwhelmingly positive, citing the clarity of communication and the availability of HR as a supportive resource throughout the hiring process. This structured approach has helped enhance the professionalism and effectiveness of search committees, contributing to a stronger, more diverse pool of qualified candidates and reinforcing Rockford University’s commitment to fair and inclusive hiring practices.

DEVELOP & RETAIN

Strategic Goal Foster a supportive, engaging, and inclusive work environment by assessing and providing professional development opportunities that promote employee satisfaction, growth, and long-term retention.

Employee Retention Rates

KPI By FY29, ensure 100% of employees receive an annual professional development assessment, at least 80% participate in one or more development opportunities each year, and increase retention by 5% through targeted initiatives.

Year 1 (2024-2025) Year 2 (2025-2026) Year 3 (2026-2027)

Year 4 (2027-2028) Year 5 (2028-2029)

*Development has started and tracking is in progress, as well as, the new annual review process.

YEAR-ONE SUMMARY

Rockford University established a comprehensive foundation for employee development and retention through the creation of a new online performance management tool and the expansion of professional learning opportunities. The focus on alignment, feedback, and growth supports long-term employee engagement and institutional performance.

PROGRESS HIGHLIGHTS

• Initiative One: Annual Performance Reviews include section on development needs and goals

Rockford University developed a new, comprehensive performance management system in FY25 to strengthen employee growth, accountability, and goal alignment. The new online tool, scheduled to launch in Fall 2025, will standardize performance reviews across all departments, incorporating both employee self-assessments and supervisor evaluations. The updated framework emphasizes key performance competencies such as communication, productivity, customer service, and collaboration while requiring each employee to document accomplishments, identify resource needs, and set professional development goals. This initiative represents an important step toward a more consistent, data-informed approach to talent development and succession planning. Successful implementation will depend on the active participation of supervisors and vice presidents, ensuring that every employee receives a meaningful annual review that supports individual growth and institutional excellence.

• Initiative Two: Annual Professional Development Opportunities

Rockford University expanded professional development opportunities in FY25 through a renewed focus on employee learning, leadership growth, and workplace effectiveness. A new “Learning Hour” series was launched to help employees navigate interpersonal communication and organizational change, featuring interactive sessions on topics such as Bridging Generation Gaps, Communication and Teamwork, Conflict Management, and Thriving in Organizational Change. Each session reached full capacity, with 80 employees participating across the series. In addition to these sessions, the University successfully completed required compliance trainings, including Title IX, Sexual Harassment Prevention, Campus Security Authority, and Clery Act modules. Looking ahead, Rockford University is partnering with the College for Professional and Extended Learning (CPEL) to introduce the 815 Elevate Leadership Series, which will cover topics such as leadership development, conflict resolution, and leading across cultural and generational differences. Employee feedback highlighted strong engagement and a growing demand for additional professional development offerings, reinforcing the University’s commitment to fostering continuous learning and career growth across all departments.

• Initiative Three: Align HR Talent Strategy to RU Strategy

Rockford University’s Human Resources department began aligning its talent strategy with the institution’s long-term strategic priorities in FY25 to ensure workforce planning directly supports organizational growth and student success. As part of this initiative, HR is reviewing the University’s 2025–2029 Strategic Plan to translate each major objective into actionable HR goals. For example, in support of the University’s enrollment growth goal, HR is prioritizing the recruitment and retention of high-quality faculty and staff in high-demand academic and operational areas. This alignment will ensure that talent acquisition, development, and retention

strategies are intentionally connected to institutional objectives, fostering a workforce that is well-equipped to advance Rockford University’s mission and future growth.

• Initiative Four: Establish Goal Alignment & Performance Evaluation Process

Rockford University developed a structured and transparent framework in FY25 to align institutional goals with employee performance and professional growth. The new process ensures that Vice Presidents communicate strategic plan objectives within their divisions and translate those into departmental and individual goals. Supervisors will integrate these goals into each employee’s annual review, reinforcing alignment between daily responsibilities and institutional priorities. Action steps include training supervisors and employees in SMART goal-setting, using a goal alignment template within the performance management system, and conducting mid-year check-ins to track progress.

The University will also connect performance outcomes to recognition and development opportunities, celebrating employees who meet or exceed objectives while providing coaching and resources for those needing additional support. This multi-level approach strengthens accountability, engagement, and clarity by directly linking individual contributions to Rockford University’s strategic direction.

• Initiative Five: Career Development Pathways and Internal Mobility Opportunities

Rockford University began developing structured career development pathways in FY25 to strengthen employee retention and support internal mobility across departments. Key action items included launching a pilot Staff Mentorship Program that paired early-career employees with senior leaders to provide guidance on professional growth and institutional navigation. The University also expanded training opportunities to include professional certificates, leadership development programs, and industryrecognized credentials, reinforcing a culture of continuous learning. Plans were introduced to create transparent promotion guidelines outlining competencies and development expectations for advancement from coordinator to manager to director roles.

Additionally, cross-training opportunities were identified to encourage collaboration and skill development across departments. In its first year, the initiative focused on piloting mentorship and expanding training offerings, with the second year set to formalize an internal mobility framework and begin tracking promotion metrics. Together, these efforts lay the foundation for a robust talent development pipeline that empowers employees to grow within Rockford University while advancing institutional excellence.

• Initiative Six: Employee Engagement Opportunities

Rockford University strengthened its commitment to employee engagement in FY25 by revitalizing the CARE Committee, a crossfunctional group of faculty, staff, and graduate assistants originally formed in 2007 to promote a positive workplace culture. Under new leadership, the committee re-energized campus engagement by organizing a series of events that fostered community, recognition, and connection among employees. Highlights included Employee Appreciation Week, a Homecoming tent for employees and students, Fall Apple Donut Day, the Holiday Party, Employee Appreciation Dinner, Reverse Trick-or-Treating, Apple Donut deliveries, a campus puzzle competition, an IceHogs game outing, and an Employee Meet and Greet.

These initiatives successfully strengthened morale and created more opportunities for employees to engage outside of their daily roles. Looking ahead, the University plans to launch an employee engagement survey in FY26 to gather feedback on participation, interests, and improvement opportunities, ensuring that future events and initiatives continue to reflect employee needs and foster a cohesive, appreciative campus culture.

COMPENSATE

Strategic Goal Ensure competitive and equitable compensation to support employee satisfaction, retention, and internal career growth.

Compensation Satisfaction

Year 1 (2024-2025)

Year 2 (2025-2026)

Compensation Yearly Increase Tracking

Year 1 (2024-2025)

Year 2 (2025-2026)

KPI Achieve and maintain compensation competitiveness and equity across all roles, ensuring 95% of employees feel their compensation is fair and aligned with industry standards.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

Year 3 (2026-2027)

*Actual estimated by HR, Employee Satisfaction Survey scheduled for 2026

YEAR-ONE SUMMARY

Year 4 (2027-2028)

Year5 (2028-2029)

Rockford University continued its commitment to equitable and market-informed compensation practices. The University maintained consistent salary adjustments and began new analyses of promotion equity among faculty ranks. This effort reinforces RU’s goal of retaining and rewarding high-performing employees while remaining fiscally responsible.

PROGRESS HIGHLIGHTS

• Initiative One: Enhance Compensation through Market Assessments & Promotions

Rockford University continued advancing compensation equity and employee retention in FY25 through market assessments, salary adjustments, and promotion analysis. Human Resources maintained its commitment to benchmarking salaries against CUPAHR and regional peer institutions to ensure competitiveness and fairness across employee groups. In November 2024, a 3.5% salary increase was implemented for faculty and staff, with a continued annual budget allocation of 2–3% for future adjustments.

Faculty also requested a review of promotion-related compensation to ensure consistency and recognition of career advancement. In response, HR began evaluating the cost implications of standardizing promotion increases, $2,500 for transitions from Assistant to Associate Professor and $5,000 for transitions from Associate to Full Professor. These efforts reflect the University’s ongoing commitment to aligning compensation with market standards, promoting internal equity, and supporting long-term employee growth and satisfaction.

• Initiative Two: Increase Annual Salary Adjustments

Rockford University maintained its commitment to competitive and sustainable compensation practices in FY25 by implementing annual salary adjustments aligned with enrollment performance and budget capacity. All active full-time and part-time employees hired by the start of the fiscal year (July 1) and who had not received an increase between July 1 and November 30 were eligible for salary adjustments, ensuring equitable recognition across the workforce. Eligibility excluded ESL and Support Programming tutors, adjunct faculty, and graduate assistants due to the distinct nature of their contracts.

The percentage increase was determined through a balanced assessment of student enrollment trends and overall budget forecasts, ensuring that compensation growth remained financially responsible while rewarding employee contributions. This structured approach reinforces the University’s commitment to maintaining fair, predictable, and sustainable compensation practices that support institutional stability and employee satisfaction.

Student Success

ACADEMIC SUCCESS

Strategic Goal Enhance academic support and engagement by improving student access to success services, increasing participation in high-impact practices, and upgrading classroom environments and technology.

KPI Establish baseline benchmarks and, by 2029, increase undergraduate engagement with academic success services by 10% and ensure that 75% of students participate in at least one high-impact educational practice before graduation.

Undergrad Graduates Participation in High Impact Education Practices

Year 1 (2024-2025) Year 2 (2025-2026) Year 3 (2026-2027)

YEAR-ONE SUMMARY

Year 4 (2027-2028) Year 5 (2028-2029)

FY25 marked a significant expansion of Rockford University’s student success infrastructure, particularly through The HUB, which now serves as the primary academic support center. Students engaged in record numbers with academic coaching, supplemental instruction, and information literacy workshops. Partnerships between Academic Affairs, Student Life, and IT ensured that classroom and learning environments supported student needs, despite certain upgrades being postponed due to budget constraints.

PROGRESS HIGHLIGHTS

• Initiative One: Increase Usage of Academic Success Services

Rockford University significantly advanced its student success initiatives in FY25 by expanding academic support, improving access to resources, and modernizing the HUB as a central space for learning and collaboration. The HUB experienced notable increases in student engagement, with 271 students participating in academic coaching sessions, 99 attending Supplemental Instruction (SI) sessions, and 42 scheduling individual or group research appointments. To improve accessibility and streamline scheduling, the University transitioned from WC Online to Microsoft Bookings, integrating single sign-on functionality through students’ existing RU email accounts.

The Student Success Librarian and Academic Success Coordinator jointly developed over 300 workshops across life skills, academic, and research categories, with particularly strong participation from student-athletes. New marketing strategies, including color-coded promotional cycles, a PAC/SI Leader display wall with QR codes, and redesigned HUB spaces with mobile whiteboards, enhanced visibility and usability, resulting in increased traffic and positive student feedback about the collaborative learning environment. Outcomes from Project Outcome surveys revealed that 90% of students reported learning something new to support their academic success, 87% felt more confident completing assignments, and 89% planned to apply what they learned. Additionally, academic alert and probation outreach initiatives strengthened proactive student support, while faculty and coaches partnered to reinforce connections to success resources.

Despite minor delays in classroom technology upgrades due to budget constraints, the overall impact of HUB programming on academic performance was clear. Students engaging with academic coaching demonstrated measurable grade improvement and reduced academic alerts. Collectively, these developments reflect Rockford University’s commitment to fostering student achievement, retention, and a culture of academic resilience through accessible, data-informed support services.

• Initiative Two: Increase Student Participation in High-Impact Practices

Rockford University advanced efforts to expand student participation in high-impact educational practices (HIPs) in FY25, fostering academic engagement, global awareness, and career readiness. The RU Online division launched RUOL 100: Introduction to Rockford University and Digital Learning, a new gateway course serving as both a Common Intellectual Experience and orientation

for online students. This course now includes a Career Connection module to promote early awareness of experiential learning and internship opportunities, while future plans call for a comprehensive review of all RU Online capstone experiences by 2027. The Office of Global Affairs (OGA) strengthened global learning and service opportunities through faculty-led trips and study abroad programs, supported by the Student Opportunity Fund to enhance accessibility. Since 2022, 72 students have participated in international programs, including partnerships with Kids Around the World in Ecuador and the Dominican Republic, and plans are underway for a 2027 service trip to Uganda.

The CPEL broadened experiential learning opportunities by integrating the PathwayU career assessment into all First-Year Seminar courses, offering the CDEV 276: Career Development Experience, and organizing career fairs, mock interviews, networking events, and professional skill workshops that reached more than 350 students through classroom visits and over 169 one-on-one coaching sessions. Feedback from participants highlighted strong satisfaction with personalized career guidance and the shift toward interactive, hands-on workshops. Additionally, the University expanded community-based learning, practica, student teaching, and internship courses, totaling 244 community-engaged classes across undergraduate and graduate levels. Collectively, these efforts demonstrate Rockford University’s strategic commitment to embedding experiential learning throughout the student journey, ensuring that all graduates engage in at least one high-impact practice before completion.

• Initiative Three: Improve Student Course Evaluation and Response Rates

Rockford University made measurable progress in FY25 toward improving student participation in course evaluations, strengthening the institution’s ability to collect meaningful feedback that informs teaching effectiveness and curricular improvement. The overall response rate increased from 42% in Fall 2024 to 56% in Spring 2025, reflecting growing student engagement and the impact of coordinated communication efforts. The Provost’s Office emphasized the importance of course evaluations through regular campus-wide messages, integration into reappointment materials, and faculty encouragement to dedicate class time for completion.

The Student Course Evaluation (SCE) system also implemented automated reminders every three days during the evaluation window to sustain visibility and participation. Within RU Online, CPEL began developing a unified process and set of guidelines for instructors, documented in the RU Online Instructor Manual, to ensure consistent communication about the value of student feedback. Insights gathered through evaluations have already begun informing instructional and course design improvements, as reflected in departmental Annual Reports and Five-Year Reviews. These actions collectively demonstrate a strong institutional commitment to using student input as a driver for continuous improvement in teaching quality and learning outcomes.

• Initiative Four: Develop and Pilot Classroom Teaching Assessment Form

Rockford University did not implement the classroom teaching assessment form in FY25; however, groundwork was laid for its future development as part of the institution’s long-term instructional quality initiative. The project aims to create a standardized tool for evaluating classroom teaching effectiveness across all academic departments, promoting consistency and meaningful feedback for faculty development. While the form’s design and pilot phase are scheduled for completion by June 30, 2029, preliminary discussions have identified key areas of focus, including alignment with student learning outcomes, instructional engagement, and pedagogical innovation. Implementation of this initiative in future years will support evidence-based teaching enhancement and contribute to Rockford University’s ongoing commitment to academic excellence.

• Initiative Five: Classroom and Technology Enhancements

Rockford University experienced limited progress on classroom and technology enhancements in FY25 due to funding constraints that postponed key University Budget Committee (UBC) projects. While no major technology or lab equipment upgrades occurred, some incidental furniture improvements took place across campus, though these were not formally managed or assessed by the Office of Academic Affairs. Informal feedback from faculty and staff indicated appreciation for minor updates, but no formal surveys or evaluations were conducted to measure impact. Moving forward, this initiative remains a critical priority to ensure that classrooms and laboratories are fully equipped with modernized technology and updated furnishings that support high-quality instruction, student engagement, and academic innovation.

RETENTION & GRADUATION RATES

Strategic Goal Improve student retention and graduation through enhanced success services, increased academic engagement, and coordinated interventions to reduce student melt and ensure completion.

First Time Freshman Retention Rates

Year 1 (2024-2025)

Year 2 (2025-2026)

KPI Increase the first-year retention rate by 5% and graduation rate by 2% by FY29.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

Graduation Rates–150% IPEDS

Year 1 (2024-2025)

Year 2 (2025-2026)

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

YEAR-ONE SUMMARY

FY25 saw Rockford University’s efforts to strengthen student persistence through expanded academic support, reactivated intervention teams, and first-generation and mentorship programs. These coordinated initiatives provided academic, financial, and personal support that improved student stability and sense of belonging.

PROGRESS HIGHLIGHTS

• Initiative One: BIT & SIT Revitalization for Student Support

Rockford University reactivated its Behavioral Intervention Team (BIT) and Student Intervention Team (SIT) in FY25 to strengthen early intervention and support systems for at-risk students. A total of 11 students were referred to these teams throughout the year, with outcomes including four students returning full time for Fall 2025, three academic dismissals, three withdrawals, and one medical leave. The BIT and SIT teams focused on individualized case management, connecting students with appropriate academic, mental health, and social support resources. While the nature of this work does not lend itself to traditional evaluation metrics, both teams continue to assess effectiveness through case tracking and outcome monitoring. Membership adjustments were made strategically to ensure representation from individuals best positioned to address emerging student needs. Moving forward, Rockford University plans to refine intervention processes and enhance data tracking to strengthen early identification, coordination, and long-term student success.

• Initiative Two: Academic Support & Retention Programming

Rockford University strengthened its academic support and retention programming in FY25 with a focus on student-athletes and first-generation college students. Collaboration between Athletics and Student Success Programs (SSP) created multiple avenues for targeted academic support, mentoring, and structured study opportunities. Within Athletics, weekly academic alerts were shared with coaches to monitor student progress, and departmental study tables provided consistent academic engagement, contributing to an increase in the athletic department’s cumulative GPA from 3.240 in 2023–24 to 3.264 in 2024–25. The Regents First Program continued to expand its impact, serving 27 first-generation students in the 2024–25 cohort (up from 18 the previous year) and providing individualized coaching, mentoring, financial literacy education, and leadership development. The Men of Confidence Mentorship Program also advanced its mission to support freshman and transfer students through peer mentorship, life skills coaching, and community engagement, with 15 participants in FY25 reporting meaningful personal and academic growth. Looking ahead, Rockford University plans to launch the Regents PAWS initiative in Fall 2025, a structured support program for 20 incoming

first-year student-athletes that will further integrate academic success strategies, mentoring, and holistic development. Collectively, these programs reflect the University’s commitment to promoting student persistence, belonging, and academic achievement among underrepresented and high-commitment student populations.

• Initiative Three: Develop Onboarding/Orientation for RU Online & Graduate Programs

Rockford University made significant progress in developing and refining onboarding and orientation processes for RU Online and graduate students in FY25, laying the foundation for a more cohesive and supportive student experience. The University launched a pilot Canvas module, Introduction to Digital Learning, designed to acclimate online learners to academic expectations and campus resources. Feedback from participants was highly positive, leading to the formal integration of this content into the new RUOL 100: Introduction to Digital Learning course, to be first offered in Fall 2025. Thirteen students have already registered for the inaugural session, with surveys planned to establish baseline satisfaction and engagement metrics. Concurrently, internal processes between Admissions, Student Administrative Services, and Advising were streamlined to create smoother transitions from enrollment to academic advising, aligning with undergraduate standard operating procedures through shared Teams and document systems.

In graduate programs, a structured onboarding process ensures personalized guidance through coordinated hand-offs between faculty, advisors, and administrative staff, resulting in improved communication and stronger student support. The Education department’s model, featuring coordinated advising folders and proactive welcome outreach, will serve as a best-practice framework for expanding onboarding across programs. Looking ahead, the University will address challenges such as delayed financial aid notification for part-time students and develop consistent onboarding practices for new graduate programs, including the emerging Master of Science in Data Science. Collectively, these initiatives reflect Rockford University’s commitment to delivering a high-quality, seamless onboarding experience that promotes student confidence, connectivity, and long-term academic success.

• Initiative Four: 4-Year Tuition Lock for Financial Security Rockford University successfully implemented the 4-Year Tuition Lock initiative in Fall 2024 to enhance financial predictability and support student retention. The program guarantees that all new undergraduate students maintain the same tuition rate for four consecutive years, providing families with clarity and stability in long-term financial planning. While the lock applies only to new students, the initiative has been widely promoted through brochures, admission presentations, and the University website. To ensure transparency and personalized support, every incoming student is required to participate in a one-on-one financial aid conversation with their admission counselor, during which their aid package and cost structure are reviewed in detail. This individualized approach helps students make informed financial decisions, reduces uncertainty about future expenses, and reinforces Rockford University’s commitment to affordability and student success.

CAREER DEVELOPMENT & FUTURE SUCCESS

Strategic Goal Enhance career development services to prepare students for successful internships and job placements by improving engagement, providing targeted career workshops, and fostering employer connections.

Internships & Experiential Opportunities

Goal

Actual 60 Baseline

KPI Increase student-employer interactions by 10% annually, focusing on internships and job placements with measurable improvements in employer partnerships and satisfaction.

430 Experiential Opportunities Year 1 (2024-2025) Year 2 (2025-2026) Year 3 (2026-2027) Year 4 (2027-2028) Year 5 (2028-2029)

Employer & Student Events & Participation

290 Participation Year 1 (2024-2025) Year 2 (2025-2026) Year 3 (2026-2027) Year 4 (2027-2028) Year 5 (2028-2029)

YEAR-ONE SUMMARY

FY25 was a milestone year for Rockford University’s career readiness initiatives. The Career Connection platform launched as a centralized hub for internships, employer partnerships, and experiential learning opportunities. Collaboration between the Center for Professional and Experiential Learning (CPEL) and the Office of Career Development ensured that students had access to career assessments, professional workshops, and expanded internship placements.

PROGRESS HIGHLIGHTS

• Initiative One: Establish Career Placement Cell and Expand Internship Opportunities

Rockford University advanced its career readiness and employer engagement efforts in FY25 with the establishment of the Career Connection placement cell under the Center for Professional and Extended Learning (CPEL). The initiative expanded internship opportunities and laid the foundation for systematic tracking of experiential learning outcomes. Through Career Connection placements, 11 additional students secured internships, while the Illinois Youth Investment Program (IYIP) supported 21 more through the RYCE initiative. The University also began collaborating with BravenX to expand leadership and career-readiness pathways. Across all academic and non-academic programs, 431 experiential learning opportunities during AY 2024–25, including academic internships, practica, clinicals, and community-engaged learning. To improve data integrity and institutional reporting, Rockford University began developing a standardized tracking and benchmarking process for internships in partnership with Institutional Research, incorporating data from Career Connection, academic departments, and community partnerships. Future priorities include determining whether on-campus employment should be included in internship reporting, formalizing communication loops with departments and employers, and refining systems to capture unreported placements. Collectively, these actions demonstrate significant progress toward a coordinated, data-informed approach to career development that enhances student employability and strengthens employer partnerships.

• Initiative Two: Boost Engagement on Career Services Platform

Rockford University continued to strengthen student engagement with career development resources in FY25 through targeted promotion of its career services platforms, Handshake and PathwayU. Approximately 20 percent of current students accessed Handshake, which connects them to more than 7,000 employers and 19,000 job postings. PathwayU, used for career exploration and aptitude assessment, achieved full participation among first-year students through integration into the First-Year Seminar curriculum and student-athlete professional development programs. Career Services expanded visibility of these tools through classroom presentations, individualized coaching, monthly newsletters, and active promotion on LinkedIn and Instagram, often accompanied by incentives and giveaways. This consistent marketing strategy successfully increased awareness of available resources and supported stronger alignment between academic preparation and career readiness. While no new tools were added in FY25, Rockford University’s continued emphasis on personalized engagement and integrated programming positioned its career services platforms as key drivers of student success and post-graduation outcomes.

• Initiative Three: Implement Student Feedback Mechanism for Career Development

Rockford University enhanced its career development services in FY25 by implementing a comprehensive student feedback mechanism designed to continuously improve programming and resources. Feedback was gathered through multiple channels, including appointment satisfaction surveys, First Destination Surveys, and event-based evaluations conducted during resume workshops, career fairs, and classroom visits. Additional input from Regent Experience Guides and First-Year Seminar students provided insight into student needs and engagement preferences. Results revealed that students highly valued personalized,

hands-on support in resume and cover letter development, interview preparation, and networking opportunities. In response, the Office of Career Development transitioned from lecture-style presentations to interactive workshops, enabling students to bring and revise their materials in real time with individualized feedback. This model was expanded into classroom settings to increase accessibility and immediate application of career readiness skills. The refined, feedback-driven approach not only elevated the quality of student engagement but also ensured that Rockford University’s career services remained responsive, practical, and aligned with evolving student expectations and workforce demands.

• Initiative Four: Internship Preparation and Support

Rockford University strengthened internship readiness and career preparation in FY25 through expanded workshops, curricular integration, and targeted resources supporting professional development through CPEL and collaboration with the Career Development office. As part of the Illinois Youth Investment Program (IYIP) grant, CPEL launched the Rockford Youth CareerReadiness Ecosystem (RYCE), a comprehensive career readiness course emphasizing professional, interpersonal, and life skills that prepare students for workforce success. Simultaneously, the Office of Career Development provided extensive programming and resources, including resume and cover letter templates, interview guides, and professional development packets distributed across campus. CPEL Workshops, classroom presentations, and networking events engaged approximately 350 students from diverse academic programs, complemented by the CDEV 276: Career Development Experience course, which guided 21 students through structured reflection and goal setting. Career Development Office also maintained consistent communication through its monthly “RU Career Ready” newsletter, offering timely advice on professional practices. Collectively, these efforts expanded student access to practical, skill-based learning and positioned Rockford University graduates for stronger internship performance and postgraduation success.

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Initiative Five: Career Engagement and Networking

Rockford University expanded student career engagement and employer partnerships in FY25 through dynamic programming and hands-on networking opportunities. The Office of Career Development organized a robust series of professional growth events, including an on-campus job fair, LinkedIn webinar, networking dinner, financial wellness clinics, professionalism seminars, and a large-scale Career and Internship Fair featuring 43 employers and 207 student participants. In total, over 350 students engaged in workshops throughout the year, while 169 students completed one-on-one career development appointments for individualized support. The Career Connection office actively cultivated employer relationships, contacting approximately 150 organizations and establishing 31 new partnerships. A new pilot of employer information sessions also proved successful, leading to seven student placements with a single employer. These efforts significantly enhanced student access to professional networks, increased career readiness, and strengthened employer engagement, reinforcing Rockford University’s commitment to preparing students for successful transitions from campus to career.

Community Involvement

PARTNERSHIPS

Strategic Goal Strengthen partnerships with alumni, trustees, employers, and the community to expand support networks and enhance career opportunities for students.

Community Events & Participation

Year 1 (2024-2025)

Year 2 (2025-2026)

KPI Increase the participation rate of engagement activities hosted by Rockford University by 10%.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

YEAR-ONE SUMMARY

FY25 emphasized building and tracking external partnerships to support student learning, philanthropy, and institutional outreach. While baseline data collection is ongoing, early collaborations across Advancement, CPEL, and Academic Affairs demonstrated strong alignment with RU’s mission to serve as an anchor institution in the Rockford region.

PROGRESS HIGHLIGHTS

• Initiative One: Strengthened and Diversified Support Networks

Rockford University began laying the groundwork in FY25 to strengthen and diversify its support networks by increasing engagement among alumni, trustees, and community partners. While participation data has not historically been tracked, the University has initiated efforts to capture event attendance and engagement metrics through the Raiser’s Edge events module, marking a major step toward comprehensive institutional tracking. Early progress included renewed partnerships with organizations such as Members Alliance Credit Union, Portillo’s, the Rockford IceHogs, and the Rockford Network of Professional Women, all of which helped expand community visibility and philanthropic collaboration. These relationships reflect the University’s growing commitment to building a culture of connection and shared investment across its alumni and local networks. Moving forward, this initiative will focus on formalizing engagement tracking across all campus events, strengthening cross-departmental collaboration, and expanding corporate and community partnerships to support long-term philanthropy, mentorship, and institutional advancement.

• Initiative Two: Establish Employer Feedback Mechanisms for Student Skill Development

Rockford University strengthened its employer engagement and feedback mechanisms in FY25 to better align student skill development with workforce expectations. Through the RYCE/IYIP CDEV 276 course, employers completed both initial and final Essential Employability Skills surveys assessing ten key competencies, including communication, teamwork, problem solving, and work ethic. This structured feedback informed individualized coaching and curricular adjustments to enhance students’ career readiness. Additionally, the annual Spring Career Fair generated valuable employer insights regarding student preparedness. Employers unanimously agreed that the event supported their recruitment efforts and met participation expectations, offering specific praise for student enthusiasm, professionalism, and preparedness. Feedback from these surveys directly shaped programming enhancements, such as introducing LinkedIn and Professional Portfolio workshops after employers identified digital presence as an area for growth. The University has since incorporated these sessions into its ongoing professional development calendar and career readiness communications. Collectively, these initiatives underscore Rockford University’s commitment to closing the loop between employer feedback and student learning outcomes, ensuring that graduates are equipped with the practical and professional skills demanded by today’s workforce.

• Initiative Three: Enhance Donor Stewardship and Integrate Donor-Funded Projects

Rockford University advanced its donor stewardship and engagement strategies in FY25, achieving meaningful progress in cultivating long-term philanthropic relationships and aligning donor support with institutional priorities. The University retained 64 percent of its donors during the fiscal year, reflecting consistent engagement through personalized outreach and targeted giving opportunities. New stewardship initiatives included a Day of Giving dedicated to Scarborough Hall renovations, guided field tours, and the turf field groundbreaking event, all designed to showcase tangible donor impact and institutional progress. A notable highlight came during the 2024 State of the University address, where an alum and donor, inspired by the University’s renewed vision and leadership under the President, reinstated their recurring monthly gift at a higher level after a brief lapse. Their decision exemplified the strong connection between transparent communication, visible progress, and donor confidence. Moving forward, Rockford University aims to integrate donor-funded projects into the capital improvements list more systematically, ensuring alignment between philanthropic contributions and strategic infrastructure priorities while continuing to strengthen donor relationships through recognition, storytelling, and visible impact.

ENGAGEMENT

Strategic Goal Increase engagement among faculty, staff, and alumni through community service, outreach programs, and active participation in giving.

Employee Giving Rate

Year 1 (2024-2025)

Year 2 (2025-2026)

KPI Achieve a 100% employee giving rate and increase alumni giving to 10% by FY29.

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

# of Donors

Year 1 (2024-2025)

Year 2 (2025-2026)

Year 3 (2026-2027)

Year 4 (2027-2028)

Year 5 (2028-2029)

# of Donors

YEAR-ONE SUMMARY

Rockford University advanced engagement initiatives by celebrating community service participation, fostering global education, and promoting philanthropy among employees and alumni. FY25 focused on unifying engagement data while expanding inclusive, mission-centered activities across campus.

PROGRESS HIGHLIGHTS

• Initiative One: Increase Employee Engagement with the Local Community Rockford University strengthened community engagement among faculty, staff, and students in FY25 through expanded service initiatives, cultural programming, and local partnerships that reinforced its connection to the Rockford region and beyond. The University’s annual Day of Service remained a cornerstone of engagement, with full-campus participation and visibility across community organizations. Human Resources continued to promote volunteerism by including two paid community service days in all employee benefit materials. The Jane Addams Center for Civic Engagement formally tracked participation rates, demonstrating consistent engagement across departments. The Office of Global Affairs deepened campus inclusion and intercultural understanding through events such as Saudi National Day, Lunar New Year celebrations, and the International Food Festival, which featured students representing more than 25 countries. Rockford University also expanded its collaboration with Kids Around the World (KATW), supporting service trips where students and faculty built playgrounds in Ecuador and the Dominican Republic, with a new project planned in Uganda for 2027. Locally, the Community Friends program connected 159 international students

with 51 community households, while partnerships like the International Café (supported by four area churches) offered ongoing hospitality and fellowship opportunities. Additional outreach included professional workshops on culturally responsive teaching and presentations at community events such as Blessed to Bless at Redeemer Church, which led to the recruitment of new community volunteers. Collectively, these initiatives strengthened Rockford University’s role as a civically engaged institution, fostering mutual understanding, cultural exchange, and sustained local-global partnerships.

• Initiative Two: Increased Alumni and Employee Participation in Giving Rockford University made steady progress toward strengthening its culture of philanthropy in FY25 by increasing engagement and participation among alumni and employees. The University achieved a 3.0 percent alumni giving rate, with 516 donors contributing out of 17,003 contactable alumni, and a 48 percent employee giving rate, representing 91 of 189 faculty and staff members. Together, these groups contributed a total of $363,212.67, demonstrating strong internal and alumni support for institutional priorities. To foster deeper engagement and long-term growth, the Advancement team began developing a donor matrix to map tailored donor journeys and identify strategies for increasing giving rates across constituent groups. Communication and stewardship efforts were expanded through multiple channels, including monthly newsletters, Catalyst magazine, personalized letters, handwritten thank-you notes, phone calls, and digital outreach. These efforts aimed to celebrate generosity, highlight impact stories, and reinforce the shared responsibility of sustaining Rockford University’s mission. Moving forward, the University will continue building on these foundations to increase alumni giving to 10 percent and achieve full participation among employees, strengthening community ownership and pride in institutional success.

• Initiative Three: Apply for and Retain Carnegie Community Engagement Classification Rockford University continued to advance its institutional commitment to civic engagement in FY25 through preparation for the Carnegie Community Engagement Classification renewal process. The Jane Addams Center for Civic Engagement (JACCE) led the submission effort, with the center director and a board member authoring the full report and supporting data collection from faculty, staff, and student workers. While JACCE maintains tracking for events and programs it sponsors, the process revealed a campuswide need for a centralized data hub to consolidate community engagement reporting across all departments. In response, JACCE proposed creating a comprehensive Community Engagement Impact Report to capture and publicize service activities similar to the University’s Economic Impact Report. Additional initiatives underway include organizing one off-campus service project per month, expanding the JACCE Board of Advocates to include community partners, and encouraging greater graduate student participation in volunteerism. Plans are also in place to launch a JACCE newsletter to broaden visibility and promote campus-wide collaboration. Results from the Carnegie application are expected in October 2025, and the University remains in an active renewal year with no additional submissions required. These collective efforts reflect Rockford University’s deepening integration of civic engagement into its institutional identity, reinforcing its goal of achieving and retaining the Carnegie Classification as a community-engaged institution by 2028.

VOLUNTEERISM & SERVICE

Strategic Goal Promote volunteerism by providing opportunities for students, faculty, and staff to engage in community service and strengthen campus-community ties.

Volunteer Participation of Faculty and Staff

Goal

Baseline

Events 1,300-1,500 Hours

YEAR-ONE SUMMARY

KPI Increase campus-wide volunteer participation by 15%, with measurable growth in volunteer hours and engagement.

Volunteerism remained a cornerstone of RU’s community engagement efforts in FY25. Through coordinated events, athletic team initiatives, and department-level outreach, faculty, staff, and students demonstrated sustained commitment to community service.

PROGRESS HIGHLIGHTS

• Initiative One: Increase Volunteerism Across the Campus Community

Rockford University demonstrated strong institutional commitment to volunteerism in FY25, fostering a culture of service that united students, faculty, and staff in meaningful community engagement. Approximately 85 percent of eligible employees participated in volunteer activities through the University’s paid community service program, reflecting the growing integration of service into Rockford’s campus culture. The Jane Addams Center for Civic Engagement (JACCE) expanded partnerships for the annual Jane Addams Day of Service, collaborating with organizations such as Wesley Willows, Sharestuff, Womanspace, and Life Decisions, while Athletics achieved full participation, with all 13 teams, more than 350 student-athletes and staff, volunteering across local schools, food drives, and youth programs supporting children with chronic illnesses. In FY25, Rockford University also implemented its first Faculty and Staff Community Engagement Survey to formally assess employee volunteerism, receiving 40 responses representing a wide cross-section of campus. Among respondents, 73 percent reported active involvement in community service or civic engagement, 40 percent used one or both of their allotted community service days, and nearly 60 percent had volunteered for more than three years, with 45 percent serving over 50 hours in the past year. The most common engagement areas included general volunteering (85 percent), nonprofit board service (65 percent), mentoring (55 percent), and K–12 partnerships (40 percent), with participants emphasizing that their involvement strengthened leadership, collaboration, and alignment with RU’s mission of “Education that Matters.” Collectively, these efforts affirm that Rockford University’s students, faculty, and staff are deeply engaged in advancing community partnerships and civic responsibility.