2024-2029 Strategic Plan Annual Progress Report

Plan Year 2025

Successful progress
Progress improvement needed
Unsuccessful progress
Goal 1 – Stabilize Enrollment Outcome(s) Status
PI 1 Each year, increase Fall-to-Fall enrollment from the 2023 enrollment baseline of 6,061. (Semester) | (Enrollment)| (YOY Change)

Fall 2024 | 6,245 | (+3.0%)
Fall 2025 | 6,556 | (+5.0%) 		Successful progress
PI 2 Each year, improve the first-time freshman retention rate from our baseline measure of 69% (Fall 2023 to Fall 2024). (Semester to Semester) | (Retention Rate) | (YOY Change)

Fall 2024 to Fall 2025 | 70% | (+1%) 		Successful progress
PI 3 Each year, increase 4-, 5-, and 6-year graduation rates from the baselines for the Fall 2017 cohort of 34%, 47%, and 51%, respectively. Spring 2025 Graduation
4-year | 25% | (-9%)
5-year | 41% | (-6%)
6-year | 46% | (-5%) 		Unsuccessful progress: regression is evident, which means strategies need to be employed to improve these metrics or determine if the current performance indicator should be modified for reasonability.
PI 4 Establish a tracking system to evaluate job placement and graduate and professional school acceptance across disciplines. The president's job placement survey was launched at the conclusion of the Fall 2024 semester. It includes questions concerning job placement, starting salaries, and graduate/professional school acceptances.

Spring 2025 - 564 / 646 graduates completed the survey (87%)
Fall 2025 - 444 / 530 graduates completed the survey (84%) 		Successful progress: although additional ways to evaluate graduate and professional school placement will be explored.
Goal 2 – Create a Thriving Learning Community for Student Achievement Outcome(s) Status
PI 1 Ensure each campus unit defines and delivers services that reinforce student success. The Division of Student Affairs elevated student health and wellness support through a $750,000 institutional investment in boosting on-campus healthcare, which led to an expansion of complimentary services provided and an increase in third-party professionals supporting student wellness.

The McNeese PRIME Program started during the Fall 2025 semester, which offers a higher education opportunity and life skill development for students with intellectual disabilities. 		Successful progress
PI 2 Increase the number of experiential learning opportunities (e.g., hands-on projects, internships) across campus. There were 326 (+18.7%) more students enrolled in experiential learning opportunities in Fall 2025 as compared to Fall 2024. Successful progress
PI 3 Provide support services that meet student needs. The University launched the Office of First-Year Experience Programs with funding received through a U.S. Department of Education grant.

The Center for Learning and Student Success (CLASS) development was completed and established connectivity among the departments represented within. 		Successful progress
Goal 3 – Enhance Internal and External Collaboration and Communication Outcome(s) Status
PI 1 Develop and sustain partnerships with professionals and employers to ensure curricula remain relevant for the workforce. Received approval for the post-baccalaureate certificate in LNG, which will foster participation from industry to include GTI Energy for identifying subject matter experts (SMEs) and the development of web courses. Woodside and Cheniere provided initial funding.

Received approval for a new post-mater's certificate (nurse family practitioner) in collaboration with an Intercollegiate Consortium for a Master of Science in Nursing.

Total MOUs for placement of our students in experiential learning settings grew by 5 MOUs for a total of 179.

In partnership with Firestone and Woodside, and a biologist from the Louisiana Department of Wildlife and Fisheries, the Department of Biology established a Cajun Prairie lab for students, located on McNeese property behind F.K. White Middle School.

The Institution for Industry – Education Collaboration grew the number of short-term courses for area industry from 34 courses in 2024 to 47 in 2025.

A "Calf-to-Carcass" program engages approximately 40 producers annually; this year, 44 producers participated.

Advisory councils provide yearly curriculum feedback across multiple colleges. 		Successful progress
PI 2 Increase brand awareness by promoting student, staff, faculty, and alumni achievement. The McNeese e-newsletter and social media outlets frequently highlight achievements.

7,573,096 Facebook impressions (up from 931,022 in 2024)

7.1% increase in McNeese social media followers 		Successful progress
PI 3 Implement a comprehensive communication plan to educate employees on funding allocation. Broad financial updates were provided during the August 2025 faculty and staff meeting.

Financial updates are routinely provided through the President's Friday Update. 		Progress improvement needed to objectively fulfill this performance indicator.
Goal 4 – Expand Support for Faculty and Staff Outcome(s) Status
PI 1 Explore opportunities to address faculty and staff pay and increase average compensation by 2029, subject to funding availability. As new positions are established and vacancies are filled, leadership emphasized reviewing salary comparisons across peer institutions.

Compensation alignment was identified as a top funding priority, with $2,847,354 requested.

One-time supplemental pay awards of $750–$1,000 were provided. 		Successful progress
PI 2 Seek additional funding for professional development. Professional development was identified as a top priority in FY 2026 funding requests submitted to ULS. Progress improvement needed to objectively fulfill this performance indicator.
PI 3 Provide internal and external professional development opportunities tailored to faculty and staff needs. Internal: Staff Senate constituted and Leadership Circle launched.

External: Employees selected to represent McNeese at the Louisiana Board of Regents' Meauxmentum Summit. 		Successful progress
PI 4 Establish a structured onboarding process for all new faculty and staff. New employee orientation is hosted during McNeese Week.

HR implemented a comprehensive, standardized onboarding framework supporting year-round hiring. 		Successful progress