Karen Riley, President, Slippery Rock University

In an interview with Invest:, Karen Riley, president of Slippery Rock University, discussed the university’s strategic growth, student success initiatives, and industry partnerships. She highlighted how Slippery Rock’s focus on retention, academic innovation, and community engagement has positioned it as a leading regional institution. “Our strategic plan goal was to increase retention by 0.5% year over year for five years. In our first two years, we have increased retention 4.8%, from 81.6% to 86.4%, far exceeding our goals and achieving university records each year,” said Riley.

What specific changes have taken place at Slippery Rock University over the past year, and how have they impacted the university or community?

This was the first full year of our new strategic plan, “Slippery Rock University, The First Choice.” The plan helped us focus and lean further into improving the experience for our students, faculty, and staff, while also changing how we engage with the community and position the university for the long-term future.

A core component of our strategic plan is focusing on the student experience, with a commitment to excellence and academic innovation. This includes increasing our retention. The most expensive degree is one that is not finished. If you come to Slippery Rock, we expect you to graduate. 

Our strategic plan goal was to increase retention by 0.5% year over year for five years. In our first two years, we have increased retention 4.8%, from 81.6% to 86.4%, far exceeding our goals and achieving university records each year, and far exceeding the national average of 77%. This transformative growth is a testament to our culture and our deep commitment to student success from faculty and staff. We achieved this growth by investing in our students––increasing our number of student success coaches, consolidating student support activities, and tracking students’ progress to ensure their success. This was a culture shift and area for celebration.

How has the university evolved the profile of its student body?

We are ranked No. 2 for selectivity in the Pittsburgh region, behind Carnegie Mellon, which reflects our focus as a regional public university on student experience and teaching. Our mission isn’t about exclusivity and worldly status like you might find at an Ivy League school. We aim to enroll first-generation and local students so that they can become engaged citizens in their communities and contribute to economic growth in our region and state.

A key factor in our ranking was our exceedingly high conversion rate, meaning that if you are accepted to Slippery Rock, you’ll likely attend. This aligns with our strong retention rate. We ensure students can thrive here and can actually attend. We have top financial aid experts who help optimize aid. For students not meeting initial academic criteria, we partner with Butler County Community College, providing a pathway back to Slippery Rock and a four-year degree. It’s not “Sorry, you’re out,” but “We want you; we’ll find a path.” This speaks to our culture of providing great service for students and families and investing in their future.

What do these success stories suggest about Slippery Rock University’s position within the broader landscape of higher education in Pennsylvania?

Our strategic plan aims for us to be a first-choice institution, beyond just a university. We want students and families to feel they can get a great education and receive care that empowers them to succeed. As a large employer in Butler County, we also want to be a first choice for our faculty and staff, recognizing their crucial role.

We strive to be a first choice for employers; they praise our graduates, confirming our students are well-prepared. We are mutually committed to creating a great workforce. This cycle leads students to choose us, knowing they’ll secure great jobs.

Higher education’s future depends on industry partnerships. Our “third arm” of academic enterprise focuses on certificates and professional development, offering non-traditional paths to credentials. Despite the “enrollment cliff” of fewer traditionally-aged college students available, we recognize that people at all stages in their careers require continuous learning. We enable this dynamic by partnering with organizations like the Carpenters Union for member development. We are fortunate to be on an upward trajectory in a challenging market.

What partnerships with local businesses or economic development initiatives have made the biggest difference in the community?

Our developing project with the Carpenters Union is amazing. It’s a new area highlighting the importance of collaboration and preparing their members for career advancement and continued success. Several other industry partners have also supported and shaped our instruction. For instance, our top-tier safety program benefits from our corporate partner MSA Safety, which provides equipment and guides curriculum. Industry changes rapidly, and we must listen more than dictate. Leaders now approach us, asking us to train students on new technologies and methods.

Another example is University of Pittsburgh Medical Center (UPMC) Health System, which is a great partner. For our physician assistant, nursing, physical therapy, occupational therapy, and healthcare administration programs, UMPC has helped identify needed skills and technologies. They allow students to practice hands-on in their facilities and their members teach on our campus, ensuring graduates are well-prepared. These strategic partnerships are the future of higher education, and we are excited to be leading in that space.

Which of these projects have had the most immediate impact on student recruitment, retention, or even just their overall experience and enjoyment of campus life?

All these efforts had a profound impact in the past year. Slippery Rock is investing in facilities in a two- or threefold way. Many higher education institutions have underinvested in infrastructure. We are delving into that because students need reliable internet, HVAC, heat, and water. Contrary to past criticisms of higher education as a luxury environment with “lazy rivers,” we see campus improvements as investments in the student experience. For example, turfing fields and building a new women’s softball facility on par with the men’s baseball field was important for equitable, comparable spaces. Given Pennsylvania’s unpredictable weather, turfing fields allows more consistent practice time and less field maintenance. Our strategic plan’s Pillar 3, community engagement, means our fields are also used by young people in the community who are not yet Slippery Rock students. We serve as a community hub, offering high schoolers and travel teams a first-choice university campus experience. We want them to think, “Wow, higher ed could be for me, and I want it to be Slippery Rock.” Investing in contemporary labs also ensures students are well-prepared. The collective impact is about investing in our student, faculty, and staff experience.

As the university plans for its next phase of growth, which areas — graduate education, online learning, or applied research — are emerging as top strategic priorities?

We’re expanding and adding new programs this fall, including a 1+2+1 nursing program. Students spend their first year at Slippery Rock. Years two and three involve getting their RN degree through community college as joint students. After the third year, they can work as a registered nurse or return to Slippery Rock to finish their BSN online, either immediately or over time. This reflects that not everyone is on the same timetable, offering flexibility and faster workforce entry. This partnership involves the Allegheny Health Network (AHN) and the Community College of Beaver County (CCBC).

We’re also excited about two new engineering programs: electrical engineering and construction management, which is new to the region. Construction management combines safety, civil engineering, business, and new courses into a new degree. The market suggests this will be a thriving program, as students previously had to go out of state for this credential.

Looking ahead, what are your key goals and strategic priorities for Slippery Rock University over the next two to three years?

We have a five-year strategic plan to increase retention, ensure market-responsive and contemporary degree offerings, and remove student barriers to success. We also need varied revenue streams for financial independence in a tough market. We have launched the quiet phase of a comprehensive campaign, the university’s first in 30 years, to foster a culture of philanthropy through gifts and grants.

The most exciting part is the third arm of our academic enterprise, where we’re exploring new programs like a referee certificate program to address shortages in youth sports. This offers students an additional credential and work opportunities, building capacity where needed.

Another exciting initiative is an apprenticeship program in the College of Education to address teacher shortages. This model allows individuals to become classroom teachers through on-the-job learning. We received an almost $600,000 grant to initiate this program, part of a national apprenticeship model for teachers. We aim to facilitate human development, providing consistent, nimble structures for lifelong learning, changing the university’s trajectory.