Strategic Plan

In alignment with the University’s strategic plan, Forward-Focused: Where Innovation Meets Possibilities, the division of Student Enrollment, Engagement & Services is proud to announce the completion of its strategic planning initiative for 2023-2028. The finalized SEES Strategic Plan, Igniting Innovation & Excellence, is now available.

View the electronic version of the SEES Strategic Plan ›

 

Committee Membership

The members of this committee have been selected with intentionality to represent a wide variety of perspectives from within our division. Sub-committees have been designed with diversity of position and perspective in mind.

  • Evelyn Ashley, Ph.D.
  • Russell Chandler
  • Rich Clark
  • Mike Dal Santo
  • Bri Elum
  • Christopher Fleming, Ed.D.
  • Ebony Gholston
  • Melanie Graham
  • Jenn Grimm, Ph.D.
  • Scott Harrison, Ph.D.
  • Joy Himmel, Psy.D.
  • Jean Holt, Ed.D.
  • Clayton Lott
  • Kristi Mantay
  • Meagan McMullen
  • Ashley Miller
  • Tony Miller, Jr., Ph.D.
  • Fred Tugas, Ed.D.
  • Bridget Weikel, Ph.D.
  • Vicki Williams, Ph.D.
  • Johnny Young, Ed.D.

Committee Charge

Embarking upon the task of setting the course for Student Engagement & Enrollment Services over the next five years, the following are considered guideposts:

  • Center planning discussions around the student journey (prospect through graduate) and how student success can be maximized.
  • Collaborate extensively.
  • Consider how to innovate and get beyond what has always been done.
  • Creatively think about how to build the organization, systems, and practices to maximize efficiency and effectiveness—for students and staff.
  • Engage stakeholders including students, campus colleagues, and others to better understand the work expected of the division and how to best serve diverse needs.
  • Promote transparency by utilizing technology to maintain and share information about the process, including to report on progress.
  • Recommendations must be informed by the data gathered throughout this process, or existing institutional data that is requested to inform decision-making.
  • Think boldly and without limitations.

Overall Timeline

  • September – Design the SEES strategic planning process
  • October – Data collection from various stakeholders
    • In total, we held 7 focus groups. 2 focus groups with students, 2 with staff, 2 with community members, including alumni, and 1 with our partners in academic affairs.
    •  An initial survey produced ~450 responses. 11% of survey respondents were students and 53% were Teaching or AP Faculty. There was strong consensus around goals and strategic direction.
  • November – Strategic Planning Committee retreat and data analysis
  • January – Crystalize ideas into a draft of our plan
  • February/March - Comment period and integration of thoughts to finalize draft
    • Over one-third of employees within SEES participated in the open comment period. 78% of open comment feedback was positive/neutral.
  • April/May – Formulation of publication and communication strategies
  • June – Plan rollout for implementation