91¶ÌÊÓƵ

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.

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.

• 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.
  • ÌýAn 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

• The 91¶ÌÊÓƵ’s Strategic Plan: Forward Focused: Where Innovation Meets Possibilities
• The Budget Summit Report
• The Monarch Plan for Inclusive Excellence
• SEES 2015-2020 Strategic Plan
• Center for Social Mobility