PHASE II (2023-2026)
Enduring Commitments
2022-2023 Key Successes:
● Established a dashboard to report key diversity, equity and inclusion measures
● Implemented the first year of the Compensation & Benefits Plan inclusive of professional development funds for support staff and administrators
● Expanded the use and integration of ePortfolios among students across departments, disciplines and co-curricular programs
● Expanded the use and integration of Navigate, a student success management platform, among faculty and staff across departments, disciplines and co-curricular programs
● Developed a stewardship plan to maintain and nurture donor relationships and recognize substantial gifts to the university
2023-2024 Key Successes:
● Increased the use of ePortfolios to assess students’ participation in high-impact practices that involve integrative and experiential learning
● Expanded supplemental instruction to enhance academic support for students and increased retention
● Developed key public and internal indicators to measure progress toward the Diversity, Equity & Inclusion Plan priorities
● Comprehensively examined the current integration of artificial intelligence (AI) across all departments, developed a shared AI vocabulary to facilitate cross-disciplinary understanding and collaboration, worked to refine academic policies, and provided training and resources through the Center for Excellence in Teaching and Scholarship
2024-2025 Key Successes:
● Evaluated task force recommendations for priorities within the compensation and benefits plan regarding budget allocations for salary increases, professional development, and tuition assistance
● Continued to assess and integrate undergraduate and graduate student support systems, including supplemental instruction and a pilot program for structured tutoring
● Surveyed remote employees and identified ways to enhance their professional and cultural connection to Augustana
2025-2026 Enterprise Goals:
● Develop a plan and identify resources to enhance graduate student support systems for admissions, financial aid, career services, dimensions of well-being, and student representation
● Integrate task force compensation recommendations into FY 2025-26 budget as resources permit and establish internal professional development and training priorities
● Develop a digital strategy to unify Augustana’s systems starting with J1, ADP and Ramp (Business Office interface) through automated data flows that reduce manual entry, improve accuracy, and enable real-time insights
● Develop a multi-year plan to increase grant funding and support, starting with peer mentoring, improved communication of opportunities, and enhanced collaboration to complete grant applications
● Refine shared governance processes to better align new academic program/curriculum approval with strategic priorities
Academics
2022-2023 Key Successes:
● Developed the initial infrastructure to offer credentials and micro-certificates
● Launched post-graduate certificates in adult-gerontology acute care nurse practitioner (AG-ACNP) and adult-gerontology clinical nurse specialist (AG-CNS)
● Launched the first cohort for the Doctorate of Physical Therapy program
● Received HLC approval for Fintech major and established Fintech Advisory Board
● Established partnership with Seeds of Change research program in Costa Rica to offer credit to participating high school students
● Developed and approved the first bioinformatics undergraduate program in South Dakota
2023-2024 Key Successes:
● Undertook market analysis and finalized agreement with Evidence in Motion (EIM) to establish an occupational therapy doctoral program in Minnesota and expand the physical and occupational therapy doctoral programs into Colorado
● Developed and approved majors in criminal justice, statistics, neuroscience, and strength & conditioning as well as a minor in sports broadcasting for launch in Fall 2024
2024-2025 Key Successes:
● Secured accreditation for the undergraduate Strength & Conditioning and Doctor of Physical Therapy programs
● Launched AU-UND engineering partnership to offer 5-year dual degree program with 28 students in the first cohort
● Finalized the new structure of the College of Arts and Sciences and selected inaugural dean and five area chairs
● Approved Faculty Affairs Council recommendations for teaching load ranges for each faculty classification to help ensure an equitable and financially sustainable workload distribution
2025-2026 Enterprise Goals:
● Refine the identity, structure and culture of the College of Arts and Sciences by sharing knowledge, using common language, and deploying targeted marketing
● Establish clear guidelines, processes and workflows that support the consistent use of Canvas Catalog for professional development offerings and Canvas Credentials for micro-credential issuance
● Develop infrastructure and processes to ensure academic program compliance with new federal accountability standards (e g , enrollment trends, outcomes, post-graduate earnings)
Enrollment & Strategic Scholarships
2022-2023 Key Successes:
● Developed a comprehensive marketing plan for graduate program recruitment and retention
● Integrated diversity and intercultural programming and training opportunities into teaching and learning for students, faculty and staff
● Launched the eSports program
2023-2024 Key Successes:
● Continued incremental growth toward enrolling 2200 undergraduate and 800 graduate students by achieving 83.5% retention of first- to second-year students and record numbers for
overall headcount (2,158), full-time undergraduates (1,787) and full-time graduate students (156) (Fall 2023 Census Day numbers)
● Recruited 50 new Journey Scholars and 72 first-year international students
2024-2025 Key Successes:
● Increased enrollment to 1,964 undergraduate FTE and 300 graduate headcount, achieved a first- to second-year retention rate of 85.5%, and set a new record for overall headcount of 2,390 students (Fall 2024 Census Day numbers)
● Increased the number of first-year undergraduate Pell-eligible students to 25.7%
● Refined the communication strategy, enrollment process and programming to support the goals and long-term impact of the new Buntrock Scholarship program
2025-2026 Enterprise Goals:
● Increased enrollment to an overall headcount of 2,550 for Fall 2025: 2,143 undergraduate FTE, 407 graduate HC, 85.9% 1st to 2nd-year undergrad retention, 621 first-year FTE students, 32% Pell eligible first-year, 70 new int'l students, 70 new Journey Scholars (Pre-Census Day numbers)
● Achieve a total headcount of 2,600 for Fall 2026: 2,125 undergraduate FTE, 410 graduate HC, >85% 1st to 2nd-year undergrad retention, 30% Pell eligible first-year, 90 new int'l students, 65 new Journey Scholars
● Formalize infrastructure and processes for club sports to inform recruiting, budget/staffing, policies, etc.
Athletics
2022-2023 Key Successes:
● Completed administrative functions of launching men’s hockey related to marketing, ticket sales, ticket allocation and game experience
2023-2024 Key Successes
● Launched inaugural men's hockey season and finished inaugural season with 12-18-4 record
● Earned opportunity to compete in the CCHA tournament one year ahead of schedule
2024-2025 Key Successes:
● Designed the Elmen Center revitalization plan and secured lead gifts
● Implemented the NCAA Holistic Athlete Model, including a new J-term course for first-year student-athletes centered around mental health, diversity, and career preparation
● Developed and launched a team chaplains program with student leaders and coaches to integrate faith with learning and service
2025-2026 Enterprise Goals:
● Develop a plan to address the changing landscape of college athletics and position Augustana as a leader in single sport NCAA Division I / multi sport NCAA Division II
Physical Campus & IT
2022-2023 Key Successes:
● Completed renovation of Solberg Hall
● Completed first floor renovation of Morrison Commons to modernize dining and improve HVAC systems
● Construction of Midco Arena continued on schedule
August 28, 2025
2023-2024 Key Successes:
● Completed Midco Arena
● Completed phase two of the Morrison Commons renovation to include first floor market space, grand staircase, remodeled Starbucks/lounge area and modernized dining hall/serving stations
● Consolidated all mail services at the Nelson Service Center
● Completed discovery process and review of formal recommendations and initiated migration to Jenzabar One.
2024-2025 Key Successes:
● Finalized design for the Chapel of Reconciliation expansion project, secured full funding through generous gifts, and began renovation/construction in May 2025
● Finalized design and financial plan for Foundation Heights – a new apartment building at 28th Street & Grange Avenue and broke ground in April 2025
● Completed initial data mapping, made modifications following data extractions, and conducted advanced training to end users for Jenzabar One migration
2025-2026 Enterprise Goals:
● Develop a plan and budget to reimagine the Mikkelsen Library as an integrated service hub for student learning, information, innovation and technology
● Complete Elmen Center Phase I renovation
Campaign
2022-2023 Key Successes:
● Completed 80% of the Viking Bold campaign ($140M/$175M)
● Secured $1,738,083 for impact scholarships
● Secured $10,048,098 in planned gifts
2023-2024 Key Successes:
● Completed 99% of the Viking Bold Campaign ($173.7M/$175M).
● Secured $1,931,040 for impact scholarships
● Secured $5,480,697 in planned gifts
2024-2025 Key Successes:
● Exceeded the $15M annual goal and secured $23 7M in gifts for the Viking Bold campaign for a total of $197.4M
● Expanded the comprehensive strategy for securing endowed faculty positions
● Achieved the $1M match by securing $450K in additional gifts in support of the De and Dave Knudson Center for Global Engagement
2025-2026 Enterprise Goals:
● Secure $20M toward the $225M Viking Bold campaign stretch goal
● Continue impact scholarship mini-campaign and secure $4M of the $20M goal