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S T R A T E G I C

Student Engagement & Enrollment Services P L A N

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Student Engagement & Enrollment Services


Message from the Vice President

The Division of Student Engagement & Enrollment Services (SEES) is

pleased to present the 2012-2014 Strategic Plan. This plan will serve as

a guide for the Division. A beacon strategically positioning the Division to effectively carry out its roles and responsibilities for Old Dominion

University, this plan is aimed at advancing student engagement and success.

Creating a shared vision and working to accomplish a common mission moves SEES forward together. The development of this plan has reinforced our belief in the strength each employee brings to SEES, and it has solidified our commitment to partnership and collaboration across the Division and the University.

The SEES strategic plan provides a broad roadmap for the division and is intended to be a dynamic and

integrated endeavor. The plan contains our core values that echo what we embrace and signals the path to achieving our goals while committing us to exemplary service, collaboration, diversity and inclusion, student success, learning, and innovation in each interaction.

We look forward to working together to implement our strategic plan and realize our vision for SEES. Sincerely,

Ellen J. Neufeldt, Ed.D.

Vice President for Student Engagement & Enrollment Services Old Dominion University

STRATEGIC PLAN 2012 - 2014

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Student Engagement & Enrollment Services Strategic Plan 2012-14

Strategic Planning Assumptions

The strategic planning process that resulted in this

document was the culmination of more than a year of

prior developments. Preceding the launch of the strategic planning process was the recent formation of the Division

of Student Engagement & Enrollment Services (SEES).

SEES was the result of extensive research and discussions. The portfolio and oversight of the division was defined in

the final report of the President’s Advisory Committee on

Student Success. A reorganization of student service units

across the university resulted in SEES, with the intent to

maximize student learning and success.

There were, therefore, a number of strategic planning assumptions or factors that impacted the planning process.

Factors Impacting the Strategic Planning Process

• SEES did not exist when the University’s strategic plan was developed, but each unit’s contribution to the

University’s strategic plan needed to be considered and reflected in the SEES strategic plan.

• The SEES strategic plan would mirror the University’s plan and last from 2012-14.

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Student Engagement & Enrollment Services

• The SEES planning participants needed to determine how to incorporate the relatively new ODU Service Standards into the strategic plan.

• SEES is a new organization with new leadership, and

team members were still learning about their colleagues

and unit operations.

• The organizational structure at the time of the planning was temporary and changes in that structure would, in part, be informed by the strategic plan and

recommendations would be made during a retreat.

• There were terms that had to be clarified for retreat

participants (e.g., enrollment continuum, engagement,

student success) to be sure everyone was on the same page as the strategic plan discussions progressed.

• The retreat participants needed to take into

consideration recommendations of the President’s

Advisory Committee on Student Success and the rationale for the creation of SEES.


Stakeholders

Also factored into the strategic planning assumptions were the underlying influences of internal and external

• Staff at distance learning sites

• Businesses (serving and hiring students and serving the university)

stakeholders. Stakeholders include persons, groups,

• Virginia state government and its agencies

or indirect interest in an organization because the

• Military

organizations, and government agencies that have a direct stakeholder can be affected by the organization’s actions,

objectives, and policies. Stakeholders in the SEES strategic planning process included: • Current students

• Federal government and its agencies • Local community

• Community colleges

• Community-based organizations and leaders

• Nonprofit organizations and non-government

organizations where students volunteer or contribute

• Prospective students – Virginian, out-of-state,

• University conference service clients (academic and

• Parents, guardians, and immediate family of students

• Elementary and secondary schools and their students

international and transfer

• Sources of many types of student scholarships • Alumni

• SEES employees

• University vice presidents, faculty, academic

enhancement leaders, and other university administrators

• Student organizations

athletic camps and institutes, professional associations) (public, private, religious, homeschool) – ODU students volunteer and student-teach at schools

• Embassies (sponsoring students)

• Foreign countries (sponsoring students or to which students return and contribute)

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Strategic Planning Process

The Division of Student Engagement & Enrollment Services (SEES) held a strategic planning retreat on Oct. 27-28,

2011. The retreat was facilitated by consultant Dr. Jackie Johnson and was held at the Norfolk Botanical Garden.

The first day of the retreat was attended by division unit

leaders and the Assessment Team (see Retreat Participants

Retreat participants were asked to review and be aware of the following documents and information as they made

recommendations for the strategic plan.

• ODU Strategic Plan 2009-2014

below), and involved discussions that framed the basic

• ODU Service Standards

vision, and strategic goals. The second day was reserved

• Council for the Advancement of Standards

plan elements and to discuss and make recommendations

• Recommendations of President’s Advisory Committee on

the new strategic plan. In preparation for the retreat,

• Learning Reconsidered

to guide their thinking. Preparations for the retreat also

• Unit assessment plans–WEAVE Detailed Assessment

elements of the strategic plan: core values, mission,

for the unit leaders to review and finalize the strategic

for a division organizational chart that would best support participants were asked to review a variety of documents included interviews conducted by Johnson with a broad spectrum of key administrators, unit leaders, and

stakeholders to gather input for consideration in the development of the strategic plan.

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Key Documents and Concepts Guiding the SEES Strategic Plan

Student Engagement & Enrollment Services

• Definitions of Student Success and Engagement Learning & Development Outcomes

Student Success

• Learning Reconsidered 2 Report

• Interview and small group session information

• SEES members’ professional expertise

• The Virginia Higher Education Opportunity Act


Pre-retreat Interviews and Information Gathering

During the week of Oct. 10, 2011, structured interviews

were conducted to provide key stakeholders an opportunity

to offer input. In addition, two 2-hour small group

interactive sessions were established for members of the

SEES community to provide input on the strategic planning process. Data from a total of 90 people was collected and

summarized to inform the development of the strategic

plan.

Interviewees included:

Key University Administrators

• John Broderick–President

• Ellen Neufeldt–Vice President for Student Engagement & Enrollment Services

• Carol Simpson–Provost

• Bob Fenning–Vice President for Administration and Finance

SEES Leadership Team-21 individuals in teams International Programs

• Mike Dean–Associate Director, Office of Study Abroad • Sara Eser–Associate Director, International Student & Scholar Services

• Chandra de Silva–Professor of History Institutional Research & Assessment

• Worth Pickering–Assistant Vice President • Tisha Paredes–Senior Research Associate Academic Enhancement

Distance Learning and Higher Education Centers • Renée Olander–Assistant Vice President for Regional Higher Education Centers • Andy Casiello–Associate Vice President for Distance Learning

Board of Visitors • Marc Jacobson–Chair, Student Advancement Committee • Linda Miller-Dunleavy–Student Advancement Committee

Open Small Group Sessions More than 50 SEES staff members participated in two sessions Retreat participants Unit Leaders

• Bonds, Nechell T.–Undergraduate Admissions

• Bonner, Vicki–Student Engagement

• Dané, Jane H.–Enrollment Management

• Debowes, Mike–Student Conduct & Academic Integrity

• Dickie, Elisabeth V.–Educational Accessibility

• Eakin, Carolyn S.–Enrollment Management • Finch, Veronica M.–Financial Aid

• Foss, Jennifer J.–Health Services

• Green, Jennifer K.–Enrollment Management

• Harrison, Scott B.–Information Technology & Assessment • Henry, Carole S.–Housing & Residence Life

• Kiger, Nicole C.–Student Activities & Leadership

• Luedtke, Judy–New Student & Parent Programs

• Mims, Stella V.–Student Ombudsperson Services • Neufeldt, Ellen J.–Vice President

• Stansberry, Don–Dean of Students

• Thompson, G. W.–Center for Major Exploration • Thompson, Lenora H.–Counseling Services

• Wunderlich, Tom–Career Management Center

• David Metzger–Interim Dean

Assessment Team

• Sandra Waters–Assistant Dean, Advising & Transfer Programs

• Bunton, Erin M.–Student Conduct & Academic Integrity

• Lisa Mayes–Assistant Dean for Planning and Administration Graduate Students

• William Nuckols–Doctoral student working in the President’s Office

• Luis Ferreira–President, Student Government Association

Undergraduate Student

• Lauren Wiley–Undergraduate student working for the Vice President of SEES

Graduate School Administration • Brenda Neumon Lewis–Associate Vice President for Graduate Studies

• Bautti, Joann–Women’s Center

• Cholewinski, Kimberly A.–Health Services

• Czerniak, Laura A.–Career Management Center

• Danenberg, David B.–International Admissions

• Dias, Jeanette G.–Information Technology & Assessment • Griffin, Kate–New Student & Parent Programs • Jeffress, Lisa C.–Counseling Services

• Lowman, Charles A.–Housing & Residence Life

• Luettel, Angela R.–Undergraduate Admissions

• Nobriga, Derek S.–Financial Aid

• Phillips, Alicia L.–Intercultural Relations

• Sauerwald, Shannon M.–Recreation & Wellness

• Zelazny, Nicole–Student Activities & Leadership

STRATEGIC PLAN 2012 - 2014

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University Strategic Goals and SEES Core Values

As a new and evolving division, SEES will develop an

5. Provide opportunities and incentives for

individuals, seeks their engagement and ownership,

6. Align offices with related functions

organizational culture that values and invests in

encourages innovation, integrates best practices, and

7. Avoid duplication of services

taking and accountability. SEES will set the example with

9. Enhance retention

facilitates an environment that supports measured risk initiative, intention, ingenuity, and excellence in leadership.

At the heart of our leadership is collaboration and

integration, which are fundamental tenets of the SEES

division. As the 2012-2014 strategic plan is implemented,

SEES leadership will build strong partnerships within the

8. Increase service to students

10. Increase leadership opportunities for students

11. Provide a well-qualified senior voice with a national reputation for professional success to advise the

President and the University regarding student success initiatives.

The accomplishment of these committee objectives is

division, across the university, and to the broader

under way. The SEES strategic plan will provide the

services will be integrated into the lives of our students

committee’s intentions and directly support the strategic

communities. Through collaboration, the division’s

from recruitment to graduation, creating a signature Old Dominion University experience that promotes learning

within and outside of the classroom, and assures success. The President’s Advisory Committee on Student Success

structure and direction to fully execute the advisory

goals of the university.

Old Dominion University 2009-2014 Strategic Goals 1. Provide students with the tools to succeed

defined the reorganization of service units to create SEES,

2. Gain a national reputation through key academic

1. Promote collaboration across divisions

3. Invest strategically in research to spur economic

and in so doing hoped to:

2. Decrease the “silo” effect

3. Enhance academic success and student learning 4. Establish formal communication channels

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cross-divisional programs

Student Engagement & Enrollment Services

programs and scholarship growth

4. Enrich the quality of campus life

5. Expand international connections

6. Build strong civic and community partnerships


Core Values

promote cultural competency and a supportive

all they do. The following core values guide our decision

similarities, and differences of all individuals.

The members of the SEES division strive for excellence in making and actions on a daily basis. Our vision, mission, and strategic goals will be carried out with the following core values always in mind.

Exemplary Service–We value exemplary service, believe

serving others is a noble and worthy endeavor, and strive to

achieve excellence in every service interaction. We adhere to the Old Dominion University Service Standards, and

demonstrate service behavior that is consistently

professional, ethical, respectful, knowledgeable, responsive, and collaborative.

Collaboration–We value partnerships with those inside

and outside the University as a means to advance learning, achieve shared goals, and build a stronger sense of community.

Diversity/Inclusivity–We value the history, traditions, and culture of all members of the university community;

environment; and celebrate the unique contributions, Student Success–We value the personal and professional

success of every student, promote student learning and achievement in our service delivery, and believe in

keeping students and their success at the forefront of our

decision-making process.

Learning–We value the integration of academic learning

and student development to promote the simultaneous

advancement of cognitive understanding and a sense of

personal maturity and interpersonal effectiveness, and we continuously educate students, faculty, and staff through

proactive collaboration and professional expertise.

Innovation–We value forward-thinking, the creative use of technology, and the employment of systematic inquiry to

advance student success and continuously improve our programs and services.

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Vision & Mission Vision

Student Engagement & Enrollment Services will be the preeminent model for engaging every student to achieve success.

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Student Engagement & Enrollment Services


Mission

As a student-centered educational partner,

Student Engagement & Enrollment Services

impacts the learning environment through an

innovative signature experience that seamlessly connects recruitment, engagement, active

learning and student success.

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SEES Strategic Goals SEES strategic goals focus on recruitment and retention,

student engagement and learning, and world-class, innovative services that underpin student success.

Collaboration with Academic Affairs and other university units is critical to the accomplishment of these goals. 1. Strategically lead enrollment management through dynamic recruitment and retention practices that facilitate student success.

2. Develop intentional opportunities for meaningful connections to the university.

3. Collaboratively impact learning through integrated,

developmentally appropriate educational experiences.

4. Deliver comprehensive services through the use of innovative practices and relevant technology.

Student Engagement & Enrollment Services 10 Student Engagement & Enrollment Services

5. Effectively prioritize and utilize resources (human, financial, and physical) to support programs and services.

The SEES strategic goals are supported by division unit objectives. Unit objectives, how the objectives are

measured, findings, and action plans based on findings are detailed in each unit’s assessment plan. Also supporting the SEES strategic goals are the division organizational

chart and University Service Standards.


Respectful

We recognize that everyone has the right to be treated

with kindness, dignity, and consideration. We strive to

demonstrate patience, compassion, and concern toward

all with whom we come in contact. Knowledgeable

We are responsible for ensuring that we possess the

expertise necessary to provide complete and accurate information to those requiring assistance. We will

actively collaborate with those who have the knowledge

and/or information needed to facilitate resolution. Responsive

We are committed to providing accurate, timely, and

solution-oriented service. We look for ways to improve

efficiency and foster an environment of open

communication so that we may ultimately provide the

University Service Standards

highest standard of service.

standards. The standards are reflective of the highest

Geographic and institutional boundaries do not define the

The SEES division has fully adopted the University service level of student and staff service satisfaction that each

SEES member strives to achieve. By emulating these

standards in all of our interactions, we support the

principles of our division’s strategic goals. Professional

We demonstrate professionalism when we exhibit a high level of competency and respect when interacting with

our students, colleagues, and community members. We

are friendly, focused, and recognize that we are

Collaborative

ODU community. We recognize that our customers are

any internal or external parties that we may encounter

whenever we represent the University in an official or

unofficial capacity. We foster a sense of community,

inclusion, and collaboration when we avoid silos and

partner with various members of the ODU community to

promote teamwork while providing a high standard of service.

accountable for consistently meeting the needs of those we serve.

Ethical

We adhere to the university’s Code of Ethics and

demonstrate the spirit of the Code when we treat others impartially. We demonstrate integrity to our students,

colleagues, and the community by adhering to University policies, procedures, and standards of service and apply them in an equitable and just manner.

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Organizational Chart The SEES organizational chart was developed with the recommendations of unit leaders and directly supports the division’s strategic goals.

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Student Engagement & Enrollment Services


Student Engagement & Enrollment Services

Enrollment Management

Engagement

Learning

Administration

Admissions

Case Management

Career Management Center

Assessment & Planning

Center for Major Exploration

Housing & Residence Life

Counseling Services

Budget

Customer Relations

Recreation & Wellness

Educational Accessibility

Communications

Student Financial Aid

Student Activities & Leadership

Intercultural Relations

Information Technology

Student Transition & Family Programs

Student Conduct & Academic Integrity

Military Connection

University Registrar

Student Ombudsperson Services

Student Health Services Women’s Center

STRATEGIC PLAN 2012 - 2014

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Old Dominion University

Student Engagement & Enrollment Services

odu.edu/sees

SEES Strategic Plan 2012-2014  

Old Dominion University Student Engagement & Enrollment Services Strategic Plan

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