Build a growth strategy to expand student access, success and educational attainment to increase students’ socioeconomic mobility while serving the public good.   
 

▷ The Enrollment Management Council will develop a comprehensive strategic enrollment management plan and collaborate with a national consulting agency to inform marketing, messaging, recruiting, awarding and retention strategies.

▷ The Enrollment Management Council will work closely with campus units to implement immediate and future recruiting and retention strategies.

▷ The Enrollment Management Council will develop a comprehensive strategic enrollment management plan and collaborate with a national consulting agency to inform marketing, messaging, recruiting, awarding and retention strategies. The Enrollment Management Council will work closely with campus units to implement immediate and future recruiting and retention strategies.

Build an increasingly diverse, engaged, inclusive, welcoming and supportive culture that nurtures achievement and success for all students, faculty and staff.

▷ Implement BOR Opportunity for All and individualize support for students’ diverse needs— academic, first generation, financial, cultural, social, emotional, physical, e.g.

▷ The President will form/charge the President’s Campus Culture and Climate Taskforce to collect and assess comprehensive faculty, staff, and student data and provide actionable recommendations to the Executive Team to enhance campus culture and climate for all.

Build sustainable collaborative public/private partnerships to advance academic, cultural, health, recreational, and economic opportunities that serve the public good and produce value for NSU, Aberdeen and the region.

▷ Evaluate existing partnerships and strategically pursue new partnerships that benefit student career-readiness while better serving the public good.

▷ Deeply engage our community partners, foundation, alumni, friends and donors in strategies and projects to advance NSU, Aberdeen and the region.

Engage the campus and community to ensure long-term fiscal sustainability.

▷ Executive Team will engage units in using SB55 and other sources to identify both efficiencies and priorities for future investment and present regular campus budget forums to inform and seek feedback from the campus community.

▷ Increase philanthropic support for student scholarships and varied programming.

Provide an outstanding regional, comprehensive liberal arts and professional studies college experience focused on experiential learning and supported by broad community cooperative opportunities.

▷ Faculty will design courses with active learning components that invite students to create, circulate, and apply scholarly work both on the campus and beyond.

▷ Faculty and staff will provide students with a wide variety of field experiences such as undergraduate research and artistic creation opportunities with faculty, service learning, study abroad, internships, and other field experiences that support and enhance classroom instruction.

▷ Faculty and staff will report experiential learning opportunities for institutional tracking and ongoing improvement of the learning experience.