Vice President

Hired to bring stability to a team in need of an experienced executive who can lead with strength of conviction and decision-making. Division oversight includes Admissions, Advising, Dual Enrollment, Early College, and Testing. Staff of 22 FTE includes a budget in excess of $2M.

IMMEDIATE EXPECTATIONS:

 Increase enrollment
o Create a strategic enrollment management plan; assist with implementation of recently-purchased CRM; overhaul admissions application; enhance admissions approach to reflect sales goals and accountability; adjust communication flow for all target populations; increase every aspect of the student funnel which will lead to an increase in annual yield; increase credits per student; increase 360° articulations

 Enhance Customer Service Approach
o Provide leadership for implementing a Guided Pathways model to simplify customer options; create a brand standard for faculty and staff engagement with students; modify Advising model to be more proactive and intrusive; enhance

Directed development of new initiatives and programs designed to attract and retain a diverse student population, directly supervising 6 professional staff and providing leadership to 99 FTE across 13 departments including Admissions, Advising, Financial Aid, Registration, and Student Affairs, including disability services. Allocated and monitored $8M annual budget. Created and implemented governance policies and ensured compliance with all relevant state and federal regulations. CWI is a community college offering adult education, workforce training, and academic courses at 6 locations in the greater Boise area.

SELECTED ACCOMPLISHMENTS:

 Influenced over 20% increase in first-year enrollment in Spring 2023 and 4% uptick in retention over 5 years by driving understanding of the institution’s student demographics among division staff and intentionally cultivating buy-in for a “student-ready” vs. “college-ready” service model, which helped diversify staff and set the stage for net-positive growth.
 Created and filled Dean of Students position, bringing CWI into compliance in a number of areas—including disability and veterans’ services—and setting the stage for innovation and accountable growth.
 Collaborated with the Provost, academic deans, and other colleagues to continuously take the pulse of student experience and identify opportunities to support student success. Leveraged formal and informal channels for sharing insights and information and advocated for implementation of proven and promising solutions.
 Spurred implementation of technological enhancements, including a CRM, a chatbot, and text messaging with students, which increased operational efficiencies and customer engagement.
 Guided streamlining of Registrar and Financial Aid processes, which decreased error rates and students’ reliance on loans while boosting staff morale.
 Introduced new recruitment and retention initiatives like proactive advising and New Student Orientation. Redesigned “one-stop” campus information centers and significantly increased hours of service to better meet students’ needs, bringing satisfaction scores into the mid-90s.
 Reduced risk to the institution by ensuring data management policies and procedures follow best practices.

Oversaw efforts to create a welcoming campus for all students, instituting new initiatives and programs designed to close achievement gaps, increase operational efficiencies, and change students’ lives. Provided leadership to 15 FTE across Division of Student Affairs and directly supervised 5 professional staff prior to restructuring in 2016. Developed and administered various $1M+ budgets. Penn State York is a commonwealth campus of Pennsylvania State University.

SELECTED ACCOMPLISHMENTS:

 As Chair of Enrollment Management Team, galvanized focus on enrollment challenges and opportunities and maintained daily responsibility for executing the Strategic Enrollment Plan.
 Led and motivated team broadly credited with increasing the incoming baccalaureate class size 12% over 5 years and the international student population more than 200% over 6 years. At departure, student retention rate was at an all-time high.
 Launched and enhanced a variety of programs that increased student engagement, including international spring break service trips, a new chapter of Student Veterans of America, and mentoring for all first-year students.
 Orchestrated week-long orientation program for international students that addressed known pain points and eased their entry into a new educational system and culture.
 Successfully advocated for $13.5M renovation and expansion of the student center.

Completed coursework towards an Ed.D. in higher education administration.

Communications and Theater Arts