Office of the President

1.     Finalize and Operationalize the Strategic Plan

Complete the Strategic Plan in a manner that clearly articulates institutional priorities, intended outcomes, and success measures, while identifying key resource implications. Establish a clear framework for how progress will be monitored by the Board without extending into operational oversight.

 2.     Align Long-Range Financial Planning with Strategic Priorities

Guide development of a multi-year financial outlook that integrates enrollment realities, demographic trends, major institutional commitments, advancement capacity, and identified risks.  Ensure financial planning decisions – including the strategic use of Foundation resources – are aligned with institutional priorities and long-term sustainability.

3.     Facilities Decision Readiness & Risk Stewardship

Ensure the College is prepared to responsibly execute the Facilities Master Plan by establishing clear decision gates, integrating facilities phasing with financial and enrollment scenarios, and articulating the risks and tradeoffs associated with advancing or deferring major capital investments.  Position facilities decisions to align with institutional capacity, external opportunities, and long-term sustainability.

4.     Strengthen Institutional Culture and Leadership Capacity

Address organizational culture and leadership expectations through intentional communication, coaching, and leadership development.  Use climate and engagement data responsibly to strengthen trust, accountability, and alignment across the institution.

5.     Strengthen Governance Alignment and Accountability Systems

Continue strengthening alignment among Board policy, Monitoring Reports, the President Evaluation Instrument, and the College’s administrative shared governance system to ensure institutional decisions, performance monitoring, and evaluation are coherent, transparent, and grounded in Board-established priorities and limits.

1. Advance the Dreamscape project with transparency to inspire faculty and staff engagement.
2. Collaborate with the Saints Foundation Board to enhance fundraising and endowments while establishing an Alumni Association to strengthen connections.
3. Ensure College operations meet the expectations of external compliance partners (HLC, ICCB, etc.) and align policies and plans accordingly.
4. Foster a culture that reflects the College's mission and vision, measured by meaningful engagement among staff and students.
5. Develop and deliver programs aligned with workforce demands, preparing students for meaningful and gainful employment.
6. Strengthen relationships with the external community and legislative partners.
7. Pursue continuous improvement, embedding it into college policies and practices.