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Every student can name someone on campus they can go to with a problem or concern or just to talk

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Initiatives are evaluated and prioritized based on data gathered regarding their impact on student engagement and thriving

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Message to students "we see you, we value you, we care about you, we will support you throughout your academic journey."

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Developing connections with students is clearly a priority, and evidence that our initiatives have taken hold.

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Predictive analytics tools allow us to anticipate and address roadblocks for students before they actually hit them.

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We need employee groups to get to know each other better so that each of us can recommend resources for our students.

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We need to take a look at our own processes so that we can identify roadblocks and help students overcome them.

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If students feel more connected, they would be more likely to thrive. And that could lead to lower DFWI rates

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Improved outcomes on Thriving Quotient survey

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We have a clear network of student support and adequate staff across campus to provide services to students when they need it.

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Students will build meaningful relationships with faculty members in their areas

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Value and emphasize graduate education

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We need to define our niche and offer what our customers need/are seeking.  If you were going to open a restaurant, you need to decide if you are an affordable, 24 hour a day buffet or an exclusive, expensive swanky restaurant.  We have to decide what type of institution we are, what is the demand from potential students...

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Improvement in 4 year and 6 year retention rates

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We are able to retain 90% of the students we admit

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Be able to back up what we do. Example, we all talk about the value of Invisible Needs, but there needs to be dedicated funding and staffing for that

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Be a student ready college. Don't wait for students to come who are college ready. Figure out how to adequately support the students we have.

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Increased retention rates.

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Improved morale for faculty and staff...if we know what WMU stands for, what we are serious about doing, and we have a unified voice.

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Reduce barriers for student success. Lose fewer students from WMU.

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How do we elevate the students' voices as important and valued? In this strategic planning process and beyond...

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Greater visibility of senior administration on campus - create a personal connection with students.

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Students having a relationship with senior leaders (president, provost, deans) etc.

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We help students to feel less isolated, especially for students who are not from this region. We know we have succeeded when students view campus as a welcoming and fun space.

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Put our money where our mouth is. We say we want to support students, we need to put resources behind them

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If we are recruiting from urban areas outside of Michigan, we need to help those students transition into the smaller town vibe of Kalamazoo, and we need to have community and university resources that are available to students on the weekends. Academic success is contingent upon students feeling culturally supported, as well.

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Be the school of choice for first generation college students, and be able to meet them where they are to be successful

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Make sure that we foster sense of community and belonging across campus, not just in pockets. Encourage students that your campus experience is going to be what you make it. Become an active participant in your educational experience.

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We need to provide a realistic picture of the undergraduate population international students will teach.

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That WMU does a better job of supporting our international faculty and students once they get here, both financially and culturally.

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                                            Aspiration

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                                            Aspiration

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To be a leader in student support for success, including social support, transportation support, and mental health support

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There are many individuals that work directly with students that truly care about students, their holistic development and their academic success

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We are leaders in support services for students

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Close knit and cozy atmosphere for an institution that is so large.

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We are often not realistic to potential students about the resources they are available to them and how difficult it can be to access those supports

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One of our strengths is our globalization; on campus, we have people from a huge variety of religious, ethnic, and cultural backgrounds that is enhancing for the entire university community and for Michigan and its residents. There's value in that.

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Are we still discovery-driven as part of our mission?

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All students have resources they need to be academically successful (i.e. transportation to nursing clinicals)

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We need to know what our goal is: if it's teaching, then we are competing with KVCC, but if we are still committed to be a research university, then we need to put our funding and priorities there.

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We cannot achieve what every unit wants to achieve, but we need to be sure to have adequate staffing for the areas where growth is most likely. This will help all areas. How we fortify the university now, will allow us to grow in the future.

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Students, staff, and faculty should be the driving force of what defines excellence at WMU.

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competing with other institutions for clinical sites

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We could create policies that would help us to avoid canabalizing resources from each other. We should be working across colleges to strength each other rather than competing with each other for resources.

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WMU must figure out what makes us special or differentiates us from other universities.

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There are significant number of students in the region who haven't completed their 4 year degree, and we could reach out to them as a good place to complete their academic journey. There's a way to align this with academic excellence.

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Lack of transportation for clinical programs and other requirements where students have to get to sites off campus

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There is an opportunity for the university to instill academic excellence among the faculty first. If our faculty community is weakened, then we cannot put forward academic excellence to the rest of the university.

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There are courses with incredibly high fail rates. We have an opportunity to better support students to increase retention.

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Opportunities: more high-flex teaching, even gamification of learning, stay up with modern students and their preferences for learning.

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Easy accessibility to faculty and staff to help them. We are always trying to interact with them and to help them succeed.

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Increase support for students-- DFWI rates are unacceptably high for some classes

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Some programs are very competitive, and have strong student demand

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We have faculty who are well-recognized in their fields for what they do. Our faculty teach at both the graduate and undergraduate level, so our students do get to interact with faculty earlier on in their careers.

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Sometimes we get pigeon-holed into what we should be (or currently are), not what we could be.  We aspire to be more open minded with what WMU could be; we don't always have to do things the way they have always been done.

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Continue to strengthen our community relationships with schools and businesses.

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We have some well recognized programs, and some unique niches

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Strong partnerships in the Kalamazoo community, both privately and publicly. We have relationships with schools and businesses.

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Opportunities: new programs, majors, or courses that are cutting edge (like cybersecurity)

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Strengths: What are we great at?
Opportunities: What are the possibilities?
Aspirations: What are our dreams and wishes?
Results: What are meaningful outcomes?