First 180 Days and Beyond


Fostering the College of Education and Professional Studies Community: Becoming the College of Choice

CEPS's top strategic priorities will always be total student success and maintaining an engaged faculty and staff. Due to COVID and the impending higher education cliff, the impacts on student nrollment present higher education with unique challenges. We believe we will start seeing other effects of COVID on students as we emerge from this pandemic, and it is critical to view student success holistically.

We acknowledge the diverse student body we serve within CEPS, such as students pursuing their education at the centers, online, or through the Ellensburg campus, graduate school, continuing education, high school, and more. Each area presents us with unique challenges, needs, and incredible opportunities.

With this acknowledgment, each phase of our student life cycle—recruiting, enrolling, teaching, engaging, advising, mentoring, graduating, and connecting (as alumni)—should be assessed, evaluated, supported, and continuously improved to enhance student success. We will explore collaboratively with our excellent cross-functional team to enhance current tactics andimplement new holistic student success strategies to remove barriers.

First 180 Days and Beyond


My primary goal for the first 180 days is to understand my CEPS community better and intentionally build rapport with our members. I will meet with several CEPS community members and review and analyze all aspects of CEPS operations and functions. These intentional efforts will help me better understand CEPS's current state, accomplishments, frequent concerns, challenges, barriers, and opportunities. It will inform our strategic priorities and identify various KPIs to measure, attain, and sustain success to make the college of choice vision a reality.
  • Listening Phase

    Internal Constituents Listening

    My focus and goal will be to listen to and understand the areas of frequent concerns and barriers to achieving our vision, success stories, and strategies to address areas of concern and eliminate barriers. I will use these four general questions to meet the objective of these interactions.

    • What do you want out of the leadership of CEPS? In other words, what do you most want the college to do, and what are you most afraid we might do?
    • What are your vision and strategic priorities for the unit/department/program?
    • What are the things you think we have to change with your (department/program/ CEPS)?
    • What are the things we have to keep (not change) with your (department/program/ CEPS)?

    The interactions will include but are not limited to, and in no particular order:

    1. Meetings (1:1) with CEPS Dean’s council members
    2. Meetings (1:1) with program coordinators (use the learning plan guide)
    3. Department meetings
    4. Meetings with Faculty and Staff governance leaders
    5. Forum-type meetings with Faculty
    6. Forum-type meetings Staff
    7. Students (i.e., each class representation – F, So, Jr, and Sr.)
    8. Meetings with directors and Deans of all other units who are critical to CEPS’s success

    External Constituents Listening

    Develop a priority list of external constituents within these areas. My goal is to introduce myself to our key external constituents, better understand their engagement with CEPS, and assess future opportunities.

    1. Business leaders
    2. K-12 leaders
    3. Transfer partner leaders
    4. Government leaders and elected officials
    5. Alumni
    6. Current and prospective donors
    7. Industry Advisory Boards
  • Assessment and Familiarization Phase

    Activities during this phase include some pre (Dean)-work and overlaps with the listening phase. My goal is to review, assess, interpret, and familiarize myself with CEPS data and operations.

    1. Assess data (ongoing) from the listening phase and add actionable items to the implementation phase.
    2. Review and socialization of CEPS budgets.
    3. Gather and analyze each of CEPS's departments/areas: SWOT, personnel morale, accomplishments, challenges, and priorities for the AY 22-23, org chart, budget, and fundraising & alumni engagement efforts.
    4. Understand current diversity, equity, and belonging efforts of CEPS and identify gaps.
    5. Analyze all possible CEPS metrics (past five years) in terms of equity gaps, enrollment, SCHs, modalities, etc.
    6. Review and understand all bargaining unit contracts, policies, and procedures associated with CEPS.
    7. Establish a framework for CEPS Strategic Plan as we await the CWU plan.
  • Implementation Phase

    (Operations) (Initial focus and goals for Dean's office) - list will grow based on #1 and #2

    1. Discuss and identify Dean’s Council leadership principles and values – we are one.
    2. Complete hire of CEPS Dean / SOE office and leadership team.
    3. Develop a budget conformance system.
    4. Facilitate departmental SWOT analysis and identify vision with strategic priorities.
    5. Establish and improve measurable baseline KPIs.
    6. Create and publish CEPS Annual operational calendar.
    7. Analyze every process and practice for maximum efficiencies, including generating and minimizing YGKs.
    8. Finalize and approve CEPS policies and expectations (e.g., overloads, chair reviews, program coordinator expectations).
    9. Create CEPS Advisory Board.
    10. Develop a strategy for recruitment and marketing for CEPS programs to build a presence and increase visibility (e.g., social media, digital marketing, and newsletters).
    11. Develop and implement F180 training for all CEPS faculty members.
    12. Develop college and department-level capital campaign priorities.
    13. Establish a system for program assessment and evaluation to stay current and relevant.
    14. Review relevant CEPS data and work with the provost office to validae them to build data trust. Share all data queries in one place.
    15. Create and implement consistent professional development and recognition plans for the college.

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