As we continue our journey to realize Missouri State University’s strategic plan, I’m excited to give you updates on the work underway to advance Goal 3: Institution of Choice for Students and Employees and Goal 4: Student and Alumni Experience.
The goals reflect our shared commitment to make Missouri State a place where students and employees feel supported, engaged and proud to belong and where alumni remain connected and invested in the success of future Bears.
Goal 3 strategies
Invest in leadership and talent retention
Debbie Donnellan, Chrystal Irons and their team are taking a close look at professional development across campus. They are cataloging existing programs and processes to better align efforts, enhance collaboration and maximize the use of resources.
They’re also developing a campus-wide professional development survey for faculty and staff (planned for distribution this semester) to better understand awareness, participation and barriers to engagement. The results will provide a clear baseline and help guide next steps with transparency and purpose.
Develop a SEM plan
Overseeing this group is Vice President Dawn Medley. Significant progress is underway as Missouri State nears completion of its Strategic Enrollment Management (SEM) plan. Under the guidance of Chelsey Giles and Jeremy Dickerson, teams across campus are collaborating to establish recruitment KPIs aimed at driving measurable results. Among the most notable partnerships is a comprehensive redesign of the university’s communication plan for high school juniors and seniors with enrollment management and marketing and communications collaborating on these new messages. This revamped strategy emphasizes a more engaging, student-focused approach that highlights the Mo State brand while the university undertakes an in-depth rebranding. In tandem with these efforts, the campus visit experience is being enhanced through coordinated partnerships with various university departments, while leveraging EdVisorly to streamline the transfer process and make the transition to Missouri State smoother for incoming students. The pipeline for dual credit students is also being strengthened, ensuring a seamless path from high school graduation to university enrollment.
Another highlight is the expanded collaboration with the provost’s office, which centers on advancing student success and retention. A new scholarship strategy has been rolled out for both first-year and transfer students, designed to maximize support and promote success throughout the undergraduate journey. To further empower prospective students, the university has engaged CollegeVine to provide around-the-clock online support and guidance in areas such as enrollment, financial aid, advising and housing. This virtual recruiter assists via chat, text, phone or email, ensuring help is always within reach. These collective efforts demonstrate the university’s commitment to building a dynamic, student-centered enrollment strategy that sets the university on course for continued and long-term success.
Achieve meaningful gains in student and employee satisfaction
Co-led by Sarah Butler and Dr. Rabekah Stewart, group members have prioritized establishing a baseline framework to measure and improve employee satisfaction. They’ve joined ModernThink’s Great Colleges to Work For® program to assess current employee satisfaction levels, benchmark against peer institutions and identify opportunities to grow and improve.
As part of the program, they’ve implemented a random sampling survey of 2,128 full-time faculty and staff members that will run through March 27 and are preparing for analysis. The survey is 100% confidential and the results will guide leadership conversations about workplace culture, shared governance, work environment and employee well-being. This first-year assessment will provide actionable data to help set priorities and strategic decision making moving forward.
Design a culture of connection, recognition and purpose
To foster a culture of continuous improvements and recognition, this team, led by Scot Scobee and Dr. Letitia White Minnis, reviewed internal staff satisfaction survey results alongside current policies. The findings show competitive compensation and career advancement remain top concerns. Staff also expressed a desire for a stronger voice in decision making.
Position Missouri State as a leader in student access and success
This work connects to a new Carnegie Classification for Student Access and Earnings, which looks at how well the university enrolls undergraduates who reflect the communities we serve and whether they’re set up to earn competitive wages after graduation. In spring 2025, we received our first classification as a higher access, medium earnings institution.
Guided by Teresa Frederick, group members have focused on understanding the factors that influence our rating. In addition, they’re exploring actions that could help us move from the current classification to the higher access, higher classification one.
Goal 4 strategies
Promoting proactive student support
Led by Dr. Andrea Weber, team members completed a comprehensive inventory of student surveys and data points, existing university chatbots and current customer service training offerings. They also explored potential external customer service training options that align with best practices in higher education.
Additionally, they participated in a demonstration of the Ruffalo Noel Levitz student satisfaction survey and will work with the office of institutional effectiveness to map out next steps for implementation.
Implement the advancement master plan
While this master plan took shape in 2024, the advancement team, led by Brent Dunn, continues to add tactics across the three key pillars: identity, destiny and engagement. A few of the tactics relate to this fall’s move into the new Clifton M. Smart III University Advancement Center. Designed to evoke a sense of pride, this center will showcase the power of advancement, highlighting legacy, volunteerism and philanthropy through videos, displays and memorabilia. It’s a true maroon and white building with lots of space for events and collaboration.
On the fundraising front, the team’s making big moves – adding 200 new endowed funds to its nearly $140 million endowment and securing $250 million in new gifts. These steps will prepare advancement and the university for a new comprehensive campaign.
Increase participation in campus events and organizations
Headed by Desmond Dunklin, this group has made positive strides in getting students involved on campus. Members established comprehensive baseline metrics to track engagement in programs, events and student organizations. This helps to better measure impact and inform future growth strategies. They also launched a co-curricular transcript in BearLink, enabling students to formally document their leadership roles, organizational involvement and campus contributions.
The fall 2025 data they collected showed strong momentum: 701 campus events hosted; 16,693 total event attendees; 5,213 unique student participants; 315 registered student organizations on campus; 22 new student organizations approved for the academic year; 7,188 organization members recorded in Bear Link; and 1,287 student organization officers.
Achieve competitive excellence in Conference USA
Leading this group are Casey Hunt and Bethany Henry. To date, they’ve officially hired a consultant to begin designs for a new football locker room, with fundraising efforts set to continue through the spring and summer. Football also hired a general manager to oversee name, image and likeness initiatives, as well as serve as a liaison with athletics compliance with the hiring of head coach Casey Woods.
At the same time, the athletics department has enhanced its NIL educational efforts for student-athletes. Looking ahead, a new ticketing software platform will roll out next fall to improve fan engagement and donor integration.
I’m grateful to all work group members for their efforts in bringing these strategies to life. By investing in our students and employees and strengthening lifelong connections, we’re positioning our university for lasting success.
I also want to thank you all for participating in the various surveys that have gone out recently, and that will be going out in the coming weeks. We’ve been intentional about trying to combine surveys when possible to prevent survey fatigue. However, this is a significant year for establishing baselines to guide our strategic plan efforts. The investment you make by responding to these surveys and participating in outreach events helps clarify where we are now so we can better measure how far we go from here. Thank you for your patience and involvement.
University Council met last week
University Council heard updates on the Great Colleges survey, Board of Governors meeting, Higher Learning Commission, peer institution benchmarking, West Plains campus, the ombuds office and the Executive Budget Committee’s work.
The agenda and presentation are available on the University Council website.
Thanks for checking in. It’s a great day to be a Bear!
Biff