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Admissions Processing Coordinator at Southern Utah University
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Decision makers at Southern Utah University
Assistant Attorney General
Assistant Director, Academic Advising
Assistant Director, In State Recruitment
assistant director of admissions & recruitment
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The search committee chair recognized Mark Stoddard. A motion was made to appoint Scott Wyatt as the new president of Southern Utah University, which was seconded. All those in favor said aye, and the motion carried unanimously.
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The subcommittee meeting included discussions on higher education funding, focusing on the importance of salaries and the need for equity and mission-based funding. Key topics included the allocation of funds based on performance and outputs, rather than inputs like recruitment efforts. The discussion also covered strategies for improving student retention and completion rates, as well as ensuring graduates have degrees with marketplace value.
The meeting covered policy 5.3 regarding university-authorized international travel, focusing on aligning with the State Department's safety level categorizations. The policy prohibits travel to Level 4 designated areas and requires presidential approval for Level 3 areas. Discussions also addressed emergency response protocols for international incidents. Policy 5.60, concerning sexual misconduct and Title IX, was reviewed in light of new Department of Education regulations, which narrow the scope of university responsibility but increase the complexity of obligations. The revised policy includes a quasi-court system with witness testimonies and evidence rulings. Training requirements and personnel needs were also discussed to ensure compliance.
Southern Utah University's 2024-2030 Strategic Plan focuses on five key priorities: enhancing student success (increasing retention and graduation rates, credentials awarded, and post-graduation placement); enriching the academic experience (maintaining small class sizes, meeting USHE attainment goals, enhancing instructional quality, and supporting experiential learning); cultivating a culture of caring (maintaining employee retention, increasing employee engagement opportunities, and enhancing campus safety); increasing access and affordability (growing face-to-face and online student populations, and expanding concurrent enrollment); and expanding alumni and community engagement (increasing philanthropic giving and alumni/community participation). The plan aims to build upon the success of the previous strategic plan (2015-2022) and utilizes benchmarks and goals to measure progress across these priorities. The overarching mission is to be a dynamic teaching and learning community that engages students in experiential education leading to personal growth, civic responsibility, and professional excellence, while fostering an inclusive and innovative environment.
Extracted from official board minutes, strategic plans, and video transcripts.
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