The Seattle University Cabinet held its annual retreat June 24-28, 2018. The following is a summary of the Retreat Agenda and Cabinet discussion.
Myers Briggs (MBTI): Prior to the retreat, all the members of the Cabinet took the Myers Briggs test. The MBTI was used as a tool to better understand oneself and to help appreciate and leverage style differences among Cabinet members.
2017-2018 Year in Review: The Cabinet discussed the 2017-18 year, identifying highlights and challenges and sharing important takeaways which will better inform the 2018-19 academic year.
Highly Engaged Campus: In preparation for this session, Cabinet members read the article “Going DEEP”. The Cabinet identified and discussed five benchmarks of effective educational practices: level of academic challenge; active and collaborative learning; student interaction with faculty; enriching educational experiences; and supportive campus environments. The session’s focus was to examine and discuss how student engagement and cross-campus collaborative initiatives lead to student success as defined through measures related to meaningful work and lives.
Campus Culture: Over the academic year, the University Leadership Council helped to facilitate a campus engagement process with faculty and staff regarding the university’s culture. The Cabinet discussed the important feedback from that process and the steps needed to foster and honor our culture in the university’s next strategic plan.
Shared Governance: In an effort to create a strong framework for Shared Governance, the Cabinet reviewed the historical context for shared governance and identified national trends. Under the leadership of the new provost and university counsel, SU will collaboratively identify opportunities and challenges to working and leading in a shared governance environment.
Enrollment Strategies – Recruitment and Retention: In the development of a new strategic plan, strong recruitment and retention are key components to its success. Placing student success at the center of all of our work, and in thinking about our student population, the Cabinet discussed what steps can be taken to create a Student Success Plan in an effort to strengthen the value of their experience.
Conscious Leadership for Inclusive Excellence: In advance of this session, the Cabinet read the book Tears We Cannot Stop by Michael Eric Dyson, as well as other provided articles. The session was aimed to offer the Cabinet a collective experience around inclusive excellence and to develop a greater capacity for learning, living and, ultimately, leading more inclusively. The Cabinet will renew its commitments and shared responsibilities with an identified proposal and work plan.
Vision and Strategic Planning Process: Following a review of the 2013-2018 Strategic Plan, the Cabinet discussed what was accomplished in the last strategic plan, what was learned and how can it inform the next strategic plan. Over the summer, Vice President for Planning and Vice Provost Dullea will convene a subgroup to identify the design principles of the next strategic plan. The next strategic plan will be a five-year plan (2019-2024).
Financial Process: The Cabinet reviewed the current budget process and discussed opportunities for improvement for the university as a whole as well as for the Cabinet. Further input will be gathered throughout the summer; there will be follow up with the Cabinet in late August.