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To create a university of curricular, co-curricular, and experiential excellence with a faculty of distinction, diverse student population, strong financial base, and a culture of high performance and quality.
Updated October 2025
2024-25 Update Status
Note: Year-over-year changes represent objective progression between categories. Percentage increases indicate objectives moving up from the prior category; percentage decreases reflect objectives advancing to the next category level. Data compares 2023-24 baseline to 2024-25 update. The deferred icon indicates items deferred to the next cycle.
We will offer relevant and engaging curriculum for the global learning community of tomorrow.
Substantial progress – The CBE prospectus for the MAML program was approved by both SACSCOC and ATS, and the program successfully launched in 2025. Building on this pilot, SEU is preparing to scale CBE programming to additional School of Divinity programs as well as undergraduate programs across the colleges in the coming years. This expansion will require the transition of the Foundational Core to a CBE curriculum in the next academic year. These efforts have laid the groundwork for greater engagement and interactivity with meaningful educational experiences across deliveries. Students in the Department of Communication, Art, and Design secured internships with the massively popular TV show The Chosen. Additionally, SEU sent 2 students to Polk County School Board’s new internship program that hired interns as full employees; both students performed at such a high level that they were formally recognized by Polk County Schools for their exceptional skills, dispositions, and professionalism.
Substantial progress – SEU made significant strides in developing industry-facing programs across multiple levels. The Curriculum Committee approved the Doctor of Management, which launched in the 25-26 academic year. SEU began offering the Doctor of Ministry (DMin) in a fully online modality to increase accessibility and launched a DMin with a concentration in Missiology. The university developed and secured SACSCOC approval for a PhD in Kinesiology. In partnership with a transformative donor and leading industry executives, SEU launched an MBA in Self Governing Enterprise. At the master’s level, the university approved a Master of Science in Sports Business Management. Graduate certificates were approved in Classical Christian Pedagogy and Nursing Leadership. Additionally, PhDs in Theology and Psychology were developed and are pending SACSCOC approval. Early conversations around the development of 90 credit hour undergraduate programs took place among academic leadership to further align programming with industry needs and workforce readiness.
Substantial progress – Digital Learning (formerly Instructional Design & Technology) successfully piloted and is now expanding the Faculty Instructional Design Fellows program. Fellows were fully trained in the essential skills and methods of instructional design and partnered with faculty colleague subject matter experts in the online course development lifecycle throughout the 24-25 academic year. Feedback has been overwhelmingly positive, and additional faculty have requested to participate. Digital Learning, Information Technology, and Academic Affairs collaborated to conduct a comprehensive evaluation of SEU’s LMS platform. The university decided to renew with D2L Brightspace as the strategic solution provider, securing several new advanced feature sets including content creation tools, AI-enabled instructional design features, and learning analytics capabilities to further strengthen the course development process.
Substantial progress – The work of the Foundational Core Committee from previous years continued to yield benefits for the university throughout the 24-25 academic year. The established assessment framework and Program Learning Outcomes provided consistent measures of student learning across the curriculum. No significant interventions were required during this year. Looking ahead to the 25-26 academic year, significant redevelopment efforts are planned to create a competency-based education version of the Foundational Core and produce an optimized online learning experience to further tailor the core for the 21st-century student.
Substantial progress – SEU made significant progress in incorporating Network expertise across multiple programs and colleges. The MBA in Self Governing Enterprise integrated expertise and resources from SEU’s larger network of partners. The Dean of Barnett College of Ministry and Theology filmed numerous SEU Network partners for short-form, public-facing theology and ministry courses. The aviation program continued to develop in partnership with KingSky, a key Network partner. The MAML CBTE program incorporated SEU Network expertise by engaging pastors and ministry leaders to serve as Faculty Mentors. The College of Natural and Health Sciences developed the Associate Degree in Nursing in partnership with Lakeland Regional Health through a state grant to accelerate the entry of nursing professionals into the field. In the College of Education, students continued to student teach at schools throughout the state, country, and world, expanding the reach of SEU’s educational expertise.
Initiated – SEU applied for and is in the final approval stages of a major transformative grant that would operationalize a large-scale collaborative shared services model with missionally-aligned institutions in the U.S. If awarded, SEU will be the founding member of the Kingdom Alliance for Higher Education, an organization designed to help struggling private faith-based institutions remain operational through membership in the alliance. The model would provide access to enterprise systems, curriculum, and other costly resources essential to the business of higher education. SEU also continued to expand its partnerships with Classical Education programs, including Classical Conversations, Christian Halls International, and Great Hearts, among others, furthering its work as an integrated educational service provider.
Initiated – The first CBE program was planned and developed during the 24-25 academic year. However, comprehensive evaluation and analysis of the program’s results and impact on the business model are still needed to determine whether it is an effective strategy for reducing the cost of instruction. The university is also exploring other innovative approaches to reduce instructional delivery costs, including rethinking the faculty compensation model. These initiatives remain in the early stages as SEU gathers data and assesses the viability of various cost-reduction strategies.
We will provide a co-curricular experience to allow students to develop academically, socially, and spiritually.
Substantial progress – Within the 2024-25 academic year, the Center for Student Success has promoted co-curricular programming for special student populations. As a result of First Generation Student support effort, a First Generation club has been developed. SEU was accepted as a First Generation Network member institution to support the work of this growing co-curricular. Additionally, dedicated efforts were made to SEU’s veteran and military affiliated students/staff. As a result, stronger focus and support has been offered to SEU’s SVA group. As a result of co-curricular support, three dedicated student spaces have been created on campus for students to engage and learn in.
Substantial Progress – SEU took substantial steps to create awareness around badging and offered easier access for students to claim their badge. This included notification to students when they earned a badge (via an intelligent agent) and a new ‘Badging’ module in each of the CORE courses. This was possible as a result of collaborative efforts made with Digital Learning, Campus Life, and CORE instructors. Another highlighted area of progress was collecting qualitative and quantitative feedback. The following were the executed assessment measures: first year focus group, CORE 1111/1112 exit ticket, and development of the CORE course evaluation.
Substantial progress – This year has marked significant forward movement for Campus Life. With 1,734 beds available on campus and 1,576 currently occupied, our housing occupancy rate stands at 90.8%. This is a strong indicator of growth, especially as we continue implementing the 4-year residency requirement and the launch of premium housing options designed to increase both occupancy and revenue.
Substantial progress – In 2024-25, revisions were made to the virtual orientation which included an expansion of represented departments and new video resources. Plans are underway for the development of an ADA student-specific virtual orientation.
Substantial progress – Over the past year, we’ve made solid progress toward creating intentional student leadership development opportunities. We added new teams so more students can take on leadership roles, beyond just scholarships. We formalized and branded Student Leadership Week, making it more structured and recognizable. Also, we introduced regular training and mentorship so students aren’t just leaders in name but gain real skills and support.
Substantial progress – We continue to strengthen faculty collaboration by engaging with professors through class assignments and presentations to enhance student involvement and awareness of career resources.
In partnership with the IT Department, we now receive quarterly student data reports, which are integrated into Handshake. This improvement offers more accurate and timely insights, allowing us to better connect with students at various points in their academic journey. Currently, 84% of students have created Campus Profiles, and 52% have accessed Handshake through the mobile app.
Career Services prepared a commencement gift package that includes office contact information, key career resources, and a postcard inviting graduates to stay connected. This initiative has already contributed to increased engagement from recent alumni.
Additional service enhancements include upgraded professional headshot equipment and the introduction of open office hours for photography sessions. We have also established a new Career Closet, which will officially launch in Fall 2025 to further support students preparing for internships and job opportunities
Substantial progress – The Center for Student Success continued to operate the Behavior Intervention Team (BIT), a cross-departmental coordinated care network to support students with high risk of self or other harm. A new Director of SOS has enhanced the operation of the BIT, and two staff members serving on BIT have been trained and certified in the SIVRA violence risk assessment tool. Additionally, a second Care Coordinator position in Student Outreach and Support (SOS) was approved and hired. The Care Closet has increased in student use by over 400%, and donations were actively sought within the SEU community and beyond. Publix approved a $500 in-kind quarterly donation to the closet, with the first installment delivered over the summer. The Student Success Council completed its third year, with increased collaboration across the university to support students holistically.
We will attract and retain high-performance faculty committed to students and classroom excellence. Our faculty are lifelong learners, called to equip the next generation of leaders and thinkers.
Substantial progress – SEU onboarded 10 new faculty members during the 24-25 academic year who represent a diverse range of backgrounds in terms of academic expertise, professional experience, vocational background, and demographic characteristics. These faculty additions continue to strengthen SEU’s commitment to building a faculty body that reflects and can effectively serve the diverse student population of the future.
Completed – The Center for Teaching & Learning continued to advance the strategic plan established in previous years. Dr. Jenny Carter departed the university in December 2024. The Center successfully facilitated the new faculty cohort, with all members completing the program. Best practices in teaching sessions were offered throughout the year to support faculty development. The Office of the Provost initiated conversations about a further evolution of the Center that would allow it to equip and empower faculty across all modalities of the institution, with particular emphasis on engagement with online students, positioning the Center for expanded impact in the coming years.
Substantial progress – Faculty across SEU demonstrated significant thought leadership in their respective fields. The Barnett College of Ministry and Theology, led by Dr. Chris Palmer, launched a catalog of public-facing online courseware featuring world-class faculty teaching on theology, ministry, and biblical studies; early enrollment has been substantial despite minimal marketing efforts. School of Music faculty performed in prestigious national and regional settings, including Carnegie Hall, with student accompaniment. Richard Harris delivered TedX talks on subjects related to society and culture. Dr. Robby Waddell’s book, Perspectives in Pentecostal Eschatologies: World Without End, was translated into Portuguese, expanding its global reach. College of Education faculty continued to provide educator training internationally. Professor James Almand presented a popular physics and mathematics lecture series on black holes and time travel, demonstrating the breadth of faculty expertise and public engagement across disciplines.
Substantial progress – The Center for Teaching & Learning faculty fellows program continued with 3 faculty fellows who supported the Center through facilitating best practices sessions, assisting with the new faculty cohort onboarding, and collaborating with faculty colleagues to enhance their teaching practice. Additionally, Digital Learning successfully piloted the Faculty Instructional Design Fellows program, fully training fellows in instructional design skills and methods and partnering them with subject matter expert colleagues in the online course development lifecycle throughout the academic year. The overwhelming positive feedback and requests from additional faculty to participate demonstrate the program’s effectiveness in equipping the rising generation of faculty. Both fellowship programs continue to build faculty capacity and expertise across the institution.
Substantial progress – SEU made significant improvements to the rank promotion process during the 24-25 academic year. The process was consolidated and clarified, rewritten to accommodate more members of the teaching and learning community while becoming less complicated and more narrative-driven. The university amended the process to require Dean recommendation as a prerequisite for continuation in the rank promotion process, ensuring appropriate administrative oversight and support. Additionally, the university-wide course evaluation instrument was revised and updated to align with the standards and expectations of the PDP/PDR process, enabling faculty and academic leaders to be more informed during rank promotion decisions. These enhancements create a more accessible, transparent, and effective promotion pathway for faculty.
Initiated – An adjunct essential practices module was added to the adjunct survival guide during the 24-25 academic year, providing clearer expectations for adjunct instructors. Looking ahead, university leadership is considering the creation of a full-time role dedicated to developing a professional community of adjunct instruction. This position would formalize and expand efforts to support adjunct onboarding, training, enculturation, and ongoing professional development, ensuring consistent quality and engagement across all adjunct faculty.
Initiated – No substantial progress was made on this objective during the 24-25 academic year. The university continues to evaluate how best to create a formal structure around SEU Centers to ensure the advancement of their mission and execution of their objectives.
Substantial progress – The Center for Teaching & Learning continued to provide multiple best practices sessions, faculty development workshops, and social events for SEU faculty during the 24-25 academic year. Academic leadership engaged in ongoing conversations about the importance of retaining faculty who truly contribute to SEU’s mission and culture. Additionally, academic leadership further clarified for faculty what mission-match and cultural alignment means in the context of their roles at the university, providing greater clarity around expectations and helping faculty understand how their work contributes to SEU’s distinctive identity and calling.
We will recruit, retain, serve, and learn from a diverse and expanding global student population.
Substantial progress – During the 2024–2025 academic year, SEU continued important conversations regarding the potential of becoming a Hispanic-Serving Institution (HSI). While this remains a meaningful area of interest, it is no longer a primary institutional goal due to recent federal funding cuts and significant reductions to HSI support programs. Nonetheless, SEU remains deeply committed to celebrating and supporting our Hispanic/Latino students by building belonging, expanding resources, and honoring their contributions to our community. We have seen an increase in the Hispanic population at SEU from 662 in 2023 to 916 in 2025.
Substantial progress – Significant progress was made toward strengthening SEU’s dual enrollment (DE) to undergraduate (UG) matriculation pipeline. The Early SEU student communication plan was completed, featuring a coordinated rollout of letters and email campaigns to students, parents, and school counselors. These communications emphasize a guaranteed admission pathway, the benefits of SEU enrollment and encourage applications aligned with SEU’s priority deadlines. Letters were mailed to school counselors with an accompanying cover letter and to Early SEU students’ home addresses, supported by a multi-email campaign sequence for students and parents participating in dual enrollment programs. The initial messaging directs families to the current application process while highlighting the value of Early SEU participation and early admission opportunities. As of April 2025, progress on the direct admission pathway was temporarily paused pending the launch of the Element CRM, which will support enhanced integration and a more seamless onboarding experience for students transitioning from dual enrollment to full-time SEU enrollment. Following the CRM implementation, work will begin on developing the 2026 onboarding model, scheduled for launch in early 2026.
Substantial progress – During 2024–25, Southeastern University made substantial progress toward becoming a more transfer-friendly institution. Building on previous efforts to streamline credit evaluations and simplify the admissions process, this year’s initiatives focused on enhancing financial aid opportunities and improving the overall transfer student experience. Academic scholarships for traditional transfer students were increased by $1k, while maintaining existing GPA ranges which led to an increase of 33 transfer enrollments and $680,600 in added revenue over the prior year. The implementation of first-semester advising by enrollment for online students, the majority of which are transferring prior coursework, also contributed to a significantly improved onboarding experience, resulting in a 23% increase in enrollment yield and a 34% overall population growth within the online student segment. Looking ahead, the next focus area is the launch of a Military Friendly Initiative, which will expand credit transfer opportunities and enhance enrollment processes for military-affiliated students.
Substantial progress – The Student Financial Services department has continued the ongoing collaboration across SFS, Enrollment, and Finance this past year. This included realignment of SFS under the “Enrollment” umbrella with a structural change, with SFS now reporting to the Senior Vice President of Strategy and Operations. SEU’s ongoing partnership with EAB has lead to several changes to our new student aid model, which included increases in our out of state aid, as well as several academic scholarship tier increases and expanded funding for First Generation and Christian High School scholarship applicants. This new student aid model had a goal of continued enrollment growth, level or slightly increased discount, and increased net tuition revenue as the major KPI’s. As of the fall 2025 census, we have again seen growth in the new student enrollment of over 25+ students in the SEU Lakeland population, while leading to an increase in overall Net Tuition Revenue again over last fall. This coming year we are looking for additional margin to add to the growth in new students, but also exploring more intentionally the opportunity to expand on returning student scholarship offerings in an added emphasis on retention efforts while simultaneously making adjustments to the new incoming student aid model.
Complete – This year, the Office of Multicultural Affairs officially became part of the Intercultural Development and Student Retention Office under the Center for Student Success. We continue to celebrate SEU’s beautiful diversity while strengthening student support and retention efforts.
Highlights from 2024–2025 include:
Substantial progress – During 2024–25, Southeastern University made substantial progress toward expanding and enhancing the SEU Network through collaborative access, with a focus on aligning site development, training, and enrollment processes to create a more seamless experience for both partners and students. The Enrollment team partnered closely with SEU Network sites to provide training and ongoing support, equipping site leaders with the knowledge and tools needed to engage effectively with prospective students and guide them through each stage of the enrollment funnel. This collaboration ensured that all Network sites benefited from consistent communication practices, stronger lead follow-up, and improved conversion outcomes. The onboarding of the Element451 CRM provided site partners with enhanced visibility into student progress through the funnel, giving them access to real-time data and enabling joint efforts between site staff, operations staff, and enrollment counselors to track, nurture, and convert inquiries more efficiently. In addition, SEU Creative launched new lead generation initiatives in late summer 2025 to increase awareness and interest across the SEU Network, with campaigns designed to sustain momentum through the next recruitment cycle. To further support these efforts, Enrollment will introduce recruitment travel and virtual agents in the upcoming cycle dedicated to lead generation, engagement, and conversion for SEU Network sites. These combined efforts have not only supported the continued growth of the SEU Network but also deepened collaboration across departments, linking marketing, enrollment, and site operations to drive sustainable expansion and student success.
Substantial progress – We are awaiting official retention and graduation rates across deliveries and will provide an update in mid-to-late October 2025.
We will continue to steward our resources to a place of sustainable margin for innovation.
Completed – Another year we achieved this metric of 2.0 through positive financial results.
Completed – SEU endowment surpassed 22 million this year.
Substantial progress – Received more than $1,000,000 in grants again.
Substantial progress – Continued to build more dashboards to track and report important financial information and budget management.
Substantial progress – The budget process continues to be refined and improved, while we aim to expand training to a broader group.
Deferred – change in leadership and advancement methodology has delayed this strategic initiative. Pivoting to a major-donor cultivation strategy to prepare the university for a capital campaign in the next strategic plan.
Completed – The advancement office is equipped to bring in donations through major donor cultivation, planned giving, crowdfunding, microgiving, and corporate sponsorships.
We will commit to our calling by creating a culture of high performance and quality in service to all university stakeholders.
Substantial progress – HR has implemented Paycom as a new HRIS system, which has a robust recruiting and onboarding module that empowers managers to sort, filter, and rate applications, as well as providing multiple avenues for candidate communication, creating the opportunity to efficiently progress through the hiring process. In 2024, Southeastern was also recognized by Great Colleges to Work For, which is the result of the ModernThink insight survey, which is a third party administered survey of employees, asking questions about various aspects of employment. Southeastern was recognized for the areas of Mission & Pride, Supervisor/Department Chair Effectiveness, and Faculty & Staff Well-Being. The process of employee compensation market analysis is in process, utilizing data from the CUPA compensation surveys, which contain data from hundreds of institutions of higher education from across the United States. The survey data tools also allow us to identify specific comparison groups, based on multiple factors, including region, operating budget, enrollment, and religious affiliation.
Substantial progress – During 2024–25, significant progress was made toward implementing a formal structure, training, and support framework around strategic enrollment management to improve customer service and enhance the overall student experience. From an organizational standpoint, the Enrollment Division advanced several initiatives aligned with its Team Development and General Enrollment Operations Goals, creating greater structure, accountability, and collaboration across departments. A new Director of Enrollment Data Management position was established to oversee data strategy and integration, strengthening partnerships with IT and Institutional Research to build out Power BI enrollment reporting and support a data-informed culture.
The division also made major strides in staff development and performance enhancement. A Strategic Staffing and Benchmarking Strategy was designed to align team size, structure, and performance metrics with enrollment goals, including ideal counselor-to-applicant ratios and tiered merit-based promotion paths. Simultaneously, the team began constructing a comprehensive onboarding and training program for student leadership teams, emphasizing customer service excellence, recruitment strategies, and leadership development.
To strengthen cross-functional collaboration, the Enrollment team continued to build out cross-training initiatives across all delivery types and implemented first-term advising for online counselors, ensuring that counselors can guide prospective students through the full SEU experience while improving student onboarding and retention. The downtown relocation of non-traditional enrollment teams has further optimized communication and collaboration among front-facing offices, reducing student handoffs and improving the overall student journey from inquiry to matriculation. Together, these efforts have advanced SEU’s long-term goal of creating a cohesive, data-driven, and service-oriented enrollment operation that delivers exceptional student experiences and drives institutional growth.
Looking ahead to 2025–26, SEU will implement the Spark451 Power BI dashboard for real-time reporting and analytics, and launch a 15-person AI agent team to enhance customer service, streamline communication, and support prospective students throughout the enrollment process, further advancing SEU’s commitment to a personalized and data-informed student experience.
Substantial progress – The Registrar’s Office has completed the majority of its planned administrative program review based on the standards and self-study practices set forth by ACRAAO. Presentation of findings is scheduled to be shared with executive leadership this Fall.
Substantial progress – In collaboration with SEU Creative, the HR page of SFNet has been updated to include accurate information, as well as information to aid employees in accessing and utilizing Paycom, our new HRIS system, implemented in Fall of 2024. Since its implementation, Paycom modules have been configured to improve efficiency in the management and supervision of employees, including functions for hiring (recruiting and onboarding), benefits enrollment and administration, FMLA tracking and administration, performance evaluations, performance discussions (personnel corrective action), and an integrated platform for employees’ HR and Payroll inquiries, called, “Ask Here.”
Initiated – Published first digital Fact Book this year for 2024-25 with plans to continue publishing the Fact Book in this manner. Initial work on a comprehensive data architecture layer, enabling university-wide information self-service initiated by IT Data Services.
Substantial progress – A new Business Analyst was hired to assist with the implementation and ongoing support and development of our Enrollment CRM, Element451. Personnel were shifted to support our Enterprise Application team to provide 2nd Level Support and manage all support requests and issues. Several new business-critical forms and workflows were stood up to allow for higher efficiency and productivity with student support teams. They include but are not limited to, forms and workflows within the Registrar, Advising, Athletics, Housing, and Student Success departments. We implemented a new Transcript Evaluation platform, a new comprehensive suite of solutions for Registrar and Academics, and implemented a new enrollment CRM. We updated several process workflows on the backend database to allow for better data accuracy across business units.
We will provide students with practical real-world experiences that help shape them into the workforce of tomorrow.
Substantial progress – SEU continued to expand meaningful experiential learning opportunities across all colleges through partnerships with industry leaders. SEU Trades students completed practicums with various trades professionals to gain hands-on experience. College of Education students completed internships in diverse K-12 settings. College of Natural and Health Sciences nursing students continued clinical placements in hospitals and medical facilities. College of Social Sciences and Humanities social work students partnered with organizations like the Department of Children and Families for internships. The Barnett College of Ministry and Theology established a partnership with Northplace Church in Texas, offering students the opportunity to gain hands-on ministry experience while earning their graduate degree. Jannetides College of Business Communication and Leadership students completed internships with the massively popular show The Chosen and practicums with SEU Creative, developing real-world marketing, project management, and graphic design skills. The School of Music continued partnerships with local schools, providing music education students opportunities to work with high school students in marching bands, orchestras, and other musical groups.
Substantial progress – SEU achieved significant milestones in establishing competency-based education programs during the 24-25 academic year. The SACSCOC substantive change prospectus for the MAML CBE program was approved, and the ATS petition received approval as well. Based on these approvals, SEU leadership made the strategic decision to expand beyond a pilot approach and transition all MAML students into the new CBE program beginning Fall 2025. Extensive academic and operational planning took place in late spring and summer 2025, including provisioning a monthly subscription payment engine, implementing a new LMS platform (LearnWorlds), developing a comprehensive CBTE playbook, and conducting initial faculty training. These preparations positioned the university to successfully launch its first full-scale CBE program and established the operational foundation for future CBE expansion across additional programs.
Substantial progress – SEU made significant strides in developing industry-facing programs across multiple levels. The Curriculum Committee approved the Doctor of Management, which launched in the 25-26 academic year. SEU began offering the Doctor of Ministry (DMin) in a fully online modality to increase accessibility and launched a DMin with a concentration in Missiology. The university developed and secured SACSCOC approval for a PhD in Kinesiology. In partnership with a transformative donor and leading industry executives, SEU launched an MBA in Self Governing Enterprise. At the master’s level, the university approved a Master of Science in Sports Business Management. Graduate certificates were approved in Classical Christian Pedagogy and Nursing Leadership. Additionally, PhDs in Theology and Psychology were developed and are pending SACSCOC approval. Early conversations around the development of 90 credit hour undergraduate programs took place among academic leadership to further align programming with industry needs and workforce readiness.
Initiated – SEU has continued to expand the SEU Network through collaborative access via partnerships with EDiGlobal, Christian Halls Brasil, Great Hearts of America charter school network, and Edvance.
Substantial progress – Practicum enrollment continues to grow, and we are working alongside career services to foster relationships in the community for our students to have hands-on learning opportunities through high-level internships that will serve them as they enter the workforce.
Substantial progress – We continue to strengthen faculty collaboration by engaging with professors through class assignments and presentations to enhance student involvement and awareness of career resources.
In partnership with the IT Department, we now receive quarterly student data reports, which are integrated into Handshake. This improvement offers more accurate and timely insights, allowing us to better connect with students at various points in their academic journey. Currently, 84% of students have created Campus Profiles, and 52% have accessed Handshake through the mobile app.
Career Services prepared a commencement gift package that includes office contact information, key career resources, and a postcard inviting graduates to stay connected. This initiative has already contributed to increased engagement from recent alumni.
Additional service enhancements include upgraded professional headshot equipment and the introduction of open office hours for photography sessions. We have also established a new Career Closet, which will officially launch in Fall 2025 to further support students preparing for internships and job opportunities