Lindenwood 2023-2024 Calendar

Lindenwood 2023-2024 Calendar – The President's Ambassador is a good representative of the Office of the President and the University. Ambassadors have the opportunity to facilitate various events on campus and interact with university partners, including faculty, staff, alumni, board members, donors, and others.

To identify and develop student leaders who will represent the University and the Office of the President in a positive and professional manner on our campus, in our communities, and in daily interactions.

Lindenwood 2023-2024 Calendar

Are you interested in becoming a Speaker for 2022 – 2023? Applications are open from February 25 to March 18.

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Alison Paris Saint Charles, MO Elementary Education Junior Anna Gill Perry, MO Biological Sciences Senior Emmett Manzer Finger-Lakes, NY Special Education and Genetic Studies Senior George Pezold Wright City, MO Business Finance Sophomore Hannah Bergstrom Prior Lake, MN Athletic Training and Exercise Science Senior Jake Sun Brooklyn, NY Biological Sciences Junior Katy Hatley Waterloo, IL Advertising and Strategic Communications Senior Madison Burkhalter Arlington Heights, IL Special Education Senior Paige Sorensen Seal Beach, CA Business Economics Senior Paola Soto Panama City, Panama Digital and Web Design Senior Yari Soto Panama City, Panama Digital Marketing Senior Sophiana Botich Crown Point, IN Contemporary Dance Senior Reagan Griessel Ozark, MO Sophomore Sophomore Robby Hamilton Ferguson, MO Sociology Senior Our strategic plan for campus change. It is about where we are, where we are going and why and how we got there.

Our plan is to rebuild the university based on the needs and expectations of the new generation of students. This means taking a "learner to learner" approach that requires us to see everything from the eyes of the learner. We want to see what our students need and show them when and how they need it. To do this, we adapt to their needs, improve what is missing, and enter their hearts to strengthen our relationship. Adapt, build, and integrate the three pillars of our strategy to become "The Best Student Friendly University."

As the University writes its next chapter, we see it in flux. Change is everywhere. The job market has changed. Demographics have changed. The needs and expectations of students are changing. With a new president and a new vision, the University is ready to meet these challenges and take bold steps to redefine itself.

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Our plan focused on the "Dual Management System," developed by Harvard University business professor and author Dr. J. P. Cotter. Kotter's model identified the ability of older organizations (such as universities) to prioritize and allocate resources for improvement. Organizations are subject to change. To overcome this challenge, the local authority developed a leadership team to strengthen the volunteer team with respect to the time and resources to change the organization. Using this "innovation" approach allows the University to pursue operational (operational) goals while pursuing transformational (innovation) goals.

The creative thinking workshop that kicked off our planning series yielded 245 new ideas. These ideas were condensed into a formal research process, narrowed down and shared with the University for information. It received 12 project changes, which were approved externally through various third-party agencies. Six of these projects were included in the strategic plan. At the same time we developed key management programs to help the university meet the needs and expectations of the 21st century

Adapt, Create, and Engage are the three pillars of our plan to find a way to adapt the campus to the needs and expectations of students, which will grow to 12,000 students in the fall of 2026.

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We adapt our people, processes, and programs to meet the needs and expectations of a new generation of students.

We create the speed that meets the needs of the market, the ability to meet the needs of students "internal and external", and the price to improve the "climate problem."

We reach new students in our market, attract them by showing our differences, and keep them by loving our lions.

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Each guiding pillar has three goals that describe actions to achieve our vision of becoming "The University of Tomorrow."

Adaptability Our people, processes, and programs are adapted to meet the needs and expectations of a new generation of students. Develop first-class processes that increase the effectiveness and efficiency of programs that create more value for our students. Tailor our educational offerings to meet the changing needs and expectations of today's students and ensure they are ready for action. Create a culture of excellence, togetherness, and collaboration. Construction We build speed according to the needs of the market, the skills that meet the "needs of students inside and outside," and the price improves the "climate problem." Create an unmatched integration process at market speed. Create a student-centered education system that disrupts the region and provides our students with real experiences and real success. Create different pricing models to increase cost, value, and profitability in our local, online and affiliate programs. Commitment We reach new kids in our market, attract them by showing our difference, and keep them by loving our lions. Develop a compelling brand that captures the minds and hearts of a new generation of learners. Build an NCAA Division 1 high school that surpasses any other in the St. Louis market. Louis. Develop a unique student experience to attract and retain residential students.

Our strategic plan is driven by six conversion strategies. These projects are developed and produced quickly. Below is a brief description of each program's view of the transition.

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How do I find navigation? If you are interested in participating in one of the six product accelerators, please contact an accelerator group leader. Honorable Mention: Deb Ayres, Chief Executive Officer, People (co-chair) or Emily Pitts, Chief Diversity Officer (co-chair) LindEngage: Jeanine Cotter, LindEngage Global CEO: Joe Sallustio, Senior Vice President, Global Micro-Infrastructure- Credit: Christine Lindquist, Director of Professional and Continuing Education (PACE) Review Signature: Orrie Covert, Vice President, Advancement and Communications Target: Dr. Annie Alameda, Professor, College of Science, Technology and Health How to find information about events? Updates will be posted on this website and shared on campus via email and town hall meetings. Who is on the Task Force? Annie Alameda, Professor, College of Science, Technology and Health Mark Arant, Provost (former) Deb Ayres, Associate Provost, Human Resources Orrie Covert, Vice President, Extension and Community Relations Molly Hudgins, Dean, Plaster College of Business and Entrepreneurship Jo Anna Pollock , Board of Directors TJ Rains, CIO and Vice President, Communications Technology David Rosenwasser, Professor, Plaster College of Business and Entrepreneurship Rob Westervelt, Vice President, Strategy and Innovation Terry Whittum, Executive Vice President, Student Engagement and Engagement Management (first ) How to I share ideas about the plan? Any thoughts and ideas on the design would be appreciated. Please contact Rob Westervelt, Vice President, Strategy and Innovation. How can I help change the university? There are many ways to change, through strategic planning and product drivers. Contact an Accelerator team leader to get involved. How do I get a copy of the master plan? To obtain a copy of the strategic plan, contact Rob Westervelt, Vice President, Strategy and Innovation. Note that the 2022-2023 version of the plan will be distributed on August 15, 2022. The University has adopted a culture of excellent service Q2. Although the foundation of Q2 comes from the Disney Institute, the Q2 team has developed information on service quality models related to higher education and specifically for the University. The Q2 stands for two simple questions, "what and how." What do you need and how can I help? But also in the big picture, what are expected of our students and partners? How can we go beyond these expectations, all the time, for everyone? We ask these questions because every student counts.

Each year, we try to learn more about our organization and how students make sense of their experience. Sometimes, we don't have the opportunity to ask students these questions, "what do you need and how can I help?" individual but needs can be identified through research.

Student Scores (SSI) and the National Survey of Student Performance (NSSE) give our students a voice in the assembly. They report the results of the team and compare the evaluation of these teams with other similar companies to see where improvements need to be made and what the situation is. These surveys also include surveys related to Q2 – Every Student Counts. These sections show what we will focus on in the next academic year. The Denver Pioneers hockey program announced today its full roster for the 2022-2023 season. In addition to hosting the annual Ice Breaker tournament in October, the non-league tournament will travel next weekend to Massachusetts against UMass-Amherst. This meeting of the two reigning national champions is the Pioneers' first trip to the Bay State since winning the national championship in Boston in April.

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