Vincent A. Miller, Ed.D.

Leadership and Strategic Oversight

• In November 2022 assumed expanded responsibility for enrollment management and student success in addition to student affairs functions to now include: Academic Advising (undergraduate); Academic Success and Tutoring, Access (student disability resources); Admissions (undergraduate); Campus Recreation; Career & Volunteer Opportunities; Counseling Services; Financial Aid; Fraternity and Sorority Life; Housing and Residence Life; Orientation and Family Resources, Student Conduct and Title IX; Student Health Services; Student Life & Leadership; Student Union; Testing and University Registrar.
• Facilitate the development of the Division strategic plan in alignment with the University plan and provide ongoing accountability and measurement of the identified strategic outcomes.
• Appoint and support cross-functional teams to align institutional goals with student success initiatives focused on student support and achievement.
• Regularly assess program effectiveness through data collection and analysis, identifying trends, forecasting needs, and leading adjustments to ensure continuous improvement in student success metrics.
• Develop and enforce policies that reduces institutional risk, promotes academic integrity, student engagement, and campus safety.

Enrollment Management

• Use data analytics to identify 10 year institutional enrollment and retention trends and facilitate enrollment presentations with campus governance groups and stakeholders to create awareness around the current enrollment situation.
• Spearhead enrollment efforts including enrollment modeling and goal setting as well as weekly tracking of enrollment outcomes and ongoing enrollment stakeholder strategy meetings resulting in the first two semesters of overall positive enrollment gain than in the prior two and a half years.
• In collaboration with Academic Affairs on a year-long Strategic Enrollment Planning initiative, including academic program demand review and student satisfaction inventory, consulted by Ruffalo Noel Levitz.
• Invest in the personnel resources and expertise to continuously improve the effectiveness of the Admissions SLATE CRM to better yield students through the recruitment and admissions funnel.

Student Success Outcomes

• Improve Fall 2021 to Fall 2024 student retention rates by more than 20% through the development of student success strategies in academic advising, tutoring services, and proactive financial education informed through partnership with the National Institute for Student Success.
• Established an office of Student Success focused on using data analytics to identify at-risk students and implemented early intervention strategies, with a goal of increasing student persistence.
• Invest in the talent expertise to expand the use of SLATE CRM for current students creating efficiencies in advising, academic intervention, financial aid communication, and other key elements for improved retention, persistence, and graduation.

Fiscal Management & Personnel Responsibility

• Direct and indirect supervision of 125 professional staff, 30 graduate assistants, and more than 200 student employees to deliver the programs and services of the Division.
• Total budget oversight of $31.4 million consisting of $11.9 million in institutional funds, $14.1 million in auxiliary funds, and $5.4 million in mandatory student fee funds.
• Manage complexities of various policies and business procedures related to different fund sources.
• Establish internal controls to ensure efficient use of funds and a more efficient student fee allocation process supported by students.
• Ensure adequate revenues generated through occupancy or utilization fees to sustain the debt obligation of $80 million in bond-funded PPV projects. Advocate for the impact of University decisions on the potential loss revenue impacting the institutions financial obligation.

Leadership and Strategic Oversight

• Provide comprehensive leadership and accountability for a diverse array of programs and services including Campus Recreation, Career & Volunteer Opportunities, Campus Community & Belonging, Counseling Services, Fraternity and Sorority Life, Housing and Residence Life, Student Conduct and Title IX, Student Health Services, Student Life & Leadership, and Student Union.
• Serve as Dean of Students responding to student concerns, student crisis, and behavioral intervention.
• Facilitate the development of the Division strategic plan in alignment with the University plan and provide ongoing accountability and measurement of the identified strategic outcomes.

Investment in the Student Experience

• Implement a student participation tracking platform to measure the impact of student engagement on success. This informed our own campus research indicating that students who attend 10 or more events in an academic semester have a 10% higher retention rate compared to their peers who do not.
• Develop co-curricular learning opportunities through a new life and career skills program aligned with the University’s Quality Enhancement Plan and accreditation standards.
• Establish the University’s first extended orientation program and a new 14-month first-year residential curriculum to improve freshman to sophomore retention.
• Increase mental health training resources, expanded mental health services, and led efforts to become a JED Campus, enhancing campus mental health support for students.
• Initiate the University’s first student awards and recognition night to celebrate student leaders and organizations.
• Introduce environmental marketing strategies within the housing, campus recreation, and student union facilities to increase student pride and connection to the institution.

Facility Enhancements & Asset Improvement

• Housing & Residence Life: Developed and budgeted for a housing 10-year facility and equipment repair and replacement plan in alignment with Facility Condition Assessments and the identified concerns of Housing staff and students. Led more than $6 million in major renovations, repairs, and furniture replacement in a phased approach to update student living spaces.
• Housing & Residence Life: Serve as Contract Manager for outsourced, third-party maintenance and custodial operations. Served on the University System of Georgia procurement committee for outsourced housing maintenance and custodial operations.
• Student Union: Directed the renovation of underutilized student union space to relocate Student Life & Leadership, Career & Volunteer Opportunities, and Campus Community and Belonging to create synergy and improve access to student programs and services.
• Campus Recreation: Funded expanded outdoor recreation opportunities for basketball and group fitness to meet student demand on services.
• Student Health Center: Funded the build-out of the Counseling Center and Campus Wellness space, centralizing student health and counseling services in a one-stop-shop approach for students.

• Provide assistance in strategic planning and oversight for programs and services within the Division of Student Affairs and Enrollment Management. Serve in the absence of the Vice President at Division and University programs and recruitment events.
• Provide visionary leadership, management, and accountability for Student Activities, Career Services, Fraternity and Sorority Relations, Student Union Facilities, Spirit Groups, and Special Projects with budget oversight of $2.5 million and direct and indirect supervision of 29 professional staff, 14 graduate assistants, and more than 50 student employees.
• Chair the Student Affairs Programming Council to provide strategic direction for the development of a Division-wide programming model with established learning outcomes and Division-wide student leadership engagement plan.
• Completed and opened a $4.5 million renovation and expansion of student activity space which includes the Student Organization Center. Currently working with the Director of Campus Recreation on a $4.5 million renovation of the University Park golf course and new construction of a $5 million Shooting Sports Education Center.
• Secured a $3.3 million federal grant and private contributions in excess of $750,000 towards capital construction and operating funds for the Shooting Sports Education Center.
• Coordinate the University’s State of Georgia and Washington D.C. Legislative Internship Programs maintaining relationships with legislative offices to provide unique co-curricular learning opportunities for students of all majors.
• Serve on CAS Standards Division review team as part of three-year self-assessment rotation for the Division. Directly assessed Leadership, Civic Engagement, and Career Services.
• Led Division implementation of University/Division web brand and implementation of new content web management tool.

• Senior staff position within the Office of the Vice President for Student Affairs and Enrollment Management, responsible for Division wide fundraising, grants, and sponsorship strategy and outcomes including training and education of Division leadership.
• Developed the Division’s comprehensive fundraising and development plan with separate strategies for students, alumni, staff, parents, and corporate cultivation in preparation for upcoming capital campaign.
• Maintain a donor portfolio of approximately fifty high-wealth, high-capacity families and corporations for cultivation to support the Division of Student Affairs and Enrollment Management’s funding priorities, securing the first sponsorships for programs from national brands. Additionally, established endowments in support of Leadership and Civic Engagement cohort scholarships.
• Represent the Vice President and Division’s fundraising and development interest in the University’s Strategic Planning and Capital Campaign consultations by providing input and interpreting feedback in order to develop and modify the Division’s fundraising strategy.
• Develop, implement, and assess the University’s annual student philanthropy programs including participation in the faculty/staff campaign, a new senior class gift campaign, emergency hardship fund, and giving education.
• Advocate for the importance of Division branding and self-promotion in a loosely coupled organization to ensure consistent identity and representation of division accomplishments – tell our story.
• Represent the Division in a variety of other capacities involving marketing, program and technology implementation, and committees that have long-term impact on positioning the Division for success.

• Led internal and external review of department using NACE guidelines. Leveraged review findings to reorganize department and advocate for appropriate resources.
• Implemented new strategic direction under reorganized department.
• Rebuild department reputation and increased relationships with academic affairs.
• Led nation-wide search for new director.

• As member of the Admissions leadership team, participated in the rebranding and refining of the recruitment process for prospective students.
• Planned and implemented all aspects of summer freshman and transfer student and parent orientation including reservations and accounting; staff selection, training, and supervision; and program coordination and assessment for nine two-day and five one-day summer and semester sessions.
• Maintained oversight and management of budgets in excess of $500,000.
• Implemented a program evaluation for Orientation soliciting participation from stakeholders in the development of set learning and program outcomes that correlated with CAS standards and develop assessment that provides learning outcome measurement.
• Led the strategic planning process for identification, growth, and communication of parent resources offered to both prospective and current parents and families.
• Provided new leadership and structure for the Parents Association, growing membership from 300 to 1,200 families and increasing their financial support of scholarships and campus programs from $5,000 to $28,000.

• Prospective student recruiter for markets in the state of Louisiana and surrounding states including Arkansas, Mississippi, and Texas.
• Planned and implemented all aspects of summer freshman and transfer student and parent orientation including reservations and accounting; staff selection, training, and supervision; and program coordination and assessment for multiple two-day and one-day summer and quarterly sessions.
• Additional responsibility included undeclared student advisement for 150 students each quarter.
• Planned, implemented, and assessed all aspects of visitation and transition programs including Saturday open house, campus tours, tele-recruiting, orientation, and family weekend.
• Member of the University’s Noel-Levitz consultation team with responsibility in developing strategic goals and action plans for prospective student visitation and transition programs.
• Responsible for the selection, training, and supervision of all student staff and groups within Enrollment Management including orientation, tele-recruiting, and tour guide and event teams; approximately 75 actively engaged students at any given time.
• Strengthened relationships among units within the Division of Student Affairs to assist in the delivery of campus wide programming ranging in areas of student development, Greek life, housing, and athletics as a collaborative programming and support model for an understaffed campus.