Brenda Amenson-Hill

Higher Education (HE) is constantly evolving, and effective leadership is key to navigating change while ensuring student success. With over 30 years of experience, Brenda Amenson-Hill brings a wealth of expertise to her role as Vice President for Student Affairs and Enrollment Management at Cal State East Bay.

In today’s conversation, Brenda sat down with Jack Eagle, Co-Host of The Interview, to discuss her transition into her current role, the importance of student well-being, and how universities can balance flexibility with student engagement in a post-pandemic world.

Brenda’s Journey

Jack: Can we start with a quick introduction to yourself and your institution?

I’m Brenda Amenson-Hill, and I currently serve as the Vice President for Student Affairs and Enrollment Management at Cal State East Bay. I’ve spent my entire career in HE, primarily focusing on Student Affairs and Enrollment Management in the Midwest, and now in California. In total, I’ve been working in the field for over 30 years.

Jack: You’re relatively new to your current role, having joined within the past six months. How has the transition been so far?

It’s been a great experience. I’m currently working with The Registry, an executive placement firm that connects experienced HE professionals with institutions in need of leadership during times of transition. I saw this as a perfect opportunity to leverage my experience while traveling and exploring different university systems. I started at Cal State East Bay in October after previously working at UC Merced, so I’ve now had the opportunity to experience both the UC and Cal State systems, which has been incredibly insightful.

One of the things I enjoy about these placements is the ability to hit the ground running. The leadership needs are usually well-defined from the start, so I can quickly assess priorities, build relationships, and begin making an impact. Right now, we’re focusing heavily on enrollment strategies, launching new partnerships with high schools, and testing innovative marketing approaches – something that’s a priority across HE institutions nationwide.

Jack: Having worked in both the UC and Cal State systems, what differences stand out to you?

There are definitely some key differences. The UC system places a strong emphasis on research, whereas Cal State institutions focus more on teaching and service. Both offer research opportunities for students, but the mission of each system is distinct. Cost is another major difference – Cal State universities are generally more affordable than UC schools.

Beyond structural differences, my personal experience has been shaped by location as well. UC Merced is in California’s Central Valley, a region I wasn’t very familiar with before working there. Now, I’m in the Bay Area, which is much more urban and has a completely different culture. It’s almost like being in a different state! Each experience has been valuable in helping me understand the diverse landscapes of California HE.

Jack: A major focus in the US right now is creating a sense of unity and belonging on campus. How are you working to promote this at Cal State East Bay?

A holistic approach has always been at the core of Student Affairs, and that includes ensuring students are aware of and have access to the resources they need to succeed. Over the past decade, there’s been an increasing focus on basic needs – supporting students with food insecurity, housing instability, and financial challenges. Universities are now incorporating emergency housing options, short-term stays, and financial assistance programs to help students navigate these difficulties.

Mental health services have also expanded significantly, with increased access to counseling and wellness programs. Additionally, we’re seeing a greater emphasis on physical well-being, not just through traditional recreation programs but also in areas like meditation, yoga, and even creative activities such as crafting and painting. These activities contribute to student well-being in ways that go beyond academics.

A big part of fostering belonging is helping students find their communities. We have a variety of student organizations, multicultural centers, and campus events that create spaces for students to connect with like-minded peers or explore new perspectives. Ultimately, there’s something for everyone – it’s just a matter of encouraging students to take advantage of these opportunities.

Jack: Many universities find it challenging to get students engaged in non-academic activities. How do you approach this?

Engagement has changed significantly since the pandemic. Students want flexibility, but they also benefit from structured opportunities to connect. We’ve learned that offering both in-person and virtual options is key. For example, during the pandemic, we developed online wellness programs – including virtual coaching and fitness classes – that some students still prefer today. Keeping these options available ensures accessibility for all students, including those with demanding work or family commitments.

At Cal State East Bay, we also focus on blended learning experiences. Many of our freshman courses are in person, while transfer and graduate students have more flexibility. This structure helps maintain the benefits of face-to-face engagement while accommodating students who need online options.

We also know that student engagement leads to better retention and academic success. Research consistently shows that students who are involved in campus life persist at higher rates and perform better academically. That’s why we continue refining our approach to offer both structure and flexibility – striking the right balance is key.

Jack: Technology is playing a growing role in student engagement. Are there any key innovations that stand out to you?

Absolutely. One major shift is personalized engagement. Universities are using technology to tailor outreach based on students’ interests. For example, if a prospective student clicks on content about sports business or environmental studies, they can receive customized communications about related programs and opportunities.

This data-driven approach extends to orientation, academic advising, and student support services. We offer multiple ways for students to participate – in-person, online, or through self-paced modules – ensuring that every student has access to the resources they need.

Of course, the challenge is balancing these expanding services with limited staffing and budgets. That’s where technology helps – automating administrative tasks frees up time for staff to provide more personalized support to students.

Jack: Finally, what’s the best piece of advice you’ve received in your career?

I’ve been fortunate to have great mentors and colleagues, and their advice has shaped how I lead. One of the most important lessons I’ve learned is to stay grounded in your purpose.

HE is full of complexities – balancing competing interests, navigating institutional challenges, and working across multiple departments. But at the end of the day, if you stay focused on why you do this work – which, for me, is improving the student experience – then the path forward becomes clearer.

Another piece of advice that has stuck with me is to embrace a growth mindset. Challenges are inevitable, but shifting the focus to what we can do rather than dwelling on barriers motivates teams and keeps momentum going. HE is constantly evolving, and the best leaders are those who stay curious, adaptable, and committed to their mission.