A Strategic Plan for Drew University (Draft) Report of the Strategic Planning Working Group September 2010

Save this PDF as:

Size: px
Start display at page:

Download "A Strategic Plan for Drew University (Draft) Report of the Strategic Planning Working Group September 2010"

Transcription

1 A Strategic Plan for Drew University (Draft) Report of the Strategic Planning Working Group September 2010 University Directions, the report of the Presidential Task Force on Strategic Planning, recommended promptly engaging all University groups in the development of a new strategic plan for Drew. The report reaffirmed the University s mission, acknowledged current challenges and identified engagement social, global, intellectual, experiential, professional and personal as the key theme defining our strategic direction. 1 Working over the summer with an outside facilitator, a broadly representative 24-member Strategic Planning Working Group translated that theme into institutional goals and objectives. These goals and objectives, subject to discussion by the Drew community and trustees, will become the guide for developing individual unit and school strategies that will move Drew into the future. The resulting five-year strategic plan will be presented to the Board of Trustees for approval in May Drew s Challenges and Opportunities The Working Group carefully considered the changing landscape of higher education and the liberal arts. Drew faces increased competition for a shrinking college-going population, increased pressure on financial aid, increased focus on pricing and perceived value by students and their families, and a decline in returns on endowments. 2 Opportunities for Drew to respond to these challenges include creating new programs and courses of study, creating a distinctive identity and strengthening our brand, pursuing strategic partnerships, and, importantly, affirming and strengthening the quality of existing programs. Now, more than ever, is a time for strategic thinking. The challenges facing small private universities, and Drew in particular, require planning that provides both immediate improvement and longer term change. Our decisions must be guided by a clear and focused sense of mission; proposals must align with a larger plan for the University and its vision of the aims of a liberal education. Institutional sustainability for the long term will require creativity, innovation, and improved financial models. Strategic planning provides an opportunity for the Drew community to come together in charting our future course. The following goals, objectives and strategies are meant to stimulate and center the community s conversations and provide a framework for the planning process. Bulleted examples illustrate how strategies might be supported with unit- and school-specific initiatives and further clarify the intended focus of a particular objective. These are only examples of opportunities that might be explored. The next phase of planning will be done within individual 1 University Directions, Report of the Presidential Task Force on Strategic Planning, May 25, Stan Katz, The New Normal, Chronicle of Higher Education, March 5, 2009 (

2 schools and units, by faculty, staff, administrators and students who will develop specific supporting action steps. Our Mission 3 Drew University College, Theological School, and Graduate School is a diverse community committed to academic excellence, life-long cultivation of the whole person, and thoughtful engagement with the world beyond our campus. Founded in 1868 as a theological school for the training of Methodist ministers, Drew continues to graduate students who can respond to the urgent social challenges of our time with their capacity for rigorous, independent, and imaginative thought, and who add to the world s good by their personal integrity and self-understanding. The University s motto as inscribed upon its gateway arch, Freely have you received; freely give, emphasizes a reciprocity of learning and experiential service. Each generation at Drew must interpret this mission with regard to the present state of intellectual knowledge and the shape of our world. Our Vision Drew students will examine social challenges through the lenses of multiple disciplines, employ the world as their classroom, and transform knowledge into social impact. Four University-wide goals will support this mission and vision: Create a more a vibrant intellectual community Foster curricular and co-curricular opportunities that enhance students social, global and professional engagement Strengthen our brand and better position the university Ensure institutional sustainability Goal 1: Create a more vibrant intellectual community The transformation of knowledge into social impact that we believe defines Drew must spring out of intellectual engagement, inquiry and judgment. The dynamic intellectual community we mean to guarantee here produces graduates who are both creative and analytical; they are innovators who can articulate their ideas effectively to others and who can understand a full variety of perspectives. Drew graduates are lifelong learners, capable of acquiring new knowledge and using it to appreciate complexity and to respond intelligently to challenges. As students and as graduates, they experience the joy of discovery and can translate that joy into meaningful actions and fruitful lives. In their own work as teacher-scholars, faculty should model the intellectual commitments expected of Drew students; staff should exemplify characteristics of leadership and citizenship. Objectives and strategies 1.1 Ensure that all students achieve intellectual breadth and depth and experience the key components of a liberal education. 3 University Directions, p.3 2

3 A. Set standards that communicate high expectations for student work B. Expand opportunities for student research 1.2. Build connections across the curriculum, across disciplines, and across the schools. A. Offer incentives for teaching across schools, and for interdisciplinary and multidisciplinary sharing of knowledge and expertise B. Identify missed program opportunities New interdisciplinary programs, majors (e.g., communications) or courses C. Expand opportunities for University-wide programming Better support and utilize University Centers Create theme semesters Host student-driven lunchtime discussions 1.3. Fully integrate academic life and campus life. A. Implement recommendations from the Life on Campus Task Force B. Provide intentional opportunities for learning to take place in the residence halls Develop living/learning communities that explicitly connect academic and residential contexts Link learning communities to College Seminars around a single theme through entire first year Develop opportunities for faculty to reside on campus or have office space in a residence hall 1.4. Enhance faculty and staff excellence in teaching, research and professional service. A. Expand resources for faculty to excel in the pedagogy needed for a dynamic learning environment Create a faculty leadership program Create a teaching/learning center B. Promulgate internal practices that guarantee high standards for the appointment and promotion of faculty and staff 1.5. Support incentives to encourage faculty and staff diversity in ethnic background, race, gender, sexual orientation and opinion. Create a two-year Post Doc for underrepresented minorities Expand the use of National Faculty appointments Goal 2: Foster curricular and co-curricular opportunities that enhance students social, global, and professional engagement Knowledge pursued for its own sake forms the basis of the joy of inquiry and reflection, while knowledge pursued for the leverage it offers on the world is the basis of any effort to address urgent social issues, the challenges of our increasingly global economy and culture, and the highly competitive environment of the professional marketplace. At Drew, both modes of learning are regarded as essential. A liberal education would be incomplete if it did not teach that to love learning is also to apply it to the challenges and opportunities that ultimately give purpose and direction to reflection and inquiry. 3

4 While many of our most distinctive programs reflect these values, we must articulate a comprehensive and consistent educational philosophy that ties them together and provides a clear and consistent map for future development. A Drew education should provide a rigorous grounding in the arts and sciences, through both the breadth and depth of learning to which students are exposed; it should at the same time ensure that this learning is applied to the most significant challenges and opportunities of our time. Students should explore urgent social issues and develop the knowledge and skills required to effectively address them; understand the world s different people and cultures and the social, cultural, and economic dynamics that characterize the global environment; and be exposed to challenging professional environments, especially to the skills required to thrive, and compete, in the contemporary workplace. Intensive pathways should connect students curricular and co-curricular activities to look at issues across boundaries, in multiple contexts, and over extended periods of time. This promotes the kind of high-impact educational experience that students often identify as transformational. Objectives and strategies 2.1. Enhance and expand social, global, and professional engagement opportunities. A. Develop a detailed plan to enhance and expand social, global and professional engagement opportunities B. Develop partnerships and other forms of collaboration that effectively leverage student opportunities on and off campus Increase internship support from alumni and friends Expand community-based learning course opportunities Develop comprehensive partnerships with universities abroad C. Explore new programming ideas curricular and co-curricular that would foster students social, global, and professional engagement New majors and programs across the three schools RISE-like programs in other disciplines Engagement with immigrant communities of northern and central New Jersey 2.2. Ensure that all activities fostering social, global, and professional engagement include a prominent intellectual component. A. Develop new courses that address issues related to students global, social, and professional experiences 1- or 2-credit courses offered in summer or January Term, and designed to serve multiple constituencies, that address critical skills for students entering the workforce A signature Drew course to prepare students participating in international relief work Re-entry programming for study abroad, international experiences and crosscultural reflection B. Include faculty work in support of students social, global, and professional engagement in consideration of tenure and promotion as well as merit pay C. Develop structures and mechanisms that foster collaboration and communication among faculty, professional staff and community partners 2.3. Develop intensive pathways designed to link diverse and otherwise isolated student experiences. A. Develop mechanisms that integrate curricular and co-curricular engagement activities and foster communication and collaboration among faculty and staff 4

5 Create certificate programs that complement existing majors and minors Develop linked courses that fulfill multiple General Education requirements while addressing particular issues in a progressively expansive way Examine the integrative exercise for Master of Divinity students and propose changes B. Challenge existing programs to articulate their relationship to students social, global, and professional engagement Retool existing courses and/or co-curricular activities to serve intensive pathways Develop new courses and/or co-curricular activities to serve intensive pathways C. Utilize existing degree requirements (in all programs) where possible to foster students social, global, and professional engagement D. Explore use of e-portfolios or co-curricular transcripts to document student engagement activities, provide formal recognition of integrated experiences, and support assessment E. Develop detailed assessment strategies and tools to measure success and foster further innovation and program development. Goal 3: Strengthen our brand and better position the University. Drew s educational mission is distinctive in its emphasis on thoughtful engagement with the world. How this is conveyed must take account of intense competition in higher education. Our ongoing ability to recruit top students and lower the discount rate while improving selectivity and yield depends in large part on raising visibility and differentiating Drew from other colleges and universities. The process of strengthening Drew s brand 4 and properly positioning the institution 5 is intended to help the University achieve these objectives. It is important that the brand both differentiate Drew from competitors and stay true to our mission and values. Our publications, website, and external recruitment materials currently reflect Drew s commitment to social impact; still, there is much to be done to advance the brand further. Implementation of the first two goals of the strategic plan will ensure Drew fulfills the promise made by its brand, fills in any gaps and deepens the educational experience. It takes, on average, five years for a brand to take root; therefore, it is essential that related programs and activities have sustained funding. Objectives and Strategies 3.1. Develop the positioning concept and articulate our brand as it relates to our core value of engagement, our strategic priorities and the relative strengths of our competitors. A. Engage an outside consultant to lead the community in a discussion of our values and determine how these can best be developed into a focused brand. Stakeholders especially faculty, staff, and trustees must shape the defining perception of the university. 4 A brand is defined as a trustmark, a warrant, a promise To be successful, a brand must consistently provide quality and satisfaction; it must meaningfully distinguish itself from the competition to create customer preference; it must be relevant; and it must appeal to individual lifestyles, attitudes and beliefs. Sevier, Robert A., Ph.D., Building a Brand That Matters, Strategy Publishing, p Positioning is defined as differentiating your institution from competing institutions in ways that prospective students, donors and other audiences find meaningful, attractive and noteworthy. Building a Brand That Matters, p. 9. 5

6 B. Conduct in-depth research of Drew s competitors to ensure the brand provides the necessary differentiation Focus the University s communications efforts to advance the brand. A. Commission an outside research firm to benchmark the perception of Drew in the minds of its various constituencies; repeat the study every five years B. Create an integrated marketing communications plan including print, web, media, social media and an institutional advertising campaign C. Develop messaging (e.g. talking points, slogans) consistent with the communications plan D. Undertake an internal campaign aimed at creating awareness and understanding of the brand E. Implement a uniform visual identity system for the University F. Raise Drew s profile through participation in national conferences and related professional organizations G. Find creative ways to generate publicity related to the brand 3.3. Identify sufficient, sustainable funding to support the academic and marketing components of the plan. Goal 4: Ensure institutional sustainability. Long-term institutional sustainability demands the effective stewardship of our human, financial and physical resources so Drew can fully accomplish its mission and fulfill the vision for the future. This includes optimizing current support for programs and services, coupled with long-term program and financial planning that is aligned with institutional goals and priorities. We must simultaneously be responsive to the evolving higher education environment and changing economic conditions. The current climate requires a detailed roadmap toward financial stability that addresses key drivers and how they can be managed to achieve financial equilibrium. Ongoing planning, monitoring and revision will drive the annual budget process and other key policy decisions. Objectives and Strategies 4.1. Achieve financially sustainable operations. A. Adopt a formal financial framework to include a five-year balanced projection as well as cash, compensation, capital and IT budgets B. Establish multi-year enrollment targets and develop strategies to improve recruitment and retention to achieve those goals C. Determine and fund investments needed to support Goals 1, 2, and 3 of the plan D. Communicate with the University community about financial strategy, and obtain input E. Determine areas for collaboration with other schools and institutions 4.2. Ensure a workplace where a motivated and engaged workforce can thrive and develop. A. Improve constituent services Establish and publicize a customer service vision along with a University-wide training program 6

7 Simplify business processes and provide web-based services Explore opportunities for internal collaboration B. Develop an ongoing training and development program for staff Improve targeted skills such as customer service, technology, communications and subject matter expertise C. Conduct regular assessments of employee morale, and work to improve employee perception and satisfaction D. Enhance employee recognition programs and promote community-building activities 4.3. Increase endowment, unrestricted, restricted and capital support to the University. A. Build a stronger culture of philanthropy among alumni, faculty, staff, students, and parents to increase outright and planned gifts B. Design and implement a comprehensive advancement program linking the student experience to life after Drew to generate support that enriches and strengthens current programs 4.4. Explore the viability and impact of major changes in organizational structure. Creating a four-year BA/MA or three-year BA program Streamlining the number of administrative units 4.5. Preserve the long-term viability of our physical infrastructure. A. Formalize projects to be completed under the master plan, including the UC and Hall of Sciences addition B. Continue our commitment to environmental sustainability and support for the Presidents Climate Commitment Develop an energy master plan that will reduce energy consumption and our carbon footprint C. Update the deferred maintenance analysis, re-prioritize and determine the ongoing annual need for funding D. Review and plan for IT infrastructure 7

Overview DRAFT. Academic Strategic Plan 1

Overview DRAFT. Academic Strategic Plan 1 Overview In fall 2016, the College of Arts and Sciences initiated a collaborative academic strategic planning process. The College conducted a series of preparatory meetings among the dean and her cabinet,

More information

The Western Michigan University Commitment

The Western Michigan University Commitment The Western Michigan University Commitment With adoption of its first strategic plan in 2012, the University embraced three basic tenets developed to describe its identity and provide guideposts for the

More information

Vision 2018: Dedication to Excellence, Commitment to Community

Vision 2018: Dedication to Excellence, Commitment to Community Vision 2018: Dedication to Excellence, Commitment to Community DePaul will take its place among the most exceptional urban universities in the United States, recognized for its unwavering commitment to

More information

Strategic Plan Goals

Strategic Plan Goals FINAL 2018-2023 Strategic Plan Goals Note: A formal published format will be available in August 2018. Final -Baruch Draft Strategic Plan Page 1 of 13 Vision and Mission Vision Through excellence in teaching,

More information

UNIVERSITY OF SOUTHERN MAINE Strategic Plan Report Card. Summer, 2011 STRATEGIC PLAN

UNIVERSITY OF SOUTHERN MAINE Strategic Plan Report Card. Summer, 2011 STRATEGIC PLAN 2009 2014 Strategic Plan Report Card Summer, 2011 UNIVERSITY OF SOUTHERN MAINE STRATEGIC PLAN Goal 1: Serving 21 st -century Maine 1 6.1 6.1 6.1 6.1 Many of the strategies, action items and objectives

More information

Strategic Plan

Strategic Plan Strategic Plan 2018-2023 Statement of College Values and Overarching Action Items As the College of Arts and Sciences works toward its strategic goals identified in the plan that follows, we will be guided

More information

Vision Transformation through Innovation Strategic Plan

Vision Transformation through Innovation Strategic Plan Vision 2020 Transformation through Innovation Strategic Plan 2017-2020 Message from President Beverly W. Hogan Since its founding in 1869, Tougaloo College has sought to be a place of excellence, relevance,

More information

CLAS STRATEGIC PLAN FOR Mission. Vision

CLAS STRATEGIC PLAN FOR Mission. Vision CLAS STRATEGIC PLAN FOR 2016-21 Mission The College of Liberal Arts & Sciences at the University of Iowa prepares students to be knowledgeable, engaged citizens who respond creatively and flexibly to the

More information

Linfield College Strategic Plan Including Strategic Plan Update and Review (SPUR) Addendum, February 2017

Linfield College Strategic Plan Including Strategic Plan Update and Review (SPUR) Addendum, February 2017 Linfield College 2012-2020 Strategic Plan Including Strategic Plan Update and Review (SPUR) Addendum, February 2017 Preface The goals of the 2012-2020 Strategic Plan are based on the Linfield College Mission

More information

Advancing the Distinctive Character of a Washington College Education

Advancing the Distinctive Character of a Washington College Education Advancing the Distinctive Character of a Washington College Education A Strategic Plan for Washington College Washington College 300 Washington Avenue Chestertown, Maryland (Revised May 12, 2016) For more

More information

THE STRATEGIC PLAN

THE STRATEGIC PLAN 2020 2015-2020 THE STRATEGIC PLAN $ 2020 CONTENTS: 1 Mission 1 Core Values 2 Vision for 2020: Our Destination 3 Strategic Imperatives: Scholarship, Partnership, and Leadership 4 Overarching Goals and Strategies:

More information

RFUMS STRATEGIC PLAN / GOALS AND OBJECTIVES

RFUMS STRATEGIC PLAN / GOALS AND OBJECTIVES RFUMS STRATEGIC PLAN 2016-2019 / GOALS AND OBJECTIVES MISSION To serve the population through the interprofessional education of health and biomedical professionals and the discovery of knowledge dedicated

More information

OHIO DOMINICAN UNIVERSITY Strategic Plan ROADMAP TO THE FUTURE. August 30, 2012

OHIO DOMINICAN UNIVERSITY Strategic Plan ROADMAP TO THE FUTURE. August 30, 2012 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2017 ROADMAP TO THE FUTURE August 30, 2012 MISSION OF OHIO DOMINICAN UNIVERSITY: As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican

More information

Moments that Transform:

Moments that Transform: October, 2013 Moments that Transform: the Miami 2020 Plan MiamiOH.edu/2020plan Unifying Goal: Learning and Discovery Promote a vibrant learning and discovery environment that produces extraordinary student

More information

A University of First Choice STRATEGIC PLAN

A University of First Choice STRATEGIC PLAN A University of First Choice STRATEGIC PLAN 2008-2013 A University of First Choice STRATEGIC PLAN 2008-2013 Vision Statement Aspiring to be a public liberal arts college of first choice, Eastern Connecticut

More information

Strategic Plan

Strategic Plan Strategic Plan 2016-2019 Mission, Vision, Purpose & Goals...2 Goal 1: Academic Excellence... 3-4 Goal 2: Community Engagement...5-6 Goal 3: Caring Campus Community...8-9 Goal 4: Stewardship of the University

More information

OHIO S GLOBAL STRATEGY ( )

OHIO S GLOBAL STRATEGY ( ) OHIO S GLOBAL STRATEGY (2016-2020) Office of Global Affairs OFFICE OF GLOBAL AFFAIRS YAMADA INTERNATIONAL HOUSE 56 E. UNION ST. ATHENS, OH 45701 Table of Contents Executive Summary... 3 Introduction...

More information

Strategic Planning Committee. Strategic Plan, The University of New Orleans. The Heartbeat of the Crescent City

Strategic Planning Committee. Strategic Plan, The University of New Orleans. The Heartbeat of the Crescent City Strategic Planning Committee Strategic Plan, 2015-2020 The University of New Orleans The Heartbeat of the Crescent City A Student-Centered, Urban Research University MISSION The University of New Orleans

More information

2013 STRATEGIC PRIORITIES

2013 STRATEGIC PRIORITIES www.union.edu UNION COLLEGE S 2013 STRATEGIC PRIORITIES A SUMMARY OF THE 2013 STRATEGIC PLAN 2013 STRATEGIC PLAN THE 2013 STRATEGIC PLAN BUILDS ON UNION COLLEGE S STRENGTHS AS A HIGHLY SELECTIVE LIBERAL

More information

Haworth College of Business Strategic Plan

Haworth College of Business Strategic Plan Haworth College of Business Strategic Plan 2016-2021 Mission We are a learner-centered, discovery-driven, globally-engaged college of business that provides intellectual and economic value in a focused

More information

Augustana 2020: Enhancing Student Success, Before and After Graduation A Strategic Plan

Augustana 2020: Enhancing Student Success, Before and After Graduation A Strategic Plan Augustana 2020: Enhancing Student Success, Before and After Graduation A Strategic Plan Dear Friends and Colleagues, I am very pleased to share a draft of Augustana 2020, a strategic plan that will shape

More information

COME SOAR WITH US. Morehead State University Vision & Strategic Plan

COME SOAR WITH US. Morehead State University Vision & Strategic Plan COME SOAR WITH US Morehead State University Vision & Strategic Plan 2018-2022 1 As we celebrate the 130-year history of Morehead State University, we reflect on the humble beginnings of our past and the

More information

Strategic Plan

Strategic Plan Catalyzing Positive Change This strategic plan provides the roadmap for moving the University of Kentucky College of Public (CPH) to the next phase of becoming THE leader for population health change as

More information

SUNY Broome Institutional Learning Outcomes

SUNY Broome Institutional Learning Outcomes 1 SUNY Broome Institutional Learning Outcomes SUNY BROOME graduates will be able to: 1. Apply relevant knowledge, technology, and tools from the academic disciplines in the contexts of personal, professional,

More information

Beloit College. A Strategic Plan for the 21 st Century. approved by the Board of Trustees of Beloit College February 8, 2008

Beloit College. A Strategic Plan for the 21 st Century. approved by the Board of Trustees of Beloit College February 8, 2008 Beloit College A Strategic Plan for the 21 st Century approved by the Board of Trustees of Beloit College February 8, 2008 1 Strategic Planning Committee Co-chairs: Ann Davies, Assoc. Prof., Political

More information

Western Michigan University College of Arts and Sciences Strategic Plan: to

Western Michigan University College of Arts and Sciences Strategic Plan: to Strategic Plan: 2012-2013 to 2014-2015 Table of Contents Introduction 3 Mission of the College of Arts and Sciences 3 Vision of the College of Arts and Sciences 3 Core Values 4 The College of Arts and

More information

Strategic Plan

Strategic Plan Strategic Plan 2014-2019 Sonoma State University s existing strategic plan, drafted and approved in 2009, encompassed the academic years 2008-09 to 2012-13. The present benchmark now gives us the opportunity

More information

University Strategic Plan Goals and Objectives (Revised 2/13/14)

University Strategic Plan Goals and Objectives (Revised 2/13/14) University Strategic Plan Goals and Objectives 2014 2019 (Revised 2/13/14) GOAL 1: Recruit, retain, and graduate students who will contribute to the economic prosperity of the state, the nation, and global

More information

Innovation and Impact 2013 Progress to Date/Current Status Plans/In Progress I. Context and Vision

Innovation and Impact 2013 Progress to Date/Current Status Plans/In Progress I. Context and Vision Innovation and Impact 2013 Progress to Date/Current Status Plans/In Progress I. Context and Vision Innovation and Impact: An Enduring Mission UMass Amherst is a great public research university, with a

More information

Strategic Plan. Mission. Core Values. Vision of Central Washington University

Strategic Plan. Mission. Core Values. Vision of Central Washington University Strategic Plan Mission The mission of Central Washington University is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression

More information

Transforming Tomorrow: Our Students, Our University, Our World. A Strategic Plan for the University of Evansville

Transforming Tomorrow: Our Students, Our University, Our World. A Strategic Plan for the University of Evansville Transforming Tomorrow: Our Students, Our University, Our World A Strategic Plan for the University of Evansville 1 Identity The University of Evansville is an independent, academically selective, internationally

More information

~ Abbreviated Strategic Plan

~ Abbreviated Strategic Plan 2013-14 ~ 2017-18 Abbreviated Strategic Plan Office of Planning, Assessment and Research THE UNIVERSITY Clark Atlanta University (CAU), established in 1988 as a result of the consolidation of two independent

More information

Strategic Plan Fall 2014 Spring 2019

Strategic Plan Fall 2014 Spring 2019 Strategic Plan Fall 2014 Spring 2019 Unanimously approved by the LSB Faculty May 17, 2014 MISSION: Who We Are We are leaders in the design and delivery of transformational educational experiences through

More information

Leading in a Global Society: Agnes Scott Reinvents the Liberal Arts for the 21st Century

Leading in a Global Society: Agnes Scott Reinvents the Liberal Arts for the 21st Century Leading in a Global Society: Agnes Scott Reinvents the Liberal Arts for the 21st Century October 30, 2015 Mission AGNES SCOTT COLLEGE educates women to think deeply, live honorably and engage the intellectual

More information

Crossing Boundaries FOR ACADEMIC EXCELLENCE. Academic Plan

Crossing Boundaries FOR ACADEMIC EXCELLENCE. Academic Plan 2015 2020 Crossing Boundaries FOR ACADEMIC EXCELLENCE Academic Plan 1 INTRODUCTION CROSSING BOUNDARIES FOR ACADEMIC AD EXCELLENCE E WILL PREPARE OUR STUDENTS TO BE SUCCESSFUL SF IN A COMPLEX WORLD WHERE

More information

STRATEGIC PLAN 2015 ~ 2020

STRATEGIC PLAN 2015 ~ 2020 Endorsed by the Board of Trustees, May 8, 2015 Our Motto: Not Self, But Others Ferrum College 100 YEARS & Counting STRATEGIC PLAN 2015 ~ 2020 1 Ferrum College Strategic Plan 2015-2020 The Ferrum College

More information

Strategic Plan

Strategic Plan Catalyzing Positive Change This strategic plan provides the roadmap for moving the University of Kentucky College of Public (CPH) to the next phase of becoming THE leader for population health change as

More information

RENEWING. our purpose BROADENING. our impact. The Strategic Plan for St. John Fisher College

RENEWING. our purpose BROADENING. our impact. The Strategic Plan for St. John Fisher College RENEWING our purpose BROADENING our impact The Strategic Plan for St. John Fisher College 2018-2023 Concise Mission Statement St. John Fisher College is a collaborative community dedicated to teaching,

More information

Pacific Rising

Pacific Rising Pacific Rising 2008-2015 Throughout its long history, University of the Pacific has been known for pioneering and innovative initiatives. This tradition continues today, as Pacific embraces academic excellence,

More information

Davidson College Library Strategic Plan

Davidson College Library Strategic Plan Davidson College Library Strategic Plan 2016-2020 1 Introduction The Davidson College Library s Statement of Purpose (Appendix A) identifies three broad categories by which the library - the staff, the

More information

Strategic Plan

Strategic Plan STRATEGI CPL AN 2 01 7 2 02 1 Strategic Plan 2017-2021 MISSION... 3 VISION... 3 INNOVATION AND STANDARDS... 4 CREATE AND SUSTAIN AN INNOVATIVE CULTURE THAT RESPONDS TO CHANGING NEEDS WHILE MAINTAINING

More information

Strategic Directions 2020

Strategic Directions 2020 Strategic Directions 2020 Much about the world around us has changed since we adopted our last strategic plan, Strategic Directions 2015. Today, nearly all colleges and universities must address complex

More information

CREATING A WORLD OF GOOD

CREATING A WORLD OF GOOD CREATING A WORLD OF GOOD GRADUATE EDUCATION AT THE UNIVERSITY OF WASHINGTON 2015-2020 STRATEGIC PLAN FROM THE OFFICE OF THE DEAN Graduate education has been a mainstay of higher education in the United

More information

Northeastern Illinois University s Strategic Plan Initiative

Northeastern Illinois University s Strategic Plan Initiative Northeastern Illinois University s Strategic Plan Initiative Northeastern Illinois University s Mission and Vision Mission Statement Northeastern Illinois University, as a public comprehensive university

More information

Division of Student Affairs

Division of Student Affairs Division of Student Affairs 2020 Strategic Plan THEME 1 Division of Student Affairs 2020 Strategic Plan Missouri S&T Mission Missouri S&T integrates education, research and application to create and convey

More information

Our Path to Preeminence: The Georgia College Strategic Plan

Our Path to Preeminence: The Georgia College Strategic Plan Our Path to Preeminence: The 2016 2021 Georgia College Strategic Plan In 2015 and 2016, Georgia College & State University faculty, staff, and students joined together to create a strategic plan designed

More information

Strategic Plan President Dr. Greg Salsbury

Strategic Plan President Dr. Greg Salsbury President Dr. Greg Salsbury Western Mission Western Colorado University promotes intellectual maturity and personal growth in its students and prepares them to assume constructive roles in local, national

More information

Pacific Rising

Pacific Rising Pacific Rising 2008-2015 Values and Aspirations DRAFT FIVE 9/17/06 The University of the Pacific has a long tradition of innovation and educational excellence. Pacific is unique in higher education given

More information

LEADERSHIP FOR A CHANGING WORLD

LEADERSHIP FOR A CHANGING WORLD LEADERSHIP FOR A CHANGING WORLD University of Puget Sound 2018 28 Strategic Plan 1 2 LEADERSHIP FOR A CHANGING WORLD University of Puget Sound 2018 28 Strategic Plan 1 INTRODUCTION University of Puget

More information

FY Strategic Priorities

FY Strategic Priorities FY 2015-2019 Strategic Priorities FY 2015-2017 Strategic Priorities As our mission states, South Central College plays an important role in providing higher education to promote student growth and regional

More information

BOLD ASPIRATIONS: STRATEGIC INITIATIVES

BOLD ASPIRATIONS: STRATEGIC INITIATIVES BOLD ASPIRATIONS: 2016-2019 STRATEGIC INITIATIVES INTRODUCTION This is an exciting time for Mount Mary University. Growing enrollment, an increasing endowment, and new market-sensitive academic programs

More information

Construction Management (CM) Strategic Plan ( )

Construction Management (CM) Strategic Plan ( ) Construction Management (CM) Strategic Plan (2018-2023) Process and s The process to create a strategic plan for the CM Program began in the spring of 2018 parallel to the efforts of revising the strategic

More information

PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK

PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK 2017 INTRODUCTION A few of the many recent realities in higher education include: Changing demographics and approaches to teaching; competition from the pressures

More information

PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK

PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK PATHWAYS TO PURPOSE: A STRATEGIC FRAMEWORK 2017 INTRODUCTION A few of the many recent realities in higher education include: Changing demographics and approaches to teaching; competition from the pressures

More information

STRATEGIC PLAN RE-IMAGINING UB

STRATEGIC PLAN RE-IMAGINING UB STRATEGIC PLAN RE-IMAGINING UB 2018-23 RE-IMAGINING UB T he University of Baltimore (UB) approaches its centennial (2025) with a strong sense of purpose as an institution of and for Baltimore. This strategic

More information

Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How)

Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How) Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How) We educate our community to ask reflective questions, apply critical thought, and act with purpose. STRATEGIC

More information

The Plan for Mount Holyoke 2021

The Plan for Mount Holyoke 2021 Revised as of January 17, 2017 The Plan for Mount Holyoke 2021 Summary Introduction The Plan for Mount Holyoke 2021 outlines priorities for the College that both renew and reimagine our commitments to

More information

SALISBURY. Focus Area 1: Academic Programming

SALISBURY. Focus Area 1: Academic Programming Goals for the Next Five Years GOAL 1 Provide exceptional contemporary liberal arts education and academic and professional programs that are aligned with an increasingly competitive, global, and knowledge-based

More information

COASTAL VISION Strategic Plan

COASTAL VISION Strategic Plan COASTAL VISION 2021 Strategic Plan 2016-2021 Introduction The College of Coastal Georgia has seen a tremendous change over the past five years. The initial strategic master plan, 2020 Vision, provided

More information

STRATEGIC PLAN

STRATEGIC PLAN 9/26/2017 STRATEGIC PLAN 2018-2023 Vision Columbus State University will be a model of empowerment through transformational learning experiences that prepare students to serve the world as creative problem

More information

Strategic Plan. wpunj.edu. A Model of Outstanding and Affordable Public Higher Education

Strategic Plan. wpunj.edu. A Model of Outstanding and Affordable Public Higher Education Our Mission William Paterson University of New Jersey is a public institution that offers an outstanding and affordable education to a diverse traditional and nontraditional student body through baccalaureate,

More information

RDC 2020: A LEARNER-CENTRED FUTURE. Strategic Plan 2017/18 to 2019/20

RDC 2020: A LEARNER-CENTRED FUTURE. Strategic Plan 2017/18 to 2019/20 RDC 2020: A LEARNER-CENTRED FUTURE Strategic Plan 2017/18 to 2019/20 message from the president In 2012 over 800 faculty, staff and community members contributed to the creation of RDC 2017: A Learner-Centred

More information

Strategic Plan. School of Business Administration. October 2007

Strategic Plan. School of Business Administration. October 2007 Strategic Plan School of Business Administration October 2007 Approved by Academic Assembly: November 14, 2007 Table of Contents Executive Summary 3 Introduction 4 Background 4 Mission 6 Aspiration and

More information

Sincerely, A. Gabriel Esteban, Ph.D. President

Sincerely, A. Gabriel Esteban, Ph.D. President TO OUR DEPAUL FAMILY, Our new strategic plan Grounded in Mission: The Plan for DePaul 2024 serves as our guide on the path forward as an institution, to a destination where DePaul will be unequaled among

More information

ADM 725: Advanced Methods of Quantitative Research in Education

ADM 725: Advanced Methods of Quantitative Research in Education Course List and Descriptions ADM 725: Advanced Methods of Quantitative Research in Education A study of quantitative research methods and statistics used in educational studies. Preparation for quantitative

More information

Objective: Through innovative education and research, Green Mountain College Vermont will achieve authentic sustainability by the end of this decade.

Objective: Through innovative education and research, Green Mountain College Vermont will achieve authentic sustainability by the end of this decade. > Objective: Through innovative education and research, Green Mountain College Vermont will achieve authentic sustainability by the end of this decade. Social, Natural, Financial Capital Bending the Curve

More information

A STRATEGIC FRAMEWORK FOR THE UNIVERSITY OF VICTORIA:

A STRATEGIC FRAMEWORK FOR THE UNIVERSITY OF VICTORIA: A STRATEGIC FRAMEWORK FOR THE UNIVERSITY OF VICTORIA: 2018-2023 At the University of Victoria, we are deeply committed to contributing to a better future for people, places and the planet. It is with this

More information

Strategic Plan

Strategic Plan Strategic Plan 2018 MISSION & GUIDING PRINCIPLES MISSION Johnson & Wales University an exceptional education that inspires professional success and lifelong personal and intellectual growth. GUIDING PRINCIPLES

More information

University of North Dakota Strategic Plan

University of North Dakota Strategic Plan University of North Dakota Strategic Plan 2017-2022 Not your father s Strategic Plan.. Concrete and active Workable and trackable Focused Guided by a highly engaged and enthusiastic President and Steering

More information

Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How)

Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How) Philosophy (Why) We are critical thinkers in community pursuing meaningful lives. Mission (How) We educate our community to ask reflective questions, apply critical thought, and act with purpose. STRATEGIC

More information

An Integrated Learning Community. strategic plan

An Integrated Learning Community. strategic plan An Integrated Learning Community strategic plan 2012-2017 } Strong Foundation The Vision: A Transformative Learning Experience for All Since SUNY Fredonia s last strategic plan in 2006, the university

More information

Central Washington University Strategic Plan Fall 2017

Central Washington University Strategic Plan Fall 2017 Central Washington University Strategic Plan Fall 2017 Mission The mission of Central Washington University is to prepare students for enlightened, responsible, and productive lives; to produce research,

More information

STRATEGIC PLAN

STRATEGIC PLAN 10/17/2017 STRATEGIC PLAN 2018-2023 Vision Columbus State University will be a model of empowerment through transformational learning experiences that prepare students to serve the world as creative problem

More information

BERKELEY PUSHES THE BOUNDARIES OF KNOWLEDGE, CHALLENGES CONVENTION AND EXPANDS OPPORTUNITY TO CREATE THE LEADERS OF TOMORROW.

BERKELEY PUSHES THE BOUNDARIES OF KNOWLEDGE, CHALLENGES CONVENTION AND EXPANDS OPPORTUNITY TO CREATE THE LEADERS OF TOMORROW. BERKELEY PUSHES THE BOUNDARIES OF KNOWLEDGE, CHALLENGES CONVENTION AND EXPANDS OPPORTUNITY TO CREATE THE LEADERS OF TOMORROW. OVERVIEW EMPOWERING ENGAGED THINKERS AND GLOBAL CITIZENS TO CHANGE OUR WORLD

More information

Charting the Course:

Charting the Course: Charting the Course: Monroe Community College s 2017-2021 Strategic Plan VISION: MISSION: Monroe Community College will be the nationally recognized leader in championing equity, opportunity, innovation,

More information

Our Mission. Our Vision

Our Mission. Our Vision Salve Regina University Strategic Plan, 2016-2019 Our Mission As a community that welcomes people of all beliefs, Salve Regina University, a Catholic institution founded by the Sisters of Mercy, seeks

More information

Northern Kentucky University University Mission Statement

Northern Kentucky University University Mission Statement Northern Kentucky University University Mission Statement The mission of Northern Kentucky University is to educate students to succeed in their chosen life roles; be informed, contributing members of

More information

A SenSe of PlAce And PoSSibility

A SenSe of PlAce And PoSSibility 2013 Synthesis A Sense of Place and Possibility Beyond Forward Holding higher education to a higher standard. In today s rapidly evolving technological, socioeconomic, and demographic landscape, even the

More information

Student Experience Strategy

Student Experience Strategy Student Experience Strategy 2016-2020 1 Contents Contents Purpose... 3 Defining the Student Experience...4 The University of Tasmania Commitment...5 Diversity of Student Cohort...6 Pillar 1: Build the

More information

Strategic Priorities

Strategic Priorities Strategic Priorities 2012-2017 1. FACILITIES & TECHNOLOGY: Skyline College will identify and scale technologyenabled approaches and upgraded facilities to improve teaching and learning. This strategic

More information

Vision Values Diversity and Inclusion Accountability Excellence Discovery Engagement Adopted December 2016

Vision Values Diversity and Inclusion Accountability Excellence Discovery Engagement Adopted December 2016 Vision 2020 Mission The New Mexico State University System is the state s land-grant university, serving the educational needs of New Mexico s diverse population through comprehensive programs of education,

More information

DIVERSITY ACTION PLAN

DIVERSITY ACTION PLAN DIVERSITY ACTION PLAN THE PRESIDENT S COUNCIL ON DIVERSITY UNIVERSITY OF FLORIDA AUGUST 2011 Preamble: Pursuant to the University of Florida s Strategic Work Plan approved by the Faculty Senate and President

More information

Know Thyself Self-Study Report Marietta College Marietta, Ohio August 2005 Executive Summary

Know Thyself Self-Study Report Marietta College Marietta, Ohio August 2005 Executive Summary Know Thyself Self-Study Report Marietta College Marietta, Ohio August 2005 Executive Summary The self-study is conducted in partial fulfillment of the requirements for continued accreditation by the Higher

More information

Golden Gate University Presidential Search Profile

Golden Gate University Presidential Search Profile Golden Gate University Presidential Search Profile The Golden Gate University Board of Trustees has begun the search for its ninth President and invites nominations and applications from persons who will

More information

Journey to Excellence

Journey to Excellence DRAFT STRATEGIC PLAN: 2010-2015 Journey to Excellence Henry W. Bloch School of Business and Public Administration University of Missouri Kansas City DRAFT AS OF MAY 2010 FOR BLOCH and UMKC USE PENDING

More information

CASE STATEMENT FOR COMPREHENSIVE INTERNATIONALIZATION AT THE UNIVERSITY OF UTAH Prepared by The Global U Council and the Office for Global Engagement

CASE STATEMENT FOR COMPREHENSIVE INTERNATIONALIZATION AT THE UNIVERSITY OF UTAH Prepared by The Global U Council and the Office for Global Engagement CASE STATEMENT FOR COMPREHENSIVE INTERNATIONALIZATION AT THE UNIVERSITY OF UTAH Prepared by The Global U Council and the Office for Global Engagement Executive Summary: The University of Utah s mission

More information

Table of Contents. Glossary Introduction Values Vision & Mission 5-Year Strategic Goal Strategic Objectives and Commitments

Table of Contents. Glossary Introduction Values Vision & Mission 5-Year Strategic Goal Strategic Objectives and Commitments Strategic Plan Table of Contents Glossary Introduction Values Vision & Mission 5-Year Strategic Goal Strategic Objectives and Commitments 1. Student Professional Excellence 2. Faculty and Research Excellence

More information

K-State 2025 Strategic Action and Alignment Plan (Revised March 2016) College or Major Unit: Human Ecology Department: Hospitality Management

K-State 2025 Strategic Action and Alignment Plan (Revised March 2016) College or Major Unit: Human Ecology Department: Hospitality Management K-State 2025 Strategic Action and Alignment Plan (Revised March 2016) College or Major Unit: Human Ecology Department: Hospitality Management 1. What are your Department s mission and vision and how does

More information

Executive Summary. Draft Vision

Executive Summary. Draft Vision Draft work in progress: Strategic Planning August 2018 Executive Summary The following provides a high-level summary of the results to date of the work of the and its Strategic Planning Committees over

More information

Stockton University Strategic Priorities for FY 2016

Stockton University Strategic Priorities for FY 2016 Office of the President 101 Vera King Farris Drive Galloway, NJ 08205 www.stockton.edu Stockton University Strategic Priorities for FY 2016 Stockton University s institutional priorities represent a summary

More information

STRATEGIC PLAN

STRATEGIC PLAN STRATEGIC PLAN 2016-2021 1 STRATEGIC PLAN 2016-2021 3 4 6 8 9 MISSION, VISION AND VALUES INTRODUCTION GOAL 1: ENSURE THE QUALITY OF COLLEGE AND COMMUNITY PROGRAMS AT THE SSA GOAL 2: EXPAND AWARENESS AND

More information

Mission Statement. Vision Statement

Mission Statement. Vision Statement STRATEGIC PLAN July 1, 2014 INTRODUCTION Academic libraries are undergoing reinvention. Today s academic libraries have evolved, beyond warehouses of print collections, to providers of a suite of dynamic

More information

Strategic Plan

Strategic Plan 2017-2021 Strategic Plan MISSION: VISION: Monroe Community College, a recognized leader in higher education, inspires students, transforms lives, and drives regional economic development through access

More information

THE UNIVERSITY OF TOLEDO S PATH TO EXCELLENCE: STRATEGIC PLAN

THE UNIVERSITY OF TOLEDO S PATH TO EXCELLENCE: STRATEGIC PLAN THE UNIVERSITY OF TOLEDO S PATH TO EXCELLENCE: STRATEGIC PLAN 2017-2022 THE UNIVERSITY OF TOLEDO S PATH TO EXCELLENCE: STRATEGIC PLAN 2017-2022 Context The University of Toledo Strategic Plan (SP) provides

More information

STRATEGIC PLAN FRAMEWORK

STRATEGIC PLAN FRAMEWORK STRATEGIC PLAN FRAMEWORK Achieving the Business University 2017-2019 STRATEGIC FRAMEWORK No matter what our role at Bentley, our work here contributes to the foundational resources upon which our key initiatives

More information

Vision: Nation s Best Transformative Learning Community

Vision: Nation s Best Transformative Learning Community Four Fundamentals Inspired teaching and research Innovative Academic Programs Expand availability of learning communities Strengthen research and creative activity in targeted areas Support an optimal

More information

DRAFT FACILITIES & TECHNOLOGY LEGEND:

DRAFT FACILITIES & TECHNOLOGY LEGEND: strategic priority: Facilities & Technology FACILITIES & TECHNOLOGY Skyline College will identify and scale technology-enabled approaches and upgraded facilities to improve teaching and learning. This

More information

PRIORITIES FOR EXCELLENCE. The Penn State Strategic Plan through EXECUTIVE SUMMARY

PRIORITIES FOR EXCELLENCE. The Penn State Strategic Plan through EXECUTIVE SUMMARY 244-18 Appendix I PRIORITIES FOR EXCELLENCE The Penn State Strategic Plan 2009-10 through 2013-14 EXECUTIVE SUMMARY The full plan can be accessed at: http://www.psu.edu/president/pia/strategic_planning/strategic_planning_brochure/index.htm

More information

C MPASS 2021 MOUNT UNION S STRATEGY TO LEAD, COLLABORATE, AND INNOVATE

C MPASS 2021 MOUNT UNION S STRATEGY TO LEAD, COLLABORATE, AND INNOVATE C MPASS 2021 MOUNT UNION S STRATEGY TO LEAD, COLLABORATE, AND INNOVATE C MPASS 2021 MOUNT UNION S STRATEGY TO LEAD, COLLABORATE, AND INNOVATE The University of Mount Union has a long and storied history

More information

College Of Business Administration STRATEGIC PLAN

College Of Business Administration STRATEGIC PLAN College Of Business Administration STRATEGIC PLAN 2013 2014 1 Vision Statement Our vision is to join with our partners to be a recognized learning community that develops engaged and socially responsible

More information