Strategic Plan

At the University of Houston, we don’t play it safe.

We didn’t play it safe when we told the world: We’re going to be Tier One.

We didn’t play it safe when we announced: We’re going to have a College of Medicine.

We didn’t play it safe when we declared: We’re going to reclaim our athletic glory.

We didn’t play it safe when we promised: We’re going to raise a billion dollars.

We took a risk that we could fail. Some thought we would. But we didn’t. With your help, we rang the bell on every. one. of. those. promises.

You made the seemingly impossible possible.

Stretching beyond our comfort zone is a part of our DNA … but achieving those goals was last decade’s victory.

We’re moving the goalposts. Setting our sights even higher.

Come see how high we can climb in the decade to come.

It’ll take your breath away.

Together, we rise. Together, we soar.

Building a Top 50 Public University

Student success, provide a top tier, inclusive educational experience to all.

Learn More About the Student Success Goal

Nationally Competitive Research

Build a research powerhouse that impacts our region & the world.

Learn More About the Nationally Competitive Research Goal

Social Responsibility

Serve as an exemplar for equitable & inclusive community engagement.

Learn More About the Social Responsibility Goal

Nationally Relevant Athletics

Build a competitive athletics program.

Learn More About the Nationally Relevant Athletic Goal

Competitive Funding

Build a sustainable funding base to support vision & goals.

Learn More About the Competitive Funding Goal

The University of Houston Strategic Plan, " Together, We Rise. Together, We Soar. ," is a seven-year strategy to transform core initiatives of the University from 2021-2028.  

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STRATEGIC PLAN

Strategic plan.

NorthWEstern WILL

University Strategic Plan

Northwestern's Strategic Plan, North WE stern WILL , has since 2011 provided a framework in which to define our shared goals. It builds on our many strengths and focuses our energies and resources on the most pressing issues that we are distinctively positioned to address. The structure of the plan encourages multidimensional approaches to achieving significant goals in four areas, or pillars, critical to the University's future. These pillars have been refined and articulated more recently as University Priorities , guiding our ambitions, continuous improvement efforts, and institutional investments.

Download the Northwestern University Strategic Plan for a full overview of our goals and vision.

Read the 2011-2016 Report on Progress Implementing the Strategic Plan .

The Pillars

Student and professor in a lab

We will work together through research and innovation to create solutions to problems that will improve lives, communities, and the world.

Students studying together in Qatar

We will, more than ever before, integrate student learning with experiences in the world beyond the classroom.

Students playing ball on Deering Meadow

We will close the gap between intentions and outcomes to connect individuals from widely diverse backgrounds and life experiences to a truly inclusive community.

A couple walking along the lake path with Chicago's skyline in the background.

We will, through strategic partnerships, engage locally, nationally, and internationally to heighten our global impact for the greater good.

strategic plan of university

THE UNIVERSITY OF COLORADO SYSTEM

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Strategic Plan

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Innovating for the Future

Fulfilling CU’s Mission

Between the summer of 2019 and the spring of 2021, the University of Colorado conducted a collaborative and inclusive strategic planning process to identity common themes that would help guide the university for the next five years and beyond. Priorities identified were collectively chosen by stakeholders involved throughout the process and will advance CU’s mission.

“The University of Colorado is a public research university with multiple campuses serving Colorado, the nation, and the world through leadership in high-quality education and professional training, public service, advancing research and knowledge, and state-of-the-art health care.”

CU System Strategic Plan

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Becoming the highest-impact public research university in the world.

Change Starts Here is UT’s 10-year strategic plan to align our mission with our unique opportunity to impact society and change the world.

Explore our Strategic Plan Goals

Our faculty, staff and students are our bedrock, and they drive our aspiration to be the highest-impact public research university in the world. Our plan begins with making UT the best place to work, grow and learn. Change starts with us.

As Texas’ flagship university, we are amplifying our state’s unmatched potential through new and meaningful collaborations and plenty of ingenuity. Our plan prioritizes community impact through solution-oriented partnership. Change starts at home.

Through research, education and experiences, UT turns ideas into discoveries that serve the world while preparing the leaders, creators and doers of tomorrow. Our plan addresses critical global challenges in energy and the environment; health and wellbeing; technology and society. Change starts with ambition.

What do we mean by impact?

For UT, it’s that which improves our world and contributes measurably to a person or community’s betterment: physically, mentally, socially, environmentally or economically. That could be a new vaccine, improved renewable energy, real-time flood mapping or tracking trash and debris in Earth’s orbit.

By creating educational opportunities for all and leading cutting-edge research at scale, UT will foster positive social change, technological advancement, and economic progress showing the world that change really does start here. Every success gets us closer to our goal of becoming the highest-impact public research university in the world.

strategic plan of university

See Our Progress

Check out our successes to date across the strategic plan pillars.

Our Pursuits

Learn about our pursuits in experiences, education and research.

Boundless Possibility: 2030 Strategic Plan

We are the makers of our future.

So, let’s go big.

Let’s reach further and dig deeper. Abandon norms. Chase inspiration. Embrace the unconventional.

The limits for what we create and what we achieve are set by us and what we choose to be. Be bold. Be imaginative. Be extraordinary. Be whatever “ever better” means to you.

Be boundless.

Our 2030 strategic plan

Bold and transformational goals will guide the University of Rochester toward framing and solving the greatest challenges of the future.

strategic plan of university

Research excellence and global reputation

We are committed to building and reinvigorating our research ecosystem and leveraging our distinctive strengths in ways to increase our reputation as a leading global research institution by investing in innovation and growth in our areas of distinction.

strategic plan of university

Exceptional undergraduate and graduate education

We will reimagine undergraduate and graduate education at our research-intensive institution to continue enhancing and enriching the student experience so that we develop leaders, citizens of the world, and learners who embody our Meliora values.

strategic plan of university

Health care of the highest order

We will continue to expand and transform health care delivery, promote an inclusive culture, and build programs of excellence that span research, education, and clinical care to reinforce and enhance our position as a leading national academic medical center.

strategic plan of university

Faculty and staff success

We are committed to building a community of individuals who represent a wide range of identities and backgrounds and to ensuring that all who work here feel valued and respected to cultivate an inclusive culture that prioritizes the well-being, development, engagement, success, and diversity of our community.

strategic plan of university

Sustainable growth

We will modernize and optimize the way we budget and allocate resources to realize our University-wide aspirations, implementing a new finance and operational model that will enable future and sustainable growth and success.

Explore examples of how our students, faculty, and staff are exemplifying Boundless Possibility .

Portrait of John Blackshear.

Student life gets a new champion

John Blackshear, Rochester’s first vice president for student life, is poised to reimagine the student experience.

Portrait of Kathy Gallucci

This way to employee success

The Office of Human Resources has put miles on a modernization path that will better support the Rochester employees’ current and future needs.

A Laser Lab employee holds a large instrument outside of a target chamber, while wearing a hard hat and protective lab gear.

Laser-focused on laser leadership

An NSF grant positions Rochester to lead the effort in development of the next generation of lasers.

Join us for our Boundless Possibility events to keep you informed.

Philadelphia, PA

February 29, 2024

San Francisco, CA

March 7, 2024

Washington, DC

March 21, 2024

Be inspired

Hear from members of our community who are conducting research related directly to the strategic planning process.

Be informed

Our 2030 strategic plan includes significant goals for our campus and community. We are committed to transparency and accountability as we move forward.

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  • Mission, Values and Vision
  • President's Message
  • Three Goals
  • Five Actions
  • Top Five Targets
  • Implementation
  • Appendix and Archive

University Strategic Plan 2024-30

Prosperity widely shared.

The Oregon State Plan

Organization of the Strategic Plan

This strategic plan comprises three primary sections:

Three Goals describe in broad terms what OSU is striving to achieve, articulating the rationale for pursuing these outcomes and identifying some of the associated implications and assumptions. These are the “whats” of the strategic plan.

Five Actions elaborate big strategic undertakings through which the university will achieve the three goals, pursuing these at every level — university, campus, college, school and department — independently and collaboratively. These are the “hows” of the strategic plan.

Summary of Actions and Tactics provides, in tabular form, three to five initial tactics for each action. These tactics are the “hows” with a more specific level of detail, allowing us to define clear progress metrics and hold ourselves accountable at all appropriate levels of the institution.

Following these core sections, the strategic plan identifies OSU’s Top Five Targets — aspirational, measurable outcomes at the highest level for areas such as research expenditures, graduation rates and enrollment.

An implementation plan accompanies the strategic plan and provides more background information and details on how the tactics will be executed, along with timetables, milestones and identification of responsibility on the part of all individuals and units at the university.

Download the Strategic Plan

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5 Steps To Highly Effective Strategic Planning In Higher Education (FREE template)

Download our free Higher Education Strategy Template Download this template

A crystal clear strategic plan can be the big difference between becoming the leading university… VERSUS ending up at the bottom. You know - where you struggle to attract students, the right staff members or even funds to support your institution.

So, in order to achieve your university’s goals, you need to learn how to build an effective strategic plan. 

In this blog post, we will reveal:

  • The #1 reason university strategies fail
  • The overlooked role of a strategic plan for higher ed
  • The 5-step process you can follow to build a plan with your team

Free Template Download our free Higher Education Strategy Template Download this template

What is strategic planning in higher education? 

Strategic planning is the process an institution follows to realize its vision of its ideal future state. It’s a roadmap for getting there. Your vision becomes a reality through the process that defines specific goals, needs, and actions. It helps you to structure and contextualize information leading to important decisions. 

Sounds obvious, right? 

So, the question is:

Why do so many universities fail at strategic planning?

Because they forgot what the main role of a strategic plan is.

Most universities and colleges work on some form of strategic planning, but they usually come out as a 28-page PDF. They create an impressive presentation with shiny headings, upload it to their website and consider themselves successful. 

The end result is a ‘strategic plan’ that serves more as a marketing brochure and less like a roadmap to success.

strategic planning in higher education

What’s wrong with this usual approach?

Most vice-chancellors and vice presidents are not even aware of what they are losing. Staff members and faculty members work in silos with no focus on the big picture. Departmental plans are unaligned with the overall strategic plan. This leads to inefficiency, wasted resources, and things getting missed.

Clearly, this approach lacks the organization and accountability necessary for success. As a result, some institutions are losing their reputation, while others are losing program accreditation, experiencing declining student success, or having fewer funds available.

Sometimes all of the above. 

Strategic planning goes beyond ambitious and attractive presentations that describe the organization’s state in the next 5, 10 or more years.

Now let's take a closer look...

What is the real purpose of the strategic plan in higher education?

Your first and foremost goal should be to stay true to the promises you made to your stakeholders.

Think of your strategic plan as the foundation to achieve your long-term goals.

It’s supposed to help you translate high-level ambitions into tangible actions at a departmental level. Furthermore, it organizes everyone so that they can do those actions and report on them in a systematic and transparent manner. 

It serves as a guiding light for your staff, allowing them to focus on the things that drive real progress towards the university's strategic goals. 

On top of that, it’s an important resource for planning your yearly budget allocation. Even in the most difficult financial times, integrating strategic planning and budgeting throughout the organization creates opportunities for success.

It's obvious, isn't it? You need to stop treating your strategic plan as merely a glorified marketing document.

What are the 5 steps in the strategic planning process?

This five-step process will help you to craft a strategic plan that goes beyond marketing and delivers on promised results.

1. Understand your current situation

An effective planning process starts with a thorough understanding of your current situation. 

You can start by asking these questions: 

  • What are our core competencies?
  • Which important KPIs are trending over the last few years upwards? 
  • Where do we notice a drop in performance? What led to this drop?
  • Where do we want to be in 5 or 10 years?
  • Do we need to develop new programs?
  • How do we get there? 
  • What external factors can impact us in the future?

Search for answers and go deep into every department and aspect of your institution. From financial health and university rankings to student enrollment, retention rates, and placement rates.

Next, understand the expectations and needs of your internal and external stakeholders.

Remember, top-down approach doesn’t work for universities. Higher education institutions are highly interconnected with their community and shouldn’t neglect its interest when making strategic decisions.

Collect feedback from every stakeholder group whose expectations affect your performance:

  • Alumni members
  • Faculty members & campus community
  • Community groups
  • Senior administrators
  • External partnerships

Include their input into planning and translate it into the institution’s major goals. Embrace this collaborative approach and prevent too many unexpected "buts" in the future.

Don’t forget that you’re only collecting information at this stage, not brainstorming solutions or action plans. 

‍ Cascade tip:

The SWOT analysis framework  is still one of the most effective methods for evaluating internal operations and the external environment. Be honest and thorough in your evaluation. You can use it numerous times through strategic planning but you should start early in the planning process.

2. Lead with vision and values

Your university's vision is a part of its identity and a powerful latent tool.

Higher ed institutions of any size can utilize it, but they usually don’t. They don’t believe that people care about the big picture or that it affects the university's daily operations.

However, a clear and unique vision statement will set you apart from the competition and make you more memorable to potential students. They will know exactly what to expect from studying at your university and why they should come. 

At the same time, it gives a strong sense of pride and belonging to current students, faculty, and alumni. It becomes an emblem that attracts the right students, staff members, and funding opportunities. 

Here’s  an example  of a vision statement for the university: 

We will work as one Oxford bringing together our staff, students and alumni, our colleges, faculties, departments and divisions to provide world-class research and education.

- University of Oxford

You can take it one step further and include your institutional mission statement. 

And don’t forget about the values. They define your university’s culture. They determine how people act, which behaviors are praised and which are condemned. 

When you build a culture intentionally, then everyone inside and outside your school knows what you stand for, reinforcing all the benefits of a harnessed vision.

Cascade tip:

One of the biggest blockers to the successful execution of a strategic plan is the attempt to accomplish too much at once.  Creating a Vision Statement  will help you to avoid that trap right from the start. It becomes your north star guiding your strategy. It will be easier for you to identify what is relevant and worthy of your attention versus what isn't.

3. Concentrate your strategic planning efforts on key areas

There's a problem most presidents and strategic planning committees face: they don't define the real focus of their plans. 

You see, you can’t achieve everything, everywhere, all at once.

Your resources are limited, and you should prioritize accordingly. 

I’m glad you followed the first two steps. Now you have all the information you need to identify the biggest and most urgent challenges your university faces.

Clarifying the obstacles ahead of time helps you prioritize your strategic goals and develop focused efforts to achieve them.

For example, let’s say you’re creating a 5-year strategic plan. Here are some key focus groups you might want to focus on: 

  • Provide superb undergraduate experience 
  • Ensure graduate education and lifetime learning 
  • Increase community engagement 
  • Increase research excellence 
  • Optimize financial resources

Focus areas help you decide what falls outside the university's priorities and prioritize your strategic planning efforts. 

We usually suggest creating between 3 to 5 Focus Areas. Any fewer and they will probably be too vague. Any more, and well..... you lose your focus. Dive deeper into focus areas with this  guide . 

4. Translate plan into tangible actions

This is the part that turns your strategic plan into reality. 

If you ever want to achieve your goals, you need to break down the plan into smaller, granular pieces specific to each department. Start by adding strategic objectives to your focus areas. 

The secret to  writing great strategic objectives  is simplicity and specificity. Avoid jargon and use a verb to indicate action. Accompany it with a deadline and preferably an owner (or two).

Here is an example:

Increase citations per faculty by 5% by May 2024, owned by Jane Doe.

The next step is to migrate from goal-setting to action-planning with projects. Projects describe what you’ll do to accomplish your objectives.

Projects  articulate a set of actions within a certain timeline. They include specific tasks, milestones, dependencies and dates (deadlines). Every objective should include at least one project or action-like event. Otherwise, you’ll never achieve any progress towards it.

Of course, nothing is so linear, but this process forces you to come up with action plans to support every strategic initiative and allocate funds and your staff’s time appropriately.

One of the most important steps in the planning process is to take the high-level plan and break it down into tangible actions at the departmental level. 

Cascade  helps you to achieve that with  planning models completely customizable  to your strategic planning approach. 

You can create a university-wide strategic plan and then break it down into  portfolio or departmental plans.  Clarify their goals, projects and key metrics. Collaborate with your teams to build multiple inter-connected plans and tie them back to the overall plan.

higher education strategic alignment

You get complete  visibility into how different plans or projects are connected  and contribute to the overall strategic plan. 

5. Don’t forget to measure progress

There is no perfect strategic planning for higher education (or anywhere for that matter). 

Every plan can be derailed by events beyond our control (such as a pandemic, change in public policy, or an unstable economic environment on a global scale). There is, however, disciplined execution through regular reviewing habits. The secret lies in the way you measure your progress and the frequency of reviewing it.

Determine the indexes that you want to improve and then  set key performance indicators (KPIs)  to drive and measure your performance against set targets. 

Here are some examples of KPIs you might want to keep track of:

  • University ranking
  • Post-graduation placement rate
  • Number of students involved in undergraduate research
  • Fundraising ROI

Establish the KPIs you will be reporting on in advance, and always end your reviews with a "next steps" discussion.

Create dashboards to measure progress in real-time.  Cascade’s customizable dashboards  help you to quickly identify areas that are underperforming and act before it’s too late.

Zoom your screen in on the screenshot below to check out Cascade's beautiful dashboards!

higher education kpi dashboard

Extra tip:  Use Cascade reports to help you demonstrate your success in a transparent way and attract more investments in the key areas of your university. 

What’s next for your university?

Most university’s failure to reach their strategic goals isn’t because of bad strategy, but because strategy is constrained by PowerPoint. Kept miles from those who can make it happen. The best in Advancement, the finest HR, the most profound ideas - they’re all framed in slides rather than shaping every day’s activities for everyone across the university.

Remember, a strategic plan isn’t just a glossy presentation to attract new students or to get that accreditation approval for your academic program. It’s a manifesto for every employee to embrace and enact in whatever they do at your university. 

So, the next step is to transform your strategy from an intellectual exercise to an executable plan. It’s just a matter of shifting your approach and using the right tools. 

And once you make that shift, you’ll be able to create  an organized and aligned approach  to make your strategic goals happen.

Do that and get your plan to everyone, and your competition will be choking in your dust.

Are you ready to create your plan and start executing it? Turn your strategic plan into a competitive advantage with our 100% free, battle-tested strategic plan template , built for teams in higher education. 

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Strategic Plan 2025

" this is an extraordinary time for carnegie mellon university. with its world-leading strengths at the intersection of technology and humanity, cmu research, innovation and creativity will help shape the 21 st   century. ", james rohr chairman, board of trustees, accomplishments.

Carnegie Mellon Community Celebrates Opening of Tepper Quad

Carnegie Mellon Launches Undergraduate Degree in Artificial Intelligence 

Former Steel Mill Forges New Beginning With Groundbreaking 

New Center Brings Together Efforts in Diversity, Inclusion   

Goals for the Individual Experience

The university cultivates an active, technology-enhanced, learning environment where each individual can grow and thrive. 

Goals for the University Community

Carnegie Mellon is widely recognized as a destination for world-class talent from around the globe. 

Goals for Societal Impact

The campus community pursues strategic partnerships and focuses on solving societal challenges. 

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Strategic plan 2018-24

The University Strategic Plan sets out a framework of priorities for the University, its divisions and departments. The Conference of Colleges has been consulted during the drafting of the plan and colleges will be vital partners in its implementation. The strategic plan will be underpinned by a more detailed implementation plan overseen by a programme board chaired by the Vice-Chancellor reporting to PRAC on a termly basis and, through it, to Council on an annual basis. The annual reports are also published on the University website (behind single sign-on).

The advancement of learning by teaching and research and its dissemination by every means.

We will work as one Oxford bringing together our staff, students and alumni, our colleges, faculties, departments and divisions to provide world-class research and education. We will do this in ways which benefit society on a local, regional, national and global scale. We will build on the University’s long-standing traditions of independent scholarship and academic freedom while fostering a culture in which innovation and collaboration play an important role.

We are committed to equality of opportunity, to engendering inclusivity, and to supporting staff and student wellbeing, ensuring that the very best students and staff can flourish in our community. We believe that a diverse staff and student body strengthens our research and enhances our students’ learning.

The University’s distinctive democratic structure, born of its history, will continue to offer a source of strength. Likewise Oxford’s collegiate structure provides the University with key aspects of its academic strength and its highly attractive student experience. Oxford will continue to foster the interdisciplinary nature of the colleges, their teaching strength, and their defining and enduring sense of community.

Themes and commitments

  • Engagement and partnership

Annual Report

  • Trinity Term 2019
  • Trinity Term 2020 & 2021

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Fearlessly Forward

In pursuit of excellence and impact for the public good, the university of maryland strategic plan, our strategic commitments.

THE UNIVERSITY OF MARYLAND IS AN EXTRAORDINARY PLACE—VIBRANT AND DYNAMIC AND DIVERSE.

We are a place of learning: a school dedicated to the art and science of education and committed to reimagining teaching and learning inside both classrooms and communities.

We are a campus dedicated to the indisputable value of science and humanities, inquiry, and creativity, and comprising tens of thousands of searchers and discoverers working in hundreds of laboratories, libraries, and collaborative spaces. Strategically located just a few miles from the nation’s capital, our university is a place where new knowledge is pursued, discovered, and championed.

We are also a community, nearly half a million members strong, of diverse students, faculty, staff, and alumni; a small city of residents and commuters, first responders and health care workers, learners, artists, and athletes; a place where thousands come to work every day to make a difference. Our diversity is integral to our excellence. And ours is a community that is intrinsically connected to our surrounding neighborhoods and our state, our nation, and our world.

The University of Maryland remains, since our founding, an institution of change and progress, and a proud land-grant flagship campus dedicated to the public good.

Our university is evolving faster than at any moment in its storied history. Our guiding principles are helping us to empower the next generation of leaders, artists, writers, educators, scientists, and global citizens to develop creative solutions to the grand challenges of our times.

New Strategic Plan Initiatives

  • We reimagine learning
  • We take on humanity's grand challenges
  • We invest in people and communities
  • We partner to advance the public good

We must be united in our noble and fearless purpose, because celebrating differences and leveling societal inequities must be among our greatest strengths, because grand challenges demand fearless ideas, and because progress will not be measured in individual achievement, but in our collective accomplishments.

FEARLESSLY FORWARD IN PURSUIT OF EXCELLENCE AND IMPACT FOR THE PUBLIC GOOD: THE UNIVERSITY OF MARYLAND STRATEGIC PLAN    presents a bold reimagining of what our university must be to uphold and expand our mission of service to humanity. Our vision is at once ambitious and fearless.

To improve the lives of every person on Earth, we will reimagine teaching and learning; accelerate solutions to the grand challenges of our time through creativity and discovery; and forge a diverse and inclusive community where our differences are celebrated and equity is relentlessly pursued. Together, we will dedicate ourselves to advancing the public good because our individual well-being is enduringly bound to our collective well-being.

This is our time to reinvent our University. We must reenvision our campus and community as a modern flagship research university for the common good. PRESIDENT DARRYLL J. PINES

FEARLESSLY FORWARD IN PURSUIT OF EXCELLENCE AND IMPACT FOR THE PUBLIC GOOD: THE UNIVERSITY OF MARYLAND STRATEGIC PLAN  is a living document and will evolve and grow as we do. Please visit this site to follow our progress as we move fearlessly forward.

University of Iowa Strategic Plan

Strategic plan.

Old Capitol building during homecoming week

Values driven. Mission focused.

A destination university.

We started this journey with a destination in mind, to become the top choice university for the next group of diverse and talented students, faculty, and staff.  To get there, we put a plan in place and called on the campus community to help us carry it out. As we reflect on our progress so far, we can see that the work is already paying off.

We are building upon our strengths in research and scholarship, implementing strategies and best practices to help our students achieve new heights, and furthering a campus culture that celebrates excellence, prioritizes well-being, and embraces our core values.

While we are proud of what we have accomplished, this is just the beginning. Together we will enhance the University of Iowa’s standing as one of the most distinguished public universities in the country.

President Wilson and Provost Kregel

Moving Iowa Forward

Since we began implementation of the strategic plan, our collective efforts have been nothing short of remarkable. We’ve embraced our blueprint for success, initiating transformative steps that not only elevate the experiences of our students but also support the success of our dedicated faculty and staff. The momentum we've gained is both promising and invigorating.

We invite you to dive deeper into our progress so far, and then use your vision and insights to help us continue making progress toward our goals. The continued engagement from the entire University of Iowa community is key to turning our shared vision into a reality.

uPDATE FROM THE PRESIDENT AND PROVOST

Latest Updates

UI Staff working with students in Muscatine Public Library

UI team earns grant to highlight, build impact of public libraries

A group of University of Iowa faculty leveraged P3-support to earn a federal grant to help strengthen the ability of public libraries to serve everyone in their communities, including those who need resources most.

Students in a Human Anatomy class

Redesigning introductory courses to improve student learning

As part of the P3-funded Excellence in Teaching and Learning project, faculty in six departments have redesigned their large-enrollment introductory STEM courses, taken primarily by first- and second-year students, to improve student experiences and learning outcomes. 

Aerial photo of University of Iowa Hospitals and Clinics

UIHC ranked No. 2 employer in Iowa

Forbes  named the UI Hospitals & Clinics the state's No. 1 employer in the “health care and social” industry and as the No. 2 employer overall in its 2023 America's Best Employers by State list. 

On Iowa block I photo

Together Hawkeyes fundraising campaign launches

The UI fundraising campaign seeks to advance university-wide priorities to ensure the holistic well-being and success of students, enhance the work of faculty scholars, and support crucial health and mental health research, services, and care for Iowans and beyond. 

Summer Undergraduate Research Conference

Upon its founding in 1847, the University of Iowa was entrusted by the state legislature with a threefold mission of teaching, research, and public service. 

College of Medicine White Coat Ceremony

The University of Iowa will be the destination of first choice for a diverse and talented body of students, faculty, and staff, who will craft new chapters of exploration, discovery, creation, and engagement. Together, we will advance the university’s standing as one of the most distinguished public universities in the country. 

On Iowa Block I Class of 2026

Core Values

Our core values frame both who we are and who we aspire to be as a university community. As we plan, set priorities, and make daily decisions about how to carry out our mission, we are guided by these five interdependent commitments: 

Creativity, Community, Excellence, Inclusion, and Integrity.

Priorities and Goals

The five priorities of the strategic plan are interconnected, building upon each other to position our institution for success. 

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Excellence in Teaching and Learning

Foster high-quality teaching and dynamic educational experiences that empower all students to achieve their aspirations.

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Innovative Research and Creative Discovery

Advance the success of UI scholars, researchers, and artists and build on the university’s distinctive strengths in areas of current and emerging research and creative discovery.

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Welcoming and Inclusive Environment

Facilitate proactive campus cultural change to cultivate a more respectful, inclusive environment that embeds diversity and equity into the Iowa experience.

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Holistic Well-Being and Success

Provide a comprehensive foundation of support for individuals throughout all stages of their relationship with the university, beginning by attracting and retaining talented students, faculty, and staff who will contribute to a thriving university community.

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Transformative Societal Impact

Expand the university’s impact on local and regional communities, the state of Iowa, and the world by leveraging its areas of distinction, the resources entrusted to it, and the collective talent of its people.

What's Next

Our Strategic Plan Action and Resource Committee  (SPARC) is building upon the progress of year 1 and is busy at work implementing year 2 of the plan. For the strategic plan to be successful, we need continued participation and support from members of the campus community. Your ideas, input, and engagement are critical to us achieving our goals. 

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UW Strategic Planning

Our shared future depends on choices we make today. Based on our community’s shared vision of its future, the UW strategic planning process identifies trends and drivers of change, and takes steps to ensure the UW is responding in ways to keep us on track to thrive in the future.

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OUR SHARED VISION

The UW of the 21st Century is:

  • Competitive
  • Collaborative
  • Technology-reliant
  • Diversified

Read the full visioning document, the UW of the 21st Century .

2y2d Plan

The Sustainable Academic Business Plan is a strategic yet practical plan to maintain academic priorities while managing financial realities. The Plan guides near-term goals and activities that will position the UW to thrive in the next two decades.

  • Read more about the plan .
  • Download the UW’s Strategic Planning Brief .

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The Sustainable Academic Business Plan includes both academic and administrative initiatives.

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Lead On, University

The university of oklahoma norman campus strategic plan.

At the heart of our Strategic Plan are five pillars that define how we will fulfill our Purpose. Together, the pillars are our fundamental objectives, and they are carried out through the implementation of thoughtful and concrete strategies and tactics.

Become a Top-Tier Public Research University

Prepare Students for a Life of Success, Meaning, Service, and Positive Impact

Make OU’s Excellence Affordable and Attainable

Become a Place of Belonging and Emotional Growth for All Students, Faculty, Staff, and Alumni

Enrich and Positively Impact Oklahoma, the Nation, and the World through Research and Creative Activity

Read About the Pillars

Lead On, University (PDF)

Universities are a cornerstone of our economic and social prosperity and the key to realizing the American dream. A college degree is worth about $1.5 million more earned over a lifetime.

The period from 1945-1980 was a Golden Age of higher education, defined by rapidly growing enrollments and increased investment from states and the federal government (e.g., GI Bill). From 1980-2008 was a period of relentless public disinvestment and steadily increasing tuition. We are now in a new period that continues these trends and is further defined by worldwide competitive forces and consolidation due to demographic, fiscal, and technological factors.

Systemic concerns have developed over that same time period. These can be generally divided into fiscal concerns, changing demands for services, and a reliance on stopgap measures to confront a changing marketplace.

Read the Full Premise

The Process

The President’s Academic Planning and Budget Advisory Committee’s 11-member group, co-chaired by Provost Harper and School of Music faculty member Dr. Sarah Ellis, was asked to begin exploring the establishment of our Plan. The Advisory Committee represents faculty of varying ranks and multiple disciplines. Between September and December 2019, The Advisory Committee collectively spent more than 900 hours working on the Plan and interacting with campus stakeholders, including the representative leadership of faculty, students, and staff.

Read the Full Process

How it Works

Our Strategic Plan consists of five elements:

  • Regular Assessment Performance Review (based on the Strategic Plan)

Read About How it Works

Defining a Purpose

Disciplined execution of our Strategic Plan will result in: providing affordable academic excellence for our students; promoting students’ intellectual, social, and emotional growth; and preparing students for a life of meaning and impact.

We will also: educate students committed to the pursuit of academic excellence regardless of background; serve and improve society through discovery, creativity, and innovation; and work in partnership with the public and private sectors to advance prosperity and well-being.

At the University of Oklahoma, our Purpose is elegant in its simplicity and profound in its depth:

WE CHANGE LIVES.

Read About Our Purpose

Recent 'Lead On' News

The university of oklahoma ranks among best online programs.

The University of Oklahoma’s online programs are among the best in the nation, according to a recently released announcement from U.S. News and World Report. The 2024 Best Online Programs rankings analyzed more than 1,600 online bachelor’s and master’s degree programs using metrics specific to online learning. Of the regionally accredited institutions evaluated, OU claimed high marks in categories serving students who are military veterans.

OU flag on University of Oklahoma campus in front of campus building.

OU Claims Tenth Davis Cup Win

For the 10th time in the past 11 years, the University of Oklahoma has been awarded the Davis Cup in recognition of its enrollment of Davis United World College international freshmen. A record 87 Davis UWC Scholars began their studies at OU last semester. The Davis UWC Scholars Program is the world’s largest privately funded international scholarship program.

Davis Cup trophy in front of University of Oklahoma banner.

Stephenson Cancer Center Researcher Leads Global Trial for Promising New Drug for Ovarian Cancer

Results of a global clinical trial published recently in The New England Journal of Medicine show that a new drug significantly improves survival in women with epithelial ovarian cancer, a deadly gynecologic cancer that often becomes resistant to chemotherapy. The lead author of the study is Kathleen Moore, M.D., associate director of clinical research at OU Health Stephenson Cancer Center at OU Health Sciences and a professor of obstetrics and gynecology in the OU College of Medicine.

Stephenson Cancer Center in Oklahoma City.

More 'Lead On' News 

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Strategic Plan 2020

Bringing the next 10 years into focus, we are focused.

We are proud to announce the new Strategic Plan for Boston University. Developed over the course of two years by a Strategic Planning Task Force , this plan identifies five strategic priorities that will guide BU over the next 10 years. These priorities capture the core of who we are as a private research university and articulate clear commitments for our future.

Read the Full Introduction

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5 Strategic Priorities

Developed by our Strategic Planning Task Force, these priorities capture the core of who we are as a private research university and will guide BU over the next 10 years.

An eye on the future

Look deeper into the ideas behind our new Strategic Plan and learn how we will be implementing the plan’s priorities over the coming decade.

Boldly Illinois: 2030 Strategic Planning

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Vision. Momentum. Impact.

There is no doubt the world waiting on the other side of this global crisis will be in greater need than ever before of the kind of bold actions and audacious innovations that are the hallmarks of this university.

Robert j. jones, chancellor.

The Next 150, Strategic Plan 2018-2023, set an ambitious agenda for the University of Illinois Urbana-Champaign to live up to its full potential of acting as a beacon of knowledge for our community, our state, our nation and our world. Through its guidance, we have advanced scholarship, provided life-changing educational experiences, served our society and stewarded resources while generating new investments. And that advancement continued despite dealing with the impacts of the COVID-19 global pandemic.

Boldly Illinois: Strategic Plan 2030 will build upon this success by keeping the same four goals and advancing into these areas to rethink the way the university delivers on its missions. We are currently in the planning stages of a collaborative and comprehensive process to create this plan. As Boldly Illinois: Strategic Plan 2030 is created, we will include opportunities for members of the campus community to give feedback. I encourage you to stay involved and offer your ideas.

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Information For

University Strategic Plan

TU 2020-2030 Strategic Plan: Leadership for the Public Good

Leadership for the Public Good

With more than 150 years of leadership advancing higher education, Towson University has established a rich history of academic success and a proven dedication to improving lives. Building upon this established excellence, TU strategically looks to the future with both purpose and passion. 

TU’s academic excellence and innovative research and creative activities happen within a community where all students achieve inclusively. The diversity of our student body is a strength that not only enriches the learning environment with varied backgrounds, it also prepares our students to better lead in a global environment. TU's ongoing success is dependent on our capacity to shift perspectives and approaches and strategically place diversity, equity and inclusion at the core of our mission. We offer a transformative student experience that creates a foundation for social and economic mobility grounded in a profound respect for civic responsibility.

Towson University is an anchor institution for Greater Baltimore and Maryland, committed to making a difference and transforming lives throughout our region. Through our signature programs in BTU—Partnerships at Work for Greater Baltimore—we demonstrate our commitment to community engaged partnerships that have an immediate, positive impact on Greater Baltimore. We foster an environment that embraces leadership and entrepreneurship for our students, our region, and our state. 

As part of the university’s relentless commitment to advancing the public good, this plan serves to define objectives and deliver transformative outcomes. Through the power of learning, discovery and creativity we create opportunities, ensuring a future where everyone plays a role in shaping a positive future. Being ambitious on behalf of others isn’t just a promise at TU—we deliver on it every day. And this plan is where that ambition becomes action.

Mission Statement

Towson University fosters intellectual inquiry and critical thinking, preparing graduates who will serve as effective leaders for the public good. Through a foundation in the liberal arts and a commitment to academic excellence, interdisciplinary study, research and public service, Towson University prepares students for careers in high demand today and in the future. TU is recognized as a leader in community engagement, including entrepreneurial efforts that provide collaborative opportunities between the campus and the larger Maryland community. Our graduates leave with the vision, creativity and adaptability to craft solutions that enrich the culture, society, economy and environment of the state, the region and beyond.

Towson University is a national leader in student-centered education, where students will develop the knowledge, skills and dispositions to become ethical leaders in a global society. Our faculty model the highest values of the scholar-educator, with a steadfast devotion to intellectual rigor and the pursuit of innovative scholarly and creative activities. We embrace our role and responsibilities as an anchor institution for the Greater Baltimore region and the state of Maryland.

Towson University’s Core Values

At Towson University, everything we do reflects our core values:

  • Dedication to student intellectual and personal growth
  • Commitment to creating and disseminating knowledge of the highest caliber
  • Passion for continuous learning
  • Devotion to civic responsibility and community service
  • Commitment to diversity and inclusion
  • Integrity and ethical action as leaders for the public good

Towson University is already recognized as one of America’s Top 100 public national universities; this strategic plan is a call to action for an even bolder future. It is a focused strategy to build upon TU’s already impressive momentum, further its impact as an anchor institution, and advance its pre-eminent position as a national leader in higher education for the public good. 

Our Expectation: Excellence (in everything we do)

Towson University has built a reputation as a leader in inclusive, accessible academic excellence where students, faculty and staff thrive. Here, rigorous and relevant academic instruction is combined with a diverse and supportive community that deepens connections and builds success. 

  • We challenge students to be engaged participants in an inspiring educational journey preparing them for professional success and positive impact as engaged members of their community.  
  •  We empower faculty to make significant contributions through scholarly and creative inquiry of the highest caliber. 
  • We encourage and promote excellence in staff resulting in exceptional contributions and personal growth.
  • We serve communities as an anchor institution, with socially-minded partnerships and entrepreneurial efforts advancing the greater Baltimore region and Maryland. 

Through the initiatives outlined in this strategic action plan, we’ll harness our expertise from decades of transformation at Towson University to accelerate into a new era of leadership for the public good.

Our Focus: Achieving Goals 

For Towson University to make a greater difference we must remain unapologetically persistent and clearly focused on our goals above all else. Our plan focuses on six major goals, defined with input from across our university and greater communities. These goals must serve as guiding intentions at the center of every decision we make and every action we take. 

Our Goals: 

Goal one:  educate.

Of course, education is at the center of everything we do. But it’s how we educate that really matters. Towson University is committed to academic excellence, providing exceptional, student-centered educational experiences. TU’s distinguished faculty mentors push the possibilities of engaged learning, create in-demand academic programs and initiate cutting-edge instruction in each of our colleges and interdisciplinary programs. Our graduates will be prepared to lead their communities with integrity, civic-mindedness, and creativity in service of the public good.

Educate Actions:

  • Institute and fully support a comprehensive enrollment strategy that achieves the goals of the university with regard to degree programs, diversity, and fiscal outcomes. 
  • Recruit, retain and support outstanding faculty committed to teaching excellence.
  • Provide an interdisciplinary core curriculum grounded in the liberal arts that reflects our educational outcomes and prepares students for the contemporary workforce and global society.
  • Increase high-impact teaching and learning opportunities to ensure every TU student engages in multiple experiences during their academic career.
  • Capitalize on new facilities in STEM and health professions to develop new, high-demand academic programs that support state and national workforce needs.
  • Develop selective new masters and doctoral programs in accordance to regional demand and institutional mission.
  • Offer an array of professional certificate programs and credentialing alternatives to position our graduates competitively in the workforce.
  • Support our world-class faculty through the Faculty Academic Center of Excellence at Towson University (FACET).

GOAL TWO:  INNOVATE

As higher education leaders, the world looks to us for innovation. TU supports and promotes an active scholarly and creative activity agenda for faculty, staff and students. This includes providing appropriate resources, suitable facilities and work schedules to facilitate these critical and worthwhile efforts.

Innovate Actions:

  • Faculty will continue to serve as leaders demonstrating the highest standards of a scholar/teacher model that balances teaching, research and service. 
  • Utilize emerging and innovative technology to enhance teaching and learning.
  • Substantially increase grant activities and scholarly output, utilizing the full spectrum of student, staff, and faculty expertise.
  • Build requisite facilities and resources, including those of Cook Library, to support and increase faculty scholarly and creative activity. 
  • Increase our commitment to undergraduate and graduate student research, including a vibrant summer research program with faculty mentors.
  • Reward and recognize faculty national leaders in scholarship, creative activity and teaching.

GOAL THREE: ENGAGE

Our impact goes beyond the boundaries of our campus. As a Carnegie Foundation Community Engaged University, TU students, faculty and staff serve as community leaders and partners extending their talents beyond our campus boundaries to create opportunities for leadership, entrepreneurship, civic engagement, and experiential learning. 

Engage Actions:

  • Build on the existing success of the BTU initiative to further TU’s leadership as an anchor institution for the greater Baltimore region.
  • Develop and sustain a successful StarTUp business engagement center.
  • Develop and sustain innovative entrepreneurship programs for internal and external parties that increase student participation from all colleges.
  • Build a successful venture creation program that engages students, faculty, staff and external participants.
  • Develop nationally recognized leadership programs for internal and external markets that create and reflect cutting-edge research. 
  • Ensure all TU students have the opportunity to participate in experiential learning during their academic careers.
  • Promote civic responsibility and engagement as a learning outcome for all students. 
  • Fully develop a world-class Career Center supporting students and alumni.

GOAL FOUR: INCLUDE

TU actively works to build an inclusive, collaborative, and equitable community where people from all backgrounds, identities, abilities and life experiences are welcomed, valued and supported to achieve their fullest potential.  This commitment is reflected in our hiring practices, decision-making, academic and co-curricular programming, support services and resources. We will achieve the goals of the university’s Diversity Strategic Plan and will be leaders in equity and inclusion.  

Include Actions:

  • Provide ongoing teaching, learning, research and service opportunities to prepare students, faculty and staff to address diversity, inclusion and equity issues in disciplinary and interdisciplinary fields.
  • Continue our commitment to recruiting and retaining faculty from underrepresented groups.
  • Continue to build trust and confidence through strong collaborative and value-added relationships with all shared governance bodies. 
  • Increase diversity-rich learning experiences that raise all students’ self-awareness and ethical and cultural intelligences while advancing their understanding and commitment to TU’s values of inclusion, diversity and equity.
  • Provide resources for faculty to learn, use and evaluate inclusive teaching and learning practices, scholarly research and creative activities.
  • Build upon existing mentorship programs for undergraduate and graduate students, faculty and staff.

GOAL FIVE: SUPPORT

Student success starts with a student-centered culture. TU is committed to recruiting, retaining and graduating students of the highest caliber, offering effective support services and an engaging campus experience that reflects the values of Towson University.

Support Actions: 

  • Implement a comprehensive student retention plan from prospect status through graduation and into the post-graduate years.
  • Increase the four-year graduation rate through a systemic approach.
  • Capitalize on the new Student Union to deliver rich co-curricular programming for students.
  • Establish a One-Stop Academic Support Center.
  • Support an exceptional athletics program that emphasizes success in the classroom, in the community, and in athletic competition. 
  • Establish a world-class holistic practice of student well-being that addresses physical, mental, and emotional dimensions of individuals. 
  • Serve as a cultural center for the TU and greater Baltimore communities, offering outstanding arts and culture programming for the region.
  • Increase affordability of study abroad and other experiential learning opportunities and raise the number and diversity of student participants.
  • Identify opportunities to reduce costs to students while maintaining high academic and co-curricular standards.

GOAL SIX: SUSTAIN

TU is committed to sustainable practices, responsible management and efficient use of all resources. Whether it’s environmental, financial or human—we act as conscientious stewards of all resources.

2030 Sustain Actions: 

  • Promote a transparent capital and operating budget process that engages shared governance to invest financial resources in support of the university’s strategic goals. 
  • Promote and implement effective internal controls and enterprise risk management practices to provide reasonable assurance for the safeguarding of assets, the reliability of financial information, and compliance with laws and regulations.
  • Implement a holistic Campus Sustainability Plan inclusive of environmental, health, and academic activities.
  • Recruit, reward and retain outstanding faculty and staff through the implementation of a total rewards program.
  • Offer engaging professional development opportunities, including mentoring and coaching programs that span career trajectories.
  • Build and maintain a sustainable campus through economically viable initiatives that are environmentally and socially responsible.
  • Increase philanthropic giving from all constituent groups—alumni, friends, parents, faculty, staff and students—to support ongoing and emerging needs and opportunities at TU. 
  • Strengthen alumni engagement and giving in support of the university community and its strategic goals.
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OFFICE OF THE PRESIDENT

STRATEGIC PLAN

Mission statement.

Neumann University educates a diverse community of learners based upon the belief that knowledge is a gift to be shared in the service of others and that learning is a lifelong process.

VISION STATEMENT

Neumann University strives to be a teaching university of distinction, providing innovative, transformational education in the Catholic Franciscan tradition. Neumann RISES on the core values of Reverence, Integrity, Service, Excellence, and Stewardship and lives the actions which these values inspire. Neumann’s curriculum promotes thoughtful and ethical leadership in service and response to a global and technologically complex world.

STRATEGIC GOAL STATEMENT

Neumann will graduate 750 men and women each year…

…who are prepared to serve as transformational leaders in the world.

…who are successful professionals ready to contribute to their fields in health care, business, social services, education, technology, and government service.

…who will make a life-long commitment to share their gifts and talents in service to others.

To achieve this aggressively aspirational goal, Neumann University will need to grow its human, physical, and financial resources. Neumann University’s Strategic Plan 2025 provides a detailed, measurable pathway to implementing our vision, mission, and four strategic pillars.

*The strategic plan was extended through 2025.

STRATEGIC PLAN

Neumann University will be known as a distinctive national leader in developing, educating, and forming compassionate transformational leaders.

  • Neumann University will be nationally recognized for educating transformational leaders in health care, education, social services, and business through the vibrant living out of the Catholic and Franciscan values of Neumann University.
  • Neumann University will establish a culture of leadership threaded throughout curricular and co-curricular programs so that every student, employee, and faculty member will gain valuable leadership tools within their specific discipline or role on the campus.
  • Neumann University will implement a comprehensive leadership development strategy with assessments, benchmarks, common leadership language, and examples of leadership models.

OBJECTIVES:

  • Increase and strengthen faculty and staff professional development programs, experiences, and opportunities in order to enhance leadership knowledge, to build diversity awareness, and to ensure accountability in achieving shared values, vision, and mission.
  • Develop both curricular and co-curricular programs and initiatives to ensure that each undergraduate student grows in self-awareness of their leadership strengths and to gain leadership knowledge.
  • Identify and attract perspective students who have served in leadership roles, participated in leadership programs, or who have been recognized for their leadership experiences by expanding recruitment outreach.
  • Advance a culture of servant leadership across the University by promoting lifelong learning in the service of others by providing campus-wide service experiences and annually recognizing servant leaders.
  • Plan for the creation of a center for entrepreneurship and the development of an innovation lab to offer opportunities to strengthen creative thinking and to grow business and community leaders that will embrace the Franciscan spirit.

Continue to advance the academic quality of Neumann University to the top 25 percent of peer universities.

  • Neumann University will strive to reach and maintain a high level of student satisfaction.
  • Neumann University will strengthen student retention – with the aspirational goal of reaching first-year to sophomore-year retention rate of 80% by 2025.
  • Neumann University will improve graduation rates – with the aspirational goal of reaching a five-year graduation rate for full-time undergraduate students of 50% by 2025.
  • Neumann University will enhance the graduate student experience, strengthen the residential student environment, and grow opportunities to serve more transfer and adult learners.
  • Transition from Academic Divisions by establishing four schools - School of Arts & Sciences, School of Nursing & Health Sciences, School of Business & Information Management, and School of Education & Human Services.
  • Develop and enhance undergraduate and graduate programs that will attract a high quality diverse student population, strengthen the University’s market position, and enhance the University’s academic reputation.
  • Expand and enhance online and hybrid courses and programs to strengthen enrollments, while maintaining quality and mission alignment.
  • Create new academic offerings, and enhance existing curricular and co-curricular programs, to ensure students are prepared as ethical leaders to meet the challenges of a complex world and ready to adapt to an unprecedented pace of change.  
  • Improve the quality of administrative and business services through improved technology and best-in-class in-person service to students, parents, alumni, and all other constituencies.
  • Implement a planning, budgeting, and forecasting model that will provide on-going reporting, consistent data, and benchmarking for all departments to ensure transparency, quality, and accountability.

Strengthen Neumann University’s stakeholder communication both internally and externally.

  • Neumann will expand communication to secondary school leaders, community college students, church and community leaders, and corporate leaders.
  • Neumann will develop a communication plan to provide information and updates to all internal stakeholder groups, including the board of trustees, faculty, staff, students, parents, alumni, donors, and friends of the University.
  • Neumann will develop a new brand message to attract prospective students.
  • Increase collaboration across the University by recognizing examples of collaboration and by acknowledging departments that collaborate to improve quality, create efficiencies, and strengthen mission.
  • Communicate Neumann’s diversity by highlighting the strengths along with the unique learning and cultural opportunities that this diverse community offers to all current and future students and employees.
  • Expand our community outreach and engagement by forging strategic partnerships with local and regional government entities, corporations, foundations, and educational institutions.
  • Build a comprehensive volunteer organizational structure that cultivates meaningful relationships and effectively utilizes the time and talent of our alumni, parents, friends, and University benefactors.
  • Develop and implement a branding campaign that reflects the University’s mission and values and provides a sophisticated message to capture the attention of all prospective students.

Secure the financial resources needed to fully achieve the vision, goals and objectives articulated in Neumann University’s Strategic Plan 2025.

  • Neumann University will provide the facilities, personnel, and operational support required to meet the needs of a 21 st Century quality student living and learning environment.
  • Neumann University will meet the needs of a growing residential population by offering quality student housing and expanded space for extra-curricular, athletic, and recreational programming.
  • Neumann will improve and enhance classrooms, labs, technology, and facilities that will meet the needs of a 21 st Century teaching and learning environment.
  • Neumann will increase scholarship funds to provide access to students and to sustain a commitment to affordability for all students and their families.
  • Educate Faculty, Staff, Alumni, Students and Board of Trustees, on the importance of philanthropy and its impact on the University’s long-term sustainability.
  • Launch an inclusive campus master planning process that ensures future institutional growth and supports the University’s vision.
  • Initiate a comprehensive, multi-year capital campaign to ensure the success of Neumann’s strategic goals and objectives including campus expansion and endowment growth.
  • Build stronger relationships with alumni in order to increase annual giving and overall alumni giving percentages.
  • Create and implement strong stewardship and donor relations practices to ensure donor retention and increased support for major gifts, annual giving, and endowed scholarships.
  • Strengthen the University’s human resources by implementing a comprehensive compensation philosophy and by expanding professional development opportunities for all employees.
  • Grow undergraduate and graduate enrollment through recruitment and retention activities to meet the strategic goal of graduating 750 students each year.

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University of Northern Colorado

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Below are s trategic   pla n s of UNC’s peer institutions. The list includes peers that UNC identified in 2011 for Colorado Department of Higher Education performance reporting and enrollment   plan ning, as well as those identified in 2006 by the National Center for Higher Education Management Systems (NCHEMS). An asterisk indicates an institution is in both peer groups.   

  • Ball State University*  Destination 2040: Our Flight Path    
  • Bowling Green State University*   Focus on the Future  
  • Illinois State University   Educate • Connect • Elevate  
  • Indiana University of Pennsylvania*   IUP   Strategic   Pla n   2015-2020  
  • Louisiana Tech University   Five Year   Strategic   Pla n  
  • Miami University   Strategic   Pla n   for Miami’s Future  
  • Middle Tennessee State University   2015-2025 MTSU   Strategic   Pla n  
  • Northern Arizona University   2018-2025   Strategic   Pla n   One NAU. Side by Side.  
  • South Dakota State University   Imagine 2023: Aspire. Discover. Achieve.  
  • State University of New York at Binghamton   Road Map to Premier  
  • University of Louisiana Lafayette   Strategic   Pla n   2015-2020  
  • University of North Carolina Greensboro*   Giant Steps  
  • University of North Texas   University of North Texas   Strategic   Pla n   2012-2019  

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Visit loyola, planting seeds of success.

Loyola University Maryland is embarking upon an exciting future. We have an amazing foundation built through the dynamic leadership of past presidents, the creative ideas and dedication of faculty, staff, and administrators, and the passion for learning brought by our students.

As Loyola enters the final year of the Ignatian Compass strategic plan, President Terrence M. Sawyer, J.D., and the Board of Trustees are committed to creating a new plan that celebrates our past and lays out a bold and exciting vision for our future. In President Sawyer’s words, “let’s make Loyola irresistible.” In the spring of 2022, the President and Cabinet accepted volunteer applications and appointed a Strategic Planning Steering Committee to guide this process.

An essential feature of successful strategic planning is to create opportunities for many voices to contribute their visions for the future of the university. Please get involved and help create our community’s shared vision for Loyola’s next decade. Visit this website for updates to learn about ways you can contribute, and to send your ideas to the strategic planning committee .

—Paola Pascual-Ferrá, Ph.D., and Eric Nichols, Strategic Planning Committee Co-Chairs

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As we undertake our strategic planning process, we will be looking toward the future in a new way, reflecting on our strengths and challenges as a university, considering our role in the world, and dreaming big about what Loyola University Maryland could—and should—be in the years ahead.

As we start our new strategic planning process, we look to our future with hope. Like the rest of the country, our community has experienced the impact of the COVID-19 pandemic. Through this, our commitment to strong truths well lived has enabled us to do hard things and rise against the odds. This strategic planning process builds on our resilience and strengths.

This process is an invitation to the entire community to C.A.R.E. Congruent with our Jesuit, Catholic values, the strategic planning process will honor our obligations to care for the whole person ( cura personalis ) and for the institution ( cura apostolica ). C.A.R.E. is an invitation and a promise to listen deeply, to reflect carefully, to promote trust, and to act with integrity. To this end, we commit to:

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Collaborate in a way that is authentic, inclusive, meaningful, and forces us to step outside our comfort zones, break through the silos, listen deeply, learn from each other, and work together with hope and joy as we seek to promote the common good.

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Aspire boldly to face the future with excitement, cultivate the freedom to imagine, and declare clearly and confidently that which we desire and is possible for the future of Loyola, while being true to the core of who we are and letting go of what holds us back.

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Reflect individually and with each other, continuously examining ourselves and the process with humility, keeping an open and honest dialogue, acknowledging consolations and desolations, exercising discernment, and always seeking to improve.

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Engage others in a spirit of invitation and friendship that elicits excitement and a desire to participate in the process, meeting people where they are, offering multiple opportunities for engagement that are equitable, respectful of people’s time, and enrich their work life.

Beyond the creation of the final Strategic Plan product that charts the future of Loyola, we hope that our community emerges stronger and more united as a result of this process.

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President Terrence M. Sawyer invites you to participate in the strategic planning process

SPH Maps Ambitious Path with 2024-2030 Strategic Plan

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MEDIA CONTACT: [email protected]

COLLEGE PARK, Md. - On Feb. 12, 2024,  the University of Maryland School of Public Health (SPH) released its  2024-2030 SPH Strategic Plan , building upon the school’s excellence across diverse public health fields, strong community partnerships, the growth in its student body, and faculty and staff achievements.

Through a set of core objectives, the SPH Strategic Plan aims to move the school closer to its vision of leading with Maryland and partners across the globe to empower the next generation of public health professionals and achieve optimal and equitable physical, social, and mental health and well-being for all.

“We are a school dedicated to the pursuit of better health for all populations, built on bedrock values such as respect, interdisciplinary collaboration, and meaningful engagement,” said SPH Dean Boris Lushniak, M.D., MPH. “With this strategic plan, we have a roadmap to lead innovative public health education, research, and outreach at the pace and in the ways that enable us to reach that vision.”

The plan builds upon the University of Maryland’s Fearlessly Forward strategic plan, adopting the pillars of that plan as they apply to the public health world and building on our previous SPH strategic plan (2018-2023). Specifically, the plan focuses on:

  • PILLAR 1: WE REIMAGINE LEARNING: SPH is committed to further innovating scholarship and learning practices and experiential opportunities by being at the forefront of education concepts and preparing our students with the knowledge, skills, and experiences they need to be leaders in public health.
  • PILLAR 2: WE TAKE ON HUMANITY’S GRAND CHALLENGES: SPH tackles humanity’s public health challenges headon, spearheading impactful research and dissemination initiatives that pave the way for transformative solutions with local, national, and global impact.
  • PILLAR 3: WE INVEST IN PEOPLE AND COMMUNITIES: SPH supports and champions our faculty, staff, and students, recognizing that a diverse and empowered school community is essential for advancing better health for all populations on a meaningful scale.
  • PILLAR 4: WE PARTNER TO ADVANCE THE PUBLIC GOOD: SPH fosters meaningful local and global public and private partnerships and actively engages faculty, staff, and students in supporting their communities, using and enhancing skills in leadership and entrepreneurship, and building lasting solutions that promote health and transcend disciplinary and geographic boundaries.

For each pillar, we’ve developed specific objectives and initiatives to reach our goal, with potential metrics to evaluate success. We encourage you to read our plan in full, and to work with us to make our vision a reality. “We reached far beyond our hallways to weave together this plan, which includes the combined perspectives of students; staff members; faculty; alumni; academic, public health, and private sector colleagues; and community partners in Maryland, the region, and beyond. We thank you all.” – Dean Boris Lushniak, M.D., MPH.

Read our plan in full: 2024-2030 School of Public Health Strategic Plan .

  • Departments
  • Office of the Dean

Strategic Planning

Eastern Washington University

Current Draft of Mission, Vision, Values

As of February 14, 2024 here is what we have for the draft mission, vision, and values for the next Strategic Plan.

Mission Eastern Washington University fosters an inclusive, equitable, and transformative learning community, driving the pursuit of knowledge with affordable academic excellence.

Vision Eastern Washington University will provide an education rooted in liberal arts, designed to address the unique challenges and opportunities facing the Pacific Northwest. Characterized by a student-centered focus and opportunities for applied learning in high demand fields, this education creates upward social mobility and a healthy, sustainable, and economically successful region.

Accessibility: We strive to create a more inclusive, obtainable, and equitable college education and work environment. Students, staff, and faculty, are seen, understood, and appreciated for the assets they bring to our educational community.

Academic Excellence: Our student-centered learning spaces offer effective teaching approaches and dynamic conversations. As a community of learners, we pursue truth and advance knowledge through creative works, research and scholarship.

Belonging through Justice, Equity, Diversity and Inclusion: We are committed to building an inclusive, supportive, and equitable university community. We strive to integrate the principals of justice, equity, diversity and inclusion into all university operations, fostering an environment that nurtures a sense of belonging among all members of the community.

Regional Impact and Regional Contribution: We promote economic vitality through educational programs, scholarly research, and dedicated service. Our commitment is firmly rooted in enhancing the wealth creation, inclusivity, and well-being of our community while remaining nimble to its ever changing demands.

Student Success: We recognize that students needs are complex, and success includes both student engagement and positive outcomes. We are committed to creating conditions informed by the needs of our first – generation, low income, and other structurally marginalized students.

Sustainability: We are committed to sustainability as a balance between the needs of the environment, the needs of the economy, and equitable outcomes for current and future generations.

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IMAGES

  1. Strategic Plan

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  2. Averett's Strategic Plan

    strategic plan of university

  3. Strategic Plan, 2019-2024

    strategic plan of university

  4. Executive Summary

    strategic plan of university

  5. UCAR Strategic Plan

    strategic plan of university

  6. Building a Stronger University Strategic Plan

    strategic plan of university

COMMENTS

  1. Strategic Plan

    VISION Building a Top 50 Public University Goal 1 Student Success Provide a Top Tier, Inclusive Educational Experience to All Learn More About the Student Success Goal Goal 2 Nationally Competitive Research Build a Research Powerhouse that Impacts our Region & the World Learn More About the Nationally Competitive Research Goal Goal 3

  2. Strategic Plan

    Highlights Process News and Updates University Strategic Plan Northwestern's Strategic Plan, NorthWEstern WILL, has since 2011 provided a framework in which to define our shared goals. It builds on our many strengths and focuses our energies and resources on the most pressing issues that we are distinctively positioned to address.

  3. Strategic Plan

    Strategic Plan Office of the President 1800 Grant Street, Suite 800 | Denver, CO 80203

  4. Strategic Plan

    Vision Strategic Goals Progress Talk To Us Becoming the highest-impact public research university in the world. Change Starts Here is UT's 10-year strategic plan to align our mission with our unique opportunity to impact society and change the world. Explore our Strategic Plan Goals People Place Pursuits

  5. PDF 2018-2023 Strategic Plan

    the development of Radford University's 2018-2023 strategic plan. It is with much excitement and optimism that we look forward to working with each of you over the five-year planning cycle to make this plan a reality. Sincerely, Jack E. Call, J.D., Ph.D. Professor of Criminal Justice and Criminal Justice Internship Coordinator Kenna M. Colley ...

  6. 2030 University of Rochester Strategic Plan

    Discover the University of Rochester's 2030 strategic plan, focused on research excellence, quality education, and a forward-thinking vision. Dive into boundless possibilities with us—be bold, be extraordinary, and shape your future today.

  7. PDF Getting the Most Out of University Strategic Planning

    Introduction Colleges and universities have diverse, and often lofty, goals—for example, they may aim to raise their institutional prestige or to engage more thoroughly with society. However, higher education institutions often face significant challenges in achieving those goals.

  8. University Strategic Plan 2024-30

    Five Actions elaborate big strategic undertakings through which the university will achieve the three goals, pursuing these at every level — university, campus, college, school and department — independently and collaboratively. These are the "hows" of the strategic plan.

  9. 5 Steps To Highly Effective Strategic Planning In Higher Education

    Strategic planning is the process an institution follows to realize its vision of its ideal future state. It's a roadmap for getting there. Your vision becomes a reality through the process that defines specific goals, needs, and actions. It helps you to structure and contextualize information leading to important decisions. Sounds obvious, right?

  10. Homepage

    Strategic Plan 2025. This is an extraordinary time for Carnegie Mellon University. With its world-leading strengths at the intersection of technology and humanity, CMU research, innovation and creativity will help shape the 21 st century.

  11. Strategic plan 2018-24

    The University Strategic Plan sets out a framework of priorities for the University, its divisions and departments, based on the mission, vision and themes of the University. It aims to advance learning by teaching and research, to work as one Oxford, and to benefit society on a local, regional, national and global scale.

  12. Home

    Implementation Fearlessly Forward In Pursuit of Excellence and Impact for the Public Good The University of Maryland Strategic Plan Our Strategic Commitments We reimagine learning We take on humanity's grand challenges We invest in people and communities We partner to advance the public good Fearlessly forward

  13. University of Iowa Strategic Plan

    University of Iowa Strategic Plan | The University of Iowa We are building upon our strengths in research and scholarship, implementing strategies and best practices to help our students achieve new heights, and furthering a campus culture that celebrates excellence, prioritizes well-being, and embraces our core values.

  14. PDF How to write a strategic plan

    Strategy Development process, not simply a product Dynamic, not static Engages board, staff, funders, clients, community Helps organization align mission, programs, capacity Key Components Executive Summary Mission and Vision Environmental Analysis / SWOT

  15. UW Strategic Planning

    The Sustainable Academic Business Plan is a strategic yet practical plan to maintain academic priorities while managing financial realities. The Plan guides near-term goals and activities that will position the UW to thrive in the next two decades. Read more about the plan. Download the UW's Strategic Planning Brief.

  16. Strategic Plan 2021-2025

    The UTC Strategic Plan 2021-2025. The current UTC Strategic Plan was unanimously approved by the University of Tennessee Board of Trustees on October 22, 2021, after having been unanimously endorsed by the UTC Campus Advisory Board on October 4, 2021.

  17. Together We Rise

    Loyola University Maryland's strategic plan, Together We Rise, will define the University as a preeminent university for student success. Loyola will continue to grow in transformational excellence while helping students lead with love and work for justice.

  18. Lead On

    Disciplined execution of our Strategic Plan will result in: providing affordable academic excellence for our students; promoting students' intellectual, social, and emotional growth; and preparing students for a life of meaning and impact. We will also: educate students committed to the pursuit of academic excellence regardless of background ...

  19. Strategic Plan

    Read the Full Introduction 5 Strategic Priorities Developed by our Strategic Planning Task Force, these priorities capture the core of who we are as a private research university and will guide BU over the next 10 years. Learn More An eye on the future

  20. Boldly Illinois: 2030 Strategic Planning

    Boldly Illinois: Strategic Plan 2030 will build upon this success by keeping the same four goals and advancing into these areas to rethink the way the university delivers on its missions. We are currently in the planning stages of a collaborative and comprehensive process to create this plan. As Boldly Illinois: Strategic Plan 2030 is created ...

  21. Strategic Plan

    The Rutgers University-Camden strategic planning process began on September 19, 2022, with a call to members of our community to serve on the steering committee. There were 80 responses to the application, far exceeding our expectations for interest. In addition, the consultancy service of Dr. Sally Mason, former president of University of ...

  22. University Strategic Plan

    Our Expectation: Excellence (in everything we do) Towson University has built a reputation as a leader in inclusive, accessible academic excellence where students, faculty and staff thrive. Here, rigorous and relevant academic instruction is combined with a diverse and supportive community that deepens connections and builds success.

  23. Strategic Plan 2025

    To achieve this aggressively aspirational goal, Neumann University will need to grow its human, physical, and financial resources. Neumann University's Strategic Plan 2025 provides a detailed, measurable pathway to implementing our vision, mission, and four strategic pillars. *The strategic plan was extended through 2025.

  24. Strategic Plan Examples

    Strategic Plan Examples. Below are s trategic plans of UNC's peer institutions. The list includes peers that UNC identified in 2011 for Colorado Department of Higher Education performance reporting and enrollment planning, as well as those identified in 2006 by the National Center for Higher Education Management Systems (NCHEMS).

  25. Strategic Planning Process

    Planning Guidebook , President As we undertake our strategic planning process, we will be looking toward the future in a new way, reflecting on our strengths and challenges as a university, considering our role in the world, and dreaming big about what Loyola University Maryland could—and should—be in the years ahead. C.A.R.E.

  26. SPH Maps Ambitious Path with 2024-2030 Strategic Plan

    MEDIA CONTACT: [email protected]. COLLEGE PARK, Md. - On Feb. 12, 2024, the University of Maryland School of Public Health (SPH) released its 2024-2030 SPH Strategic Plan, building upon the school's excellence across diverse public health fields, strong community partnerships, the growth in its student body, and faculty and staff achievements. ...

  27. IT Strategic Plan

    The new IT Strategic Plan for the University at Albany sets the tone and direction for technological advancement across the institution for 2022-25. Based on an overarching set of guiding principles, the Plan will advance University strategic goals and priorities, and develop the technical infrastructure to fully support the institution's ...

  28. Current Draft of Mission, Vision, Values

    As of February 14, 2024 here is what we have for the draft mission, vision, and values for the next Strategic Plan. Mission Eastern Washington University fosters an inclusive, equitable, and transformative learning community, driving the pursuit of knowledge with affordable academic excellence.