Fall 2020 Plan and Information
COVID-19 Updates and Information

Progress 2016-2018



The Beginning

In October 2016, President Nowaczyk launched the process to update the university’s strategic plan and make it more responsive to the dynamic and changing landscape of higher education.  He appointed a task force of 52 faculty, staff, and students who were broadly representative of the university community.  The plan emerging from this process delineates a set of focused priorities that positions the university to respond to both opportunities and challenges as we look forward to our 125th anniversary in 2023.

A two-day workshop in October, facilitated by our consultant, Dr. Pat Sanaghan, oriented task force members to what was to be a thorough and engaging planning process.  From October to January, teams of task force members gathered input from more than 1000 internal and external stakeholders, including students, faculty, staff, alumni, and community groups.

Identifying Strategic Themes, Vision, and Goals

The task force, over three day-long sessions in the spring of 2017, reviewed the input and

The Next Step

A set of action items with accompanying milestones and key performance indicators are under development during the 2017-18 academic year.  The task force proposed and prioritized an initial set of action items during the fall 2017 semester.  That list has been further refined to ensure that all strategic goals and priorities are addressed and, where possible, action items support each other.

Link to Planning Documents

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Progress 2017-2018

Action Items & Allocation of Resources  

During the summer 2017 planning retreat, several strategic initiatives were identified for funding. Funds were set aside to a) focus on increased marketing and recruitment efforts; b) begin a regional assessment of career opportunities for graduates; c) study the feasibility of advising centers; and, d) use analytics to improve retention/graduation rates and budgeting/resource allocation.

Funded Action Items

a). Marketing and recruiting: Approximately $75,000 was allocated to additional initiatives that included:

  • a narrated campus virtual tour
  • additional student connection opportunities through Hobsons 
  • advertising at bus stops at feeder schools where students use public transportation
  • expanded targeted social media advertising in the regional resident zone
  • Bobcat Boxes sent to alumni who are teachers

b.) Regional career opportunities: No University funds required.

  • utilizing funds from the governor to establish a VP for Regional Development 

c.) Advising centers feasibility

d.) Analytics for recruitment and retention: No University funds required.

  • utilizing HelioCampus, a higher education analytics platform that solves admissions, student retention and recruiting problems.



students participating in a planning session

Students participating in a strategic planning session