strategic plan western university

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Strategic Plan

WesternU College of Health Sciences aspires to be the College of choice for students seeking to serve on interprofessional teams as Health Educators, Administrators, Health Promotion Specialists, Physician Assistants, and Physical Therapists, and Occupational Therapists who will contribute to the body of evidence and enhance patient-centered care.

The College of Health Sciences’ mission mirrors that of Western University of Health Sciences, while giving special emphasis to the role of the College in helping to educate and train the health sciences care workforce for the States of California, Oregon, and beyond.

The Mission of the College of Health Sciences is to support Western University of Health Science’s mission by:

• Providing health sciences students with the knowledge and skills basic to the practice of their disciplines, instilling them with the fundamental attitudes of professionalism, teaching, compassionate care, for a diverse patient population.
• Preparing educators and clinicians to teach and serve in the health professions.
• Providing excellent educational programs for health sciences professions students, including physician assistant and physical therapy students.
• Promotion and modeling excellence, cost-effectiveness, and innovation in healthcare; participating in health care research, and disseminating health information to the public.
• Promoting understanding and appreciation of other health professionals through student and faculty participation in interprofessional education.
• To educate health sciences workforce that helps to meet the needs of the State of California and the west.
• To support students, alumni, and educators in their professional development and in the delivery of health services to a diverse population.
• Determine the direction of the Health Sciences, Physician Assistant, and Physical Therapy, and Occupational Therapy professions.
• To recruit, admit, and retain the most qualified professional students to the College of Health Sciences.
• Engage in the Strategic Enrollment Management efforts of the University.
• Use an advising/mentoring process that focuses on retention, progression, and graduation of competent health professionals.
• Engage in educational outreach activities by creating educational partnerships with K-12, primary, secondary, and high school education institutions.
• To ensure the availability and quality of adequate patient populations and clinical sites for all students in the College of Health Sciences.
• Explore new relationships and partnerships with medical facilities/practitioners.
• Explore centralizing rotations across colleges at WesternU.
• Explore integrating rotations across colleges and WesternU.
• To further enhance scholarly activities in the College of Health Sciences.
• Seek and develop opportunities for funding from private and public sources.
• Enhance research infrastructure development within the College.
• Participate in university-wide research committees.
• Engage in collaborative scholarly activities.
• To maintain an environment that promotes teamwork and supports communication among administration, faculty, and staff.
• Continue to practice effective communication.
• Encourage activities that facilitate effective teamwork.
• Enhance opportunities for faculty and staff development.
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Strategic Plan 2015 - 2020

The 2015-2020 Strategic Plan ensures that WTS is aligned with Western’s overall strategy and helps us address some key internal resource planning, workload balancing, and prioritization challenges in our complex campus environment. Ultimately, we expect to be able to use our strategic roadmap to help us concentrate our efforts on achieving excellence in the delivery of the most needed information technology services for Western.

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Campus Master Plan 2015

Western's Campus Master Plan can be viewed here .

As Western University strives to achieve the goals set out in its strategic plan Achieving Excellence on the World Stage, the University will need to continually develop its unique physical infrastructure to attract the brightest students and faculty from across Canada and around the world.   The main focus of Western’s Campus Master Plan is to guide and inform the University’s continuing growth over the next several decades, while respecting the historical beauty and essential qualities of the campus and its relationship with the surrounding community.   With this is mind, Western’s Campus Master Planning Committee is undertaking an extensive process of analysis and consultation to refresh and update the previous Campus Master Plan completed in 2007.

Campus Community Meeting

A Campus Community Meeting will be held on February 25 from 12:00-1:30pm in the UCC’s McKellar Room, where the Plan will be presented and attendees will have the opportunity to ask questions. We ask that you register in advance here so that we can ensure there is adequate space available.

London Community Meeting

A London Community Meeting will be will be held on February 23 from 7:00-9:00pm at the Public Health and Family Medicine Building, Rm 1150, where the Plan will be presented and attendees will have the opportunity to ask questions. We ask that you  register in advance here so that we can ensure there is adequate space available.

Free Parking will be available in the lot adjacent to the building at Windermere Rd and Richmond St. See map for details.

We welcome your feedback as we move towards finalizing the Plan. You may provide comments in writing to [email protected] by February 28, 2015.

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Strategic Plan

Pennwest strategic planning process.

Pennsylvania Western University has yearlong planning process to shape its future and create a five-year strategic plan. This process:

• Built on the integration plans that united California, Clarion and Edinboro universities to create PennWest University.
• Engaged a wide variety of stakeholders – students, faculty, staff, alumni and community members – in opportunities to provide input, review key work and offer feedback.
• Resulted in both a comprehensive strategic plan and a University Planning Council , starting in Fall 2023, to monitor and assess initiatives identified in the plan.

A Strong Foundation

PennWest’s strategic planning process was modeled on the in-depth integration planning that took place from Fall 2020 through Summer 2022. Integration planning, which involved more than 600 students, faculty, staff, trustees and community members, laid the groundwork for our university.

Some key elements:

• Strategic analysis to map PennWest’s strengths, challenges and potential.
• Identification of long-term goals and specific strategies for reaching them.
• Initial components of PennWest’s mission, vision and values.

A Collaborative Process

The planning process was led by a Strategic Planning Committee chaired by Dr. Susanne Fenske and composed of members from across the university.

Throughout the process, students, faculty, staff, trustees and community members had the opportunity to provide input and feedback to inform the committee’s work.

The committee also communicated with our campus communities, providing updates as its work on the strategic plan progressed.

PennWest’s strategic planning process was informed by five values:

• Learning: We are a community of educators who provide a learning environment where students thrive and achieve their educational, professional, and personal goals.
• Growth: We are student-ready, guiding our students toward personal, financial, and academic success.
• Inclusion: We advocate for all members of our campus communities and provide a supportive environment that builds a sense of belonging and togetherness.
• Collaboration: We engage in innovative partnerships, programs, and opportunities to address the needs of our regional communities and the state.
• Culture: We share a sense of purpose that unites everyone and provides opportunities to learn, work, and thrive. ‍

Through the lens of these values, planning was organized around seven focus areas :

• Academic innovation and excellence
• Affordability
• Career readiness
• Diversity, equity and inclusion
• Enrollment growth
• Fiscal sustainability and efficiency
• Student success

Ongoing Assessment

PennWest’s inaugural strategic plan is expected to cover the 2023-2026 timeframe. During that period, a cross-campus University Planning Council will:

• Provide ongoing assessment of initiatives identified in the plan.
• Monitor the university’s progress toward reaching its goals.

PennWest’s yearlong strategic planning process concluded on schedule, before the start of the 2023-2024 academic year. The timeline:

• ‍ August: Identify core Strategic Planning Committee ‍
• September: Identify strategic planning subcommittees ‍
• October-December: Synthesize existing work; prepare for stakeholder input
• ‍ January-March: Collect stakeholder input ‍
• March-May: Synthesize feedback and develop final plan ‍
• June-July: Create assessment plans
• September: Identify University Planning Council ‍ and launch PennWest Strategic Plan
• Implement plan and actualize strategies and initiatives

University Strategic Plan

Our future: 2032, strategic plan publication.

View the Strategic Plan online The Strategic Plan 2022-32 online publication version is hosted on Issuu the electronic publishing platform. The Strategic Plan 2022-32 document can also be downloaded as a PDF.

Download the Strategic Plan

Key priorities and full recommendations

The following are the full recommendations for each key priority area which include possible strategies and metrics that were essential in informing the goals and objectives. Further, they serve as a starting point for prioritization and refinement of institutional initiatives as the strategic plan moves into implementation. 

We empower one another to develop the skills and knowledge needed to succeed in life and make a positive difference in the world by leveraging our institution’s academic strengths.

View full Academic Excellence recommendation

As a Carnegie Community Engagement Classification institution, we strengthen our relationships with those we serve by cultivating a campus culture grounded in communication, collaboration and engagement that fosters a sense of belonging, safety, and support for all.

View full Community Building recommendation

We actively create and continuously invest in building an inclusive and equitable environment where every member of our community feels like they belong and has access to the resources they need to thrive.

View full Diversity, Equity and Inclusion recommendation

We provide extensive, renowned global learning opportunities to all community members that develop cross-cultural competence and enhance understanding of and contribution to a more peaceful, prosperous, and sustainable world.

View full Internationalization recommendation

As a doctoral university with high research activity (R2), and growing recognition of our high-caliber research and creative scholarship, we advance our institution by having a diverse portfolio of research and creative scholarship that engages students, benefits the planet, expands the frontiers of knowledge and elevates the human condition.

View full Research and Creative Scholarship recommendation

We integrate sustainability into all aspects of university functions and invest in this commitment at the highest level of institutional decision-making.

View full Sustainability recommendation

We safeguard the overall health of our community by embedding well-being into all aspects of WMU’s culture, administration, operations, and academics by utilizing the social determinants of health and eight dimensions of wellness-physical, emotional, spiritual, intellectual, social, environmental, financial and occupational.

View full Well-being recommendation

Next steps and Implementation

Moving forward, University leadership will be responsible for using this Strategic Plan as a roadmap for implementing targeted initiatives to achieve these institutional goals within their own areas of influence. Meanwhile, our campus will begin to develop action plans that refine our strategies and metrics of success.

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UMW Strategic Plan 2020-2026

The Strategic Planning Steering Committee invites you to view Montana Western’s 2020-2026 Strategic Plan and timeline by clicking on the links below:

• UMW Strategic Plan 2020-2026 (click to download PDF)
• Strategic Plan Timeline (click to download PDF)  

Strategic Plan Scorecards

The Strategic Plan Scorecard provides a method of tracking and accountability for each indicator of progress associated with objectives throughout the strategic plan. Scorecard information is updated annually between July and August.

Strategic Planning PowerPoint Presentation

Strategic Planning Steering Committee Members

• Megan Chilson: [email protected]
• Arica Crootof: [email protected]
• Baleigh Doyle: [email protected]
• Brian England: [email protected]
• Nathan Eury: [email protected]
• Ryann Gibson: [email protected]
• Joshua Jessop: [email protected]
• Justin Mason: [email protected]
• Interim Provost Jenny McNulty: [email protected]
• Adrianna Pittman: [email protected]
• Matt Raffety: [email protected]
• Michael Reid: [email protected]
• Rayann Sutton: [email protected]
• Ken Westman: [email protected]
• Eric Wright: [email protected]

Additional Campus Plans

Campus master plan.

Focused on identity, community, architecture and enhancement to the campus, the facilities master plan forms a foundation for the campus’s development team.

Focused on the holistic student experience, Strategic Enrollment Management uses data to align with the university’s Strategic Plan to achieve enrollment goals.

Academic Roadmap

This plan describes each Division’s purpose and Departmental approaches to fulfill the Division’s purpose and meet the strategic plan’s objectives.

Athletics Plan

Dedicated to a championship culture, the Athletic Department will instill an appreciation for hard work in its pursuit of excellence.

The purpose of this plan is to encourage appropriate campus-wide use of technology through consideration of infrastructure, long-term use, and support.

Mission & Strategic Plan

Mission and values.

Western Washington University is a public comprehensive institution dedicated to serving the people of the state of Washington. Together our students, staff, and faculty are committed to making a positive impact in the state and the world with a shared focus on academic excellence and inclusive achievement.

As a community, we uphold certain basic values. These include:

• Commitment to student success, critical thought, creativity, and sustainability
• Commitment to equity and justice, and respect for the rights and dignity of others
• Pursuit of excellence, in an environment characterized by principles of shared governance, academic freedom and effective engagement
• Integrity, responsibility and accountability in all our work

Western Washington University prepares and inspires individuals to explore widely, think critically, communicate clearly, and connect ideas creatively to address our most challenging needs, problems, and questions.

GOALS AND OBJECTIVES

The University's Strategic Plan articulates four goals to advance Western. Our approach is somewhat non-traditional; we articulate our goals as values that we aspire to advance.

This work complements another important effort completed recently, the Sustainability Action Plan: 2015-2035 , which builds on Western leadership in many areas of sustainability to define a comprehensive sustainability plan for the future. Performance on metrics associated with the strategic plan can be found at  Overall Metrics .

Read the most recent President's Report .

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University Strategic Plan

Western Carolina University's strategic plan, "Honoring Our Promise" was updated in 2021. The plan is a living, breathing document that each faculty and staff member lives by every day. It is a promise that the WCU community honors. The seven priorities and benchmarks that will be used to gauge the university's success for this year and many years to follow include: academic excellence, student experience, inclusive excellence, regional development and engagement, employee excellence, responsible stewardship, and vision advancement .

• Honoring Our Promise - Annual Report
• Chancellor's Priorities

1: Academic Excellence

2: Student Experience

3: Inclusive Excellence

4: Regional Development and Engagement

5: Employee Excellence

6: Responsible Stewardship

7: Vision Advancement

Mission, Vision and Values

Strategic Planning Committee

Western Carolina University's Strategic Planning Committee is made up of 37 members from a variety of units across campus representing the diverse constituents of our community.

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Steering Committee – PNW Strategic Plan for 2025-2030

Dear Members of the Faculty and Staff,

As I announced at the end of March , we are launching our new strategic plan, “Excellence Evolving,” which will guide and focus Purdue University Northwest’s journey from 2025-2030. I am pleased to announce the members of the Strategic Plan Steering Committee who will contribute to the development of our new strategic plan in consultation with Strategic Focus Associates.

Members of the Steering Committee are as follows:

• Co-Chair: Yu Ouyang, Associate Department Chair of English and World Languages and History, Philosophy & Political Science, and Associate Professor of Political Science
• Co-Chair: Rebecca Stankowski, Associate Vice Chancellor for Academic Affairs
• Tom Albano, Senior Associate Athletic Director
• Yesenia Avalos, Associate Director for Student Success and Retention
• Joshua Buggs, Student Government Association Representative
• John Durocher, Nils K. Nelson Endowed Professor of Integrative Human Health
• Timothy Griffin, Associate Director, Office of Institutional Equity
• Katie Holderby, Director of Alumni Engagement
• Dave Kozel, Professor of Electrical and Computer Engineering and Faculty Senate Representative
• Rachel Krcmarich, Campus Planning Administrator and MaPSAC Representative
• Maged Mikhail, Interim Associate Department Chair of Engineering Technology and Associate Professor of Mechatronics Engineering Technology
• Iris Sanchez, Director of Hispanic Serving Institution Initiatives
• Kwangsoo Park, Associate Dean, College of Business and Director, White Lodging School of Hospitality and Tourism Management
• Jahaira Perez, Employee Relations Manager
• Julia Rogers, newly promoted Associate Professor of Nursing
• Omar Sahmoudi, Associate Vice Chancellor of Finance and Business Services
• Kathy Tobin, Professor of History and Faculty Senate Representative
• Priscilla Toney, Human Resources Specialist and CCSAC Representative
• Sandra Steele, Associate Vice Chancellor for Enrollment Management

Each of these individuals brings a wealth of experience, expertise, and passion to the committee. Together, they represent diverse perspectives from across PNW, ensuring that our strategic plan is comprehensive and inclusive. I am thankful for the willingness and dedication of these individuals who have graciously accepted to serve and help us as we continue to transform our institution.

Kenneth C. Holford, PhD Chancellor, Purdue University Northwest

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Participate in the Strategic Planning Process

As we continue our journey toward enhancing our college’s future through our strategic planning efforts, we are excited to share the next steps in the implementation process of our recently published, five-year  Strategic Plan  and invite you to participate as we put our plan into action.

You can engage with any of the goals or strategies within a particular pillar to provide essential ongoing engagement and feedback.

We encourage you to review the strategic plan and consider the goals and strategies your work and passions might align with. Submit your interest in working within any of the goals or strategies within a particular pillar. The Pillar Leads will review and consider how to engage you in this critical work.

Please reach out to the Office of Strategic Management at  [email protected] with any questions or contact the Pillar Goal Leads for more information about the strategic plan pillar goals:

• Community Care: Jeff Haney, MD, Chair, Medical Education and Clinical Sciences, Community Care Pillar Goal Lead
• Education: Lonika Sood, MBBS MHPE, Interim Vice Dean for Educational Affairs, Education Pillar Goal Lead
• Environment: Leila Harrison, PhD, MA, MEd, Vice Dean Vice Dean for Admissions, Student Affairs, and Alumni Engagement, Environment Pillar Goal Lead
• Research: Sterling McPherson, PhD, Interim Vice Dean for Research, Research Pillar Goal Lead