The new strategic plan has its roots in analysis, reflection, and discussion about how we may best leverage our strengths to respond to external challenges and opportunities, coupled with detailed analysis of internal assessments and resulting recommendations and opportunities for improvement and growth.  Input from faculty, staff, students, and other stakeholders has been sought and incorporated throughout the process. Our practice also incorporates findings and recommendations from similar conversations that occur across the the University community, as well as the direction and potential impact of new and emerging institutional initiatives. 

Launching in January 2026, the plan will run through December 2030. 

The University's Strategic Planning 2025 Framework describes our approach and detailed timetable of work.

Leadership

The University Planning Committee (UPC), which includes representation from our Faculty Senate, Staff Senate, Student Government, and staff and leadership from a variety of administrative areas, serves as the steering committee for the development and implementation of the strategic plan. The UPC is chaired by the Provost and Senior Vice President for Academic Affairs. The UPC is tasked with the development and recommendation of the final strategic plan document for approval by the University's President and Board of Trustees, supporting its implementation and monitoring its progress through both established metrics and other evaluation. The UPC may also seek assistance from existing committees or establish ad hoc working groups to engage in more detailed analysis of selected topics and support its implementation.

In today's dynamic higher education environment, The University of Scranton remains committed to its mission as a Catholic and Jesuit institution. This mission, further informed by the Society of Jesus' Universal Apostolic Preferences, the Association of Jesuit Colleges and University's Characteristics of Jesuit Education, and our ongoing commitments to magis, cura personalis and cura apostolica (Jesuit terms that describe our commitment to excellence, the individual care of each individual who is part of our community, and our institution and its resources), provides the foundation for our planning and decision making. Planning helps us to articulate our priorities, and define clear, actionable steps to reach these aims. 

• Following an Integrated Planning Model, our planning is attentive to external issues, including changing student and public expectations, demographics, modes of delivery, and rising demand for experiential and practical learning, to name just a few, while navigating increasing costs, ever more scarce resources, and calls for accountability. 
• While considering these and other external challenges and opportunities, our planning is also responsive to emerging needs, opportunities, and areas of improvement identified by our students, faculty, staff and other stakeholders through outreach and conversation during the planning process and through institutional assessments, such as our recent Middle States accreditation self-study, AJCU Mission Priority Examen, and other surveys & evaluations. We have also intentionally reflected on the progress of our most recent strategic plan, which concluded in December 2025, to identify priority areas of sustained importance that may transition to the next.

Selected resources, readings, and materials:

The University of Scranton's Mission, Vision, and Institutional Learning Outcomes 

Mission, Vision and Values Described: a brief primer developed via discussion with the University Planning Committee (spring 2024)

The Universal Apostolic Preferences of Jesuit Institutions

AJCU Characteristics of Jesuit Colleges and Universities

University Planning Guide

Implementing our strategic plan will take the time, talent, and contributions of all members of our University community. 

Through our integrated planning and institutional effectiveness model, we will create avenues for all units of the University – academic and administrative – to directly support the plan’s goals and objectives through involvement with specific initiatives outlined in the plan, and other opportunities via their ongoing department, college, and divisional planning and assessment activities.   Other institutional planning activities will be revisited to ensure alignment with the Strategic Plan. 

The Strategic Plan’s progress will be evaluated using a suite of strategic metrics and other identified outcomes measures for each of its four goals. These data points, supplemented by qualitative evaluation processes, will provide regular data and information to monitor the plan’s success and impact.

In addition to tracking strategic metrics, targets, and other direct assessments, regular progress reporting on these plans will further illustrate the work being done across areas and provide additional moments of reflection and directional refinement to address changing circumstances and new opportunities.  The Strategic Plan’s call for innovation in the areas of enrollment planning, academic planning, and resource planning will also directly impact the methods, information products, and decision-making activities to support, sustain, and improve our planning overall.

Strategic Plan 2030 Implementation Roadmap

Strategic Plan Implementation Structure