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Implementation, Progress and Impact

A Framework for the Future 

The Strategic Plan outlines the University's priorities for the next five years. A foundation to guide decisions and focus resources within our integrated planning and institutional effectiveness model, the plan is however neither exhaustive nor unchangeable. It does not reflect all of the things we wish to achieve over the coming years, nor does it preclude new possibilities that may emerge. We recognize that a strong strategic plan is optimistic, yet also realistic, able to address and potentially adapt to changes and opportunities in our environment, and shifts in our own needs, as we proceed. This website will capture such adjustments of course and direction.

Initiatives Underway 

The Strategic Plan outlines a number of new activities, but also seeks to advance, expand, and align initiatives that are already underway. Read more about some of these innovative activities.

The Slattery Center for the Humanities and Cross-Discliplinary Humanities Initiative

Resilience Initiative and Programming

THR1VE: First Generation Students 

The Council for Diversity and Inclusion 

The SBDC: Alignment and New Initiatives 

 

First Year Priority: Diversity and Inclusion Planning

The Strategic Plan outlines our shared commitment to diversity and inclusion, that we together: "reflect and understand the diversity of the world by demanding that diversity be a priority as we build an inclusive community and campus culture, develop and deliver our education and shape our student experience." One of the primary objectives for this goal is the development of a comprehensive, University-wide plan for diversity and inclusion. Internal assessment, discussion, and analysis to build this plan took place during the spring and summer 2021. A draft plan is scheduled for campus review during the fall 2021 semester. Click here to read more about this collaborative effort.

First Year Priority: Strategic Enrollment Planning

The Strategic Plan’s goal to “Advance the University through Innovation” articulates several objectives that guide and support our ongoing Strategic Enrollment Planning (SEP). This process places a strategic, collaborative focus on developing new programs and supporting students success through recruitment, retention, and financial support initiatives, amongst other key components.  Read more about the SEP process, including recent initiatives and outcomes, here.

Stories of Impact: Emerging Initiatives and Innovative Programming

Supporting students in their formation is a core component in our Strategic Plan. Residential Learning Communities, a high impact practice that brings students together via shared living and learning experiences, are a powerful way to build a sense of belonging and support personal and academic success. Expanding these offerings, two new learning communities are underway for fall 2021: the THR1VE First Generation Community, and Community for Transformational Learning. Read more about these new living/learning opportunities, and the University's six other Residential Learning Communities, here.

Another high impact practice, Community Based Learning (CBL), as well as community based research, continues to thrive. CBL connects students to the community through coursework and research projects, another powerful example of our commitment to Partnerships in our Mission. Read about recent CBL activities, here.

In June 2021, the University announced the establishment of a new Center for Ethics and Excellence in Public Service (CEEPS). Housed in the College of Arts and Science and co-directed by Political Science faculty, CEEPS will offer learning and networking opportunities that facilitate the development of ethical and competent public officials and of civically knowledgeable, responsible, and engaged community members. The Center will also engage students with interest in public service through internship opportunities. Read more about the Center, here.

Ongoing Evaluation and Renewal

The strategic planning lifecycle includes key milestones for measuring our progress and highlighting the plan's impact. Guided by a broad Implementation Roadmap, we will define and monitor metrics, outcomes and assessment findings for the plan's goals and objectives to determine if they are complete/operationalized, active and maturing, if additional investment is required, or if the goal or objective itself needs to be reviewed or adjusted in some manner to address our changing needs.  These progress reviews will also help identify priorities or establish special focus areas.

Share A Story

Tell us about your Strategic Plan experience!  Click to "Share A Story".

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For More Information

Questions, comments about the Strategic Plan, or the planning process? Email us at: planning@scranton.edu