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
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.
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
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
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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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
Office of the President 1800 Grant Street, Suite 800 | Denver, CO 80203 General: (303) 860-5600 | Fax: (303) 860-5610 | Media: (303) 860-5626
University strategic plan, office of the deputy vice-chancellor (pre), directorate of strategic planning & performance contracting.
The Strategic Plan 2019-2024 is the key document in our cycle of planning, delivery and accountability.
This is the second Strategic Plan of University of Eldoret (UoE) since it became a fully-fledged Public University in 2013. In the last five years (2014-2019), the University has made remarkable progress, and subsequently redefined its focus within its mission and vision to draw its long term development plans. A review of the latest external assessment and a situation analysis of the University’s operating environment, as documented in the University of Eldoret End-Term Evaluation of Strategic Plan 2014-2019, brings a number of challenges to the fore. The university’s present and future challenges informed the development of Strategic Plan 2019-2024.
The Strategic Plan has been developed in cognizance of Constitution of Kenya, Vision 2030, the Big Four policy and other legal documents. The University has a vision of being “ A premier University that nurtures global leaders and innovators ” as it strives to achieve the mission “ To provide quality education, training, research and consultancy in Science, Agriculture and Technology to meet the needs and aspirations of a dynamic society ”.
The University will achieve its vision by engaging in increasingly close cooperation with both its established and new partners and stakeholders in Kenya and abroad. Collaboration creates more impact than individual efforts.
To achieve its vision, the University of Eldoret will focus on six (6) strategic objectives for the period 2019–2024, namely:
- To enhance quality of teaching and learning
- To position the university as a research centre
- To improve governance and corporate image
- To attract and retain competent human resource
- To develop and maintain physical and technological infrastructure
- To strengthen resource mobilization and utilization
The plan describes the key actions designed to deliver against these aspirations and how we will measure achievements.
Download Strategic Plan 2019-2024
UoE Strategic Plan 2019-2024 pdf (5.68 MB)
DR. David W. Waswa Director, Strategic Planning & Performance Contracting
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- Strategic Plan 2020-2025
The Harvard Hillel Board of Directors and staff, under the guidance of the strategic planning committee, developed this 5-year plan to direct their efforts to meet the newly crafted [proposed] mission.
The creation of this document is only a first step in achieving Harvard Hillel’s objectives. The next step is to further develop the appropriate plans, action steps, and timeline to meet the goals.
During the implementation of the plan, it is the Board’s responsibility to ensure that the organization, through the actions of professional staff, is meeting its goals by monitoring progress on a regular basis and evaluating performance against each goal.
This is a working document, a tool to help Harvard Hillel achieve its goals. As such, it may be adjusted and modified as needed to support the changing environment and the needs of the organization.
Harvard Hillel is a Jewish home on campus that seeks to:
- Welcome students to experience the variety of Jewish identity, tradition, practice, values, culture, and community.
- Inspire and enable Jewish connection, celebration, and action.
- Prepare students to join, create, shape, and lead Jewish communities; strengthen the Jewish people; and live proud Jewish lives.
- Share Jewish sources, traditions, ideas, and innovations, and their relevance in our world.
- Forge connection and engagement with the State of Israel.
- Foster friendship in a nurturing and refreshing sanctuary amid the stresses of student life.
Engage the unique opportunities of Harvard and make Jewish thought and culture integral in the life of the University.
Goal 1: Undergraduate Students
Expand undergraduate outreach and engagement to connect with all Harvard College students who have a Jewish identity to inspire and support them in forging Jewish life.
Goal 2: Graduate Students
Build a Jewish community among Harvard graduate students and Harvard-affiliated young adults.
Goal 3: Community Engagement
Raise the profile of Harvard Hillel on campus and beyond.
Goal 4: Facilities and Rebranding
In service of Goals 1, 2, and 3, ensure that our physical space supports our new and expanded offerings and explore rebranding Harvard Hillel.
Undergraduate students who have a Jewish background/identity are the heart of our work at Harvard Hillel. We serve as a home base and hub of activity for all Jewish students. We support students along their unique paths, contributing to a meaningful Jewish life which sustains well after they graduate. We embark on this strategic plan resolved to know every Jewish undergraduate student at Harvard by name, to deepen relationships with and among students, and to use our knowledge of real student needs and interests to continue to offer dynamic programming for the diverse group of students in our care.
Strategy 1: Data Collection
Improve collection, analysis, and use of data to achieve greater understanding of our target population, discern and further develop effective engagement strategies, and sustain engagement with all students we identify.
- Survey students at least annually to understand their needs, measure their satisfaction with our programs and determine the impact Harvard Hillel has on their Jewish identity.
Strategy 2: Outreach
Increase the frequency and continually evolve the mix of outreach initiatives and programs to identify and involve all Harvard College students with a Jewish background/identity.
- Augment our peer-elected Undergraduate Steering Committee with an appointed student leadership team focused on outreach and engagement.
- Ensure outreach and engagement work is a consistent year-round focus, beyond current seasonal pushes (which include Freshman Week, High Holidays, Shabbat1000, Housing Day, Passover, Visitas).
- Strive to have at least 75% of Jewish undergraduate students attend at least one Harvard Hillel event per year.
Strategy 3: Engagement
Increase the number of Jewish Harvard College students* who have deeper or more frequent involvement with Harvard Hillel.
- Further nurture and support our existing community of highly engaged students.
- Cultivate a broader set of undergraduate affinity groups within Harvard Hillel.
- Increase collaborations with student affinity groups on campus through joint programming and offering our facility to host collaborative events.
- Attract students by multiplying opportunities for student-faculty encounters.
- Expand program offerings which educate and expand upon students’ cultural fluency so that they can lead meaningful Jewish lives.
- Create opportunities for current students to develop relationships with Harvard Hillel professional staff to that we can support each student on their unique Jewish path.
- Strive to have at least 35% of Jewish undergraduate students attend 6 or more events or 1 or more immersive experiences.
Strategy 4: Professional Development
Provide ongoing professional development for the Harvard Hillel staff in outreach and engagement to improve effectiveness.
- Partner with peer campuses for staff training in outreach and engagement.
- Take advantage of Hillel International programs to learn from the field.
*Note: future references throughout this document to “Jewish” students, or similar terms, are meant to encompass broadly those who have Jewish identity or background.
Approximately 2500 Jewish graduate students are enrolled in Harvard's eleven graduate and professional schools. Transforming this large and currently underserved population of Jewish young adults into a community is a worthwhile objective in itself and will broaden our reach as Jewish enrollment in Harvard College has declined. Creating a graduate student community requires a distinct and robust programmatic approach. In addition, a large local age peer community is greatly enmeshed with Harvard graduate students in Jewish life, presenting a challenge of mission scope, but also the possibility of partnerships with other organizations. The goal of Jewish graduate student community demands the most structural change – to staffing, facility, and funding – but we believe the opportunity is compelling.
Strategy 1: Data Collection
Collect data to better understand the needs and opportunities to engage Harvard graduate students and Harvard-affiliated Jewish young adults.
- Conduct an environmental scan of other Hillels and Jewish organizations who actively engage graduate students.
- Survey and conduct focus groups with Harvard Jewish graduate students to determine the type of programming which will meet their interests and needs.
- Improve our data on Jewish graduate student populations in Harvard’s eleven graduate and professional schools, in order to improve communication, visibility, and outreach.
Strategy 2: Leadership
Create and staff a Council of the Jewish Student Association (JSA) heads from across schools for collaborative planning and programming.
- Work with JSA’s to identify and reach all Harvard University graduate students with a Jewish background/identity.
- Hire graduate student interns to support JSA Council initiatives.
- Increase communication and visibility of the Harvard Hillel “brand” in the graduate school communities.
Strategy 3: Programming
Expand our programming and the calendar of events to build community across graduate schools and engage graduate students in Jewish life.
- Host more of our highly popular social gatherings for graduate students.
- Involve graduate students and young professionals regularly in each of Harvard Hillel’s denominational prayer communities.
- Support small group “clusters” for Shabbat meals and Jewish learning.
- Multiply opportunities for encounters among students and faculty across Harvard schools and young professional communities.
- Increase mentoring of undergraduates by graduate and professional students.
Strategy 4: Partnerships
Explore partnerships with outside organizations who are already working to engage graduate students and young professionals.
- Investigate a partnership with Combined Jewish Philanthropies to establish Base Hillel Cambridge.
- Develop a more consistent collaboration with the Cambridge Conservative Minyan.
- Explore potential collaborations with Chabad, Moishe House, et al.
- Collaborate with local organizations to build broader post-graduate Cambridge Jewish social and cultural community.
Goal 3: Community Engagement
Harvard Hillel engages our community in compelling ways when we create featured programs that leverage the special assets, opportunities and setting of Harvard. Sharing Jewish ideas and culture and Israel with all of Harvard is an essential role; and our setting at the core of the Harvard community, along with our network of thought leaders and accomplished alumni, enable us to create and convene conversations of the highest caliber. Harvard Hillel will build on our current high-profile forums and initiatives to a) engage our University community and increase our appeal on campus by showcasing thought-leadership on relevant issues; b) share this aspect of Harvard Hillel with our widespread alumni and other supporters; and c) increase the renown of Harvard Hillel as a thriving community and center of Jewish excellence.
Strategy 1: Student Leadership
Amplify students’ voices on issues of the day and increase dialogue among students, faculty, and special guests on critical issues facing the Jewish community and Israel.
- Cultivate and promote an expanded set of major programs conceived by students (e.g. Israel Summit, Israel Trek, student-invited speakers).
- Increase student involvement in the conception, planning, and implementation of further high-profile programs.
- Strengthen Harvard Hillel’s position as the center of Jewish and Israel activity on campus.
Strategy 2: Partnerships and Programs
Multiply and diversify collaborations with faculty, academic departments, offices, and centers of Harvard to consolidate and promote our distinctive platform for featured conversations on important ideas and issues.
- Continue and highlight our faculty and guest speaker series and continue to share it online.
- Build on the success of the Riesman Forum on Politics and Policy, Brachman Israel Initiative, and Harvard College Israel Trek to convene further high-level events and conversations.
- Partner with Harvard departments, offices, and centers to develop and launch relevant, proactive, and responsive events on campus.
- Increase student-faculty interaction through these collaborations.
Strategy 3: Wider Audience
Share selected high-profile Harvard Hillel programs with our wider constituency of alumni and supporters in convened programming at Harvard and in online modalities that increase our visibility and reach.
- Build a core set of programs and opportunities for alumni to foster connection and engagement with Harvard Hillel and one another.
- Promote and share signature Harvard Hillel programs with alumni via in-person and digital platforms; live-stream and web-cast major programs to beyond-campus constituencies and a wider audience.
- Create a featured program each year at reunion time.
- Consider new forums for engaging students, faculty, alumni, and others around topics of Jewish- and Israel-related interest
- Foster an online community among Israel Trek returnees, including current students and alumni (already numbering in the hundreds); consider creating an Israel Trek for alumni and supporters.
In service of Goals 1, 2, and 3, ensure that our physical space supports our new and expanded offerings and explore rebranding Harvard Hillel.
Strategy 1: Facilities
Decide on the extent of renovations to Rosovsky Hall needed to meet our future needs.
- Ensure we can provide ample space for simultaneous graduate and undergraduate events and incorporate graduate students into Shabbat community and Sabbath meals.
- Ensure that we have the financial resources in hand to support any expansion/renovation of our facilities and increase endowment levels to secure Hillel’s continued programming role on the Harvard campus.
Strategy 2: Rebranding
Determine the advantages and liabilities of rebranding Harvard Hillel, whether in the near term or as programming evolves .
- Survey and conduct focus groups with undergraduate students, graduate students, alumni, and other supporters.
- Conduct a study of Hillels who have undergone a rebranding effort.
Implementation of this plan, particularly the goal of building a Jewish graduate student community, will require additional funding and staffing as well as modifications to the facilities at Harvard Hillel. It is important to make provisions to secure these resources to ensure the success of the strategic plan. Therefore, a task force with representatives from the Strategic Planning Committee, Development Committee and Building Committee will meet to coordinate their plans.
In order to successfully implement the strategic plan, we will have to reassess our staffing structure. Parts of this plan, particularly Goal 1, can be executed with minor realignment of the current staffing levels. However, some initiatives, such as those in Goal 2 and possibly Goal 3, will likely necessitate additional staffing and/or repurposing of current staff once the amount and types of new programs are determined for each goal.
The additional programming and staffing needs, along with the required building renovations, have significant associated costs. Fundraising, which has been integral to Harvard Hillel’s success, will become even more of a priority for both the organization and the board.
This strategic plan and the vision for our building necessitate a robust, multi-year fundraising plan to ensure that we have the resources we need and remain sustainable. Year 1 of the strategic plan, when we have relatively few additional expenses, will be spent creating the fundraising plan which will include a major gifts program, outreach to untapped foundations, and an expanded capital campaign. Implementation of the fundraising plan will begin in year 2 when we need more resources to implement Goals 2 and 3.
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- Our Mission
- Impact Report
- History of Harvard Hillel
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12+ SAMPLE Editable University Strategic Plan in PDF
Editable University Strategic Plan
12+ sample editable university strategic plan, what is a university strategic plan, what’s in a university strategic plan, steps in the strategic planning process, what does strategy mean, can strategy planning empower the employees of an organization, who participates in the strategic planning process.
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1. determining the strategic position, 2. sort the objectives, 3. develop a plan, 4. execute and manage the strategic plan, 5. review and revise the strategic plan, share this post on your network, you may also like these articles, 14+ sample project assessment plan in pdf.
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IT Strategic Plan
Download the 2018 IT Strategic Plan
In 2012, the CIO Council defined—for the first time—a shared vision for IT across Harvard's schools and departments, and a unified IT Strategic Plan to guide our collective efforts. The plan outlined a bold set of initiatives that taken together aimed to transform , modernize , and greatly simplify our IT landscape. The current IT Strategic Plan was launched in 2018, and features eight CIO Council Initiatives and eight University IT Priorities that represent areas of continued investment.
Download the 2015 IT Strategic Plan
CIO Council Initiatives
- Collaboration Develop and implement a strategy for the next set of collaboration tools, including video conferencing and directory strategies to improve ability to work within the University and with external partners.
- Executive and Extended Education Support In partnership with the Executive and Extended Education community, identify and implement common administrative and delivery systems to facilitate knowledge sharing and to leverage shared investment.
- Digital Content Infrastructure In partnership with the Library, develop the infrastructure to support digital content, including digital asset management and storage, to improve University-wide ability to access and use Harvard’s digital content.
- Alumni Systems In partnership with AA&D and school development offices, develop a University-wide approach for replacing alumni systems, including ADVANCE, that addresses data management and governance, to support alumni engagement and solicitation activities across the University.
- In-Classroom Technology Determine what, if any, technology standards and solutions should be consistent across the University and implement those standards and solutions so that teaching staff has greater consistency and better ease of use.
- Administrative Data Management Pursue the next phase of Administrative Data Management to improve quality and usability of Harvard’s administrative data.
- User Experience Execute strategy to enhance user experience to improve ease of access to and use of Harvard’s systems and information.
- Operational Technology In partnership with facilities community, clarify policies and support model for operational technology across the University to mitigate risk.
University IT Priorities
- Information Security Continue to invest in information security efforts related to awareness, risk assessment, and operations.
- Enterprise Architecture Define and encourage adoption of a University-wide enterprise architecture consisting of technical principles, standards, and supporting resources.
- Shared Service Model Evolve and refine the shared service model and service delivery.
- Research Computing and Research Data Compliance Support the Research Computing Council in driving alignment across research computing groups and improve support for research data compliance.
- IT Workforce Development Continue to invest in IT workforce development through IT Academy, diversity and inclusion efforts, and the IT Fellows Program.
- IT Procurement and Vendor Management Continue to identify and pursue opportunities to simplify and streamline IT purchasing.
- Change Management Improve ability to deliver projects and programs to the community through best practices and training related to change management and business process assessment.
- Sustainability and Green IT Support Harvard’s sustainability efforts focusing on reducing e-waste and rolling out managed print services.
- Apply to UVU
Unit Strategic Planning
Unit planning process.
University Planning and Effectiveness (UPE) manages and supports the unit planning process. UVU uses a four-year, rolling strategic planning process to communicate vision, set priorities, and focus efforts on fulfilling their own missions and that of the university. All units at the director/department chair level or above are required to develop a strategic plan. Strategic plans are the primary means of supporting budget requests.
University Planning Resources
Organizations should coordinate their own strategic plans with the key plans and initiatives of the university. Helpful documents include:
- Vision 2030
Major University Operating Plans
2020 UPAC Mission Fulfillment Evaluation
Key Performance Indicators
2022-23 Strategic Planning
- Strategic Planning Training Resources
- Planning, Budgeting, and Assessment Process
- Guidelines and Instructions
- Strategic Plan Template
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9+ Academic Strategic Plan Templates
The United States has always prided itself in its strong academic research funding, and this was what attracted the steady flow of international students each year since the peak years of 2010-2011, but of the 62 American universities in Times Higher Education ranking of 2017, in the top 200, 29 have dropped considerably since 2016. You may also see IT strategy plan templates .
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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.
Strategic Plan Strategic Initiatives Progress in Action 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.
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 Social Responsibility
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.
2022 - 2027 University Strategic Plan (PDF) Priority 1 Priority 2 Priority 3 Priority 4 Priority 5 Contact Us Strategic Planning, Analysis and Institutional Effectiveness 1601 S. Martin Luther King, Jr. Blvd. Tallahassee, Florida 32307 P: (850) 599 8316 F: (850) 599 8321 E: [email protected]
The strategic planning process is a continuous cycle, involving plan design, implementation, and evaluation, as well as stakeholder engagement, the maintenance of strategic planning mechanisms, and alignment with the budgeting process. Some of the most critical steps are listed below, aside from the creation of the strategic plan documentation.
Strategic plan 2018-24 Scope 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.
University's rich academic environment We will retain the best that Oxford has to offer in its teaching, including close personal supervision and support, access to world leading academics and unparalleled learning resources including our libraries and collections. We will also University of Oxford Strategic Plan 2018-23 2
What is a strategic plan and why is it needed? A roadmap to launch and grow your organization Process as important as product (perhaps more important) Aligns stakeholders around strategic priorities Communicates your goals, strategies and programs Engages, motivates, and retains external and internal audiences (e.g., board, staff, donors, etc.)
To strengthen resource mobilization and utilization The plan describes the key actions designed to deliver against these aspirations and how we will measure achievements. Download Strategic Plan 2019-2024 UoE Strategic Plan 2019-2024 pdf (5.68 MB) DR. David W. Waswa Director, Strategic Planning & Performance Contracting
Strategic Plan - Chicago State University - Home
university's key stakeholders: faculty, staf, students and alumni. Because of the eforts we have made together, UMUC is today a signiicantly diferent, stronger and healthier institution. And—with this strategic plan serving as a roadmap for student success and the university's global growth—I am conident that the best is yet to come.
The Harvard Hillel Board of Directors and staff, under the guidance of the strategic planning committee, developed this 5-year plan to direct their efforts to meet the newly crafted [proposed] mission. The creation of this document is only a first step in achieving Harvard Hillel's objectives.
This strategic plan builds on Northwestern's current 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 critical to the University's future.
Strategic planning models have similar components that guide the planning process. IHEs utilize the model and associated method that best fits the needs of the institution. Usually, the planning process progresses through each of the models' components in sequence (Hinton, 2012). Although strategic planning occurs at the institutional level ...
A strategic plan must include a clear description of the university's mission and rationale for being. It might include answers to queries like why the university was founded and what the institution hopes to achieve by developing it and making its knowledge and services available to the public. Vision Statement.
MCPHS UNIVERSITY SCHOOL OF PHARMACY-BOSTON STRATEGIC PLAN 2016-2019 Initiative 1. Provide relevant, innovative and progressive educational opportunities ... MCPHS UNIVERSITY SCHOOL OF PHARMACY-BOSTON STRATEGIC PLAN 2016-2019 Post Master's DNP Applicant Master's Degree Preceptor-Supervised Clinical Hours Verification Form Author:
Radford University | Virginia | Best in the Southeast
Strategic Plan - Radford University | Virginia | Best in the Southeast
more vigorously so that the University can continue offering education at a cost affordable by many. Of course, the affordability is a strong factor that helps the University to attract talented students in large number. Therefore, offering affordable education is just not a motto of the University, but also a way of sustaining its eminence.
The current IT Strategic Plan was launched in 2018, and features eight CIO Council Initiatives and eight University IT Priorities that represent areas of continued investment. Download the 2018 IT Strategic Plan Download the 2015 IT Strategic Plan CIO Council Initiatives Collaboration
As we noted earlier, an overall university strategic plan will typi-cally be linked to strategic and action plans at the college, depart-ment, and supporting-unit levels. With this in mind, strategic planning methods will typically follow one of two broad approaches: 1. Methods that emphasize linear flow, breaking down higher
UVU uses a four-year, rolling strategic planning process to communicate vision, set priorities, and focus efforts on fulfilling their own missions and that of the university. All units at the director/department chair level or above are required to develop a strategic plan. Strategic plans are the primary means of supporting budget requests.
Plan Templates 9+ Academic Strategic Plan Templates. The United States has always prided itself in its strong academic research funding, and this was what attracted the steady flow of international students each year since the peak years of 2010-2011, but of the 62 American universities in Times Higher Education ranking of 2017, in the top 200, 29 have dropped considerably since 2016.