Learn to Thrive: Strategic Plan 2022

Strategic Initiatives

Timeline

View the accessible Timeline table.

The strategic timeline visually identifies the start year along with the planning and development phases for each initiative (in the darker shade). Once implemented, each initiative continues throughout the scope of this plan. While one might wish to start every initiative immediately, resource limitations and other factors make a staggered approach more feasible, ensuring greater focus on the success of each initiative. This timeline will be updated annually as progress on each initiative is assessed.

Timeline Table

Initiatives

The initiatives were developed to achieve the objectives articulated within the imperatives. Almost every initiative was developed with the intent of “moving the needle” on more than one objective.

  1. Innovative Programs: Create a process to: >1) assess and address societal needs, develop innovative programs, and modify current programs to address those needs (e.g., women in STEM fields such as informatics, which leverages our historic strengths in health and interprofessional collaboration), 2) develop innovative pathways to degree completion, including expansion and support for community college transfer programs and second-admit programs, 3) develop an integrated approach to scheduling and program offerings that maximizes ancillary services, space utilization and parking, with a focus on student opportunity, and 4) explore geographic and campus expansion opportunities that will leverage programs of distinction.
  2. Visibility: Create a comprehensive strategy to increase the visibility and awareness of the university among all of our constituents (e.g., students, donors, medical community, alumni, faculty, staff, partners, government, professional associations, employers, media), and includes leveraging the value of our locations within major medical centers.
  3. Center for Women’s Leadership: Create a nationally distinctive, comprehensive center for women in leadership, business, politics, and public policy, while also developing a unified vision of leadership across the university to guide student development opportunities.
  4. Belonging: Initiate a “belonging” strategy to create a climate where each person—student, faculty, and staff—feels a sense of valued place at the university.
  5. Health & Well-being: Develop a university-wide culture of health and well-being that emphasizes self-care, healthy lifestyle, and resilience for students.
  6. Purposeful Partnerships: Establish the process and criteria for beneficial partnerships along with measures of impact, including community service, faculty research and collaboration, and student internship and employment opportunities.
  7. Talent Acquisition & Development: Create a comprehensive university strategy to attract, acquire, develop, and retain diverse talent necessary for long-term university success.
  8. Master Plan & Space Utilization: Develop a master plan and space utilization process to identify needs and effectively manage space, with special attention focused on sustainability and meaningful use of protected green space.
  9. Research Culture: Develop support services and infrastructure that fuel a vibrant research culture across the university.
  10. Process Efficiencies: Develop efficient and effective processes to streamline and enhance operations and foster a culture of continuous improvement.
  11. Financial Vitality: Develop the sustainability and agility of the institution through financial and operational modeling, long-term planning, and identification of new revenue opportunities.
  12. Transfer Student Success: Design innovative approaches to seamless curricular and co-curricular support of transfer students.
  13. Competitive Sports: Identify and implement competitive team sports to augment the student experience and align with university strategic priorities.
  14. Global perspectives: Increase global perspectives through faculty exchanges, enrollment of international students, education abroad, and international collaborations.
  15. Innovative Childcare Solutions: Launch an initiative to develop sustainable solutions that address childcare needs within the context of academic success.
  16. Health Care Professionals: Address the shortage of health care professionals by leveraging Texas Woman’s leadership in graduating high-quality faculty to teach and prepare the next generation of health care professionals.
  17. Purpose & Skills: Institutionalize the Pioneering Pathways: Learn by Doing (TWU’s five-year quality enhancement plan; twu.edu/qep) to enhance opportunities for students to find their sense of purpose, develop marketable skills, and increase graduation rates.