UWG's Strategic Plan
BECOMING
is about what we grow to be.
If Commencement is the culmination of our work as a university, then our Becoming as an institution should be the central focus of our daily work.
Becoming UWG - the stakeholder-based strategic planning process - has sought the input and support of members across the UWG community to help shape a comprehensive blueprint for the university, one that will provide clarity and relevance for the future of the institution. More than 1,300 members of the UWG community - students, faculty, staff, alumni, community leaders, boards, and other external stakeholders - took an active role in the university's strategic planning for the future.
Strategic Plan
PROCESS
In the first stage of the process, Stakeholder Engagement, we hosted nearly 100 Discovery Sessions and fielded a survey that garnered more than 900 responses. The institution gathered input from cohesive, far-reaching, and collective voices to guide what the university will become.
During Strategic Planning Prioritization, the process engaged members of the university’s executive team, President’s Cabinet, Provost’s Council, Faculty Senate, Staff Council leadership, and Strategic Planning Steering Team to validate and prioritize the themes that emerged during Stakeholder Engagement.
PRIORITIES
UWG will continue to evolve to be more relevant to students’ needs (both inside and outside the classroom), as well as adapt to a changing world and economy. UWG curates its operations around higher end-user expectations in order to emerge as the first choice for students, employees, employers, and supporters. A public university is a unique institution in the United States that has the capacity to provide a holistic "sense of place." UWG will live up to that expectation all the time.
Relevance
Competitiveness
Placemaking
STAKEHOLDER INPUT
Steering team members identified a number of recurring themes during the Discovery Sessions. The following categories provide additional context, highlighting the diverse perspectives that emerged.
The themes identified included:
- Identity
- Belongingness
- Connectedness
- Race/Diversity
- Academic Excellence
MARKET ANALYSIS
A study led by Gallup and Purdue University found that just 3 percent of all college graduates say they had all six of the experiences - “The Big Six” - that strongly relate to whether they felt their colleges prepared them well for life. Together, and individually, the Gallup-Purdue Index finds these six experiences have a greater effect on long-term life outcomes such as employee engagement and well-being - even more than the type of school these graduates attended (for example, public or private).
The “Big Six”
SUPPORT
- I had at least one professor who made me excited about learning.
- My professors cared about me as a person.
- I had a mentor who encouraged me to pursue my goals and dreams.
EXPERIENTIAL
- I worked on a project that took a semester or more to complete.
- I had an internship or job that allowed me to apply what I was learning in the classroom.
- I was extremely active in extracurricular activities and organizations.
Strategic Priorities
Update existing programs and develop new programs based on continuous market analysis in order to engage students and provide them with 21st-century learning experiences. Launch or advance students’ careers before graduation by ensuring that they work on at least one meaningful, interactive project that takes a semester or more to complete. Elevate all students’ professional, cultural, and global competencies by engaging them in experiences that go beyond academics.
Contemporary Academics
Experiential Learning
Co-curricular Activities
Working Together
Looking Ahead
Elevate institutional visibility and reputation by promoting the successes and contributions of students, faculty, staff, and alumni. Be distinct - design distinctive, world-class experiences inside and outside the classroom for all who “Go West,” differentiating ourselves from our peers and aspirants. Embed excellence in service in all that we do - create remarkable experiences through proactive service (ensure everyone feels “expected”). Recruit, hire, and continually develop a high-performing, diverse workforce with multiple perspectives. Implement a holistic, institution-wide integrated wellness framework to enhance the lives and performance of students, employees, and external communities we serve. Advance the front porch of the university by engineering the student athletic, artistic, and other externally-facing (or audience-centered) experiences around a culture of excellence.
See and Be Seen
Stand Out
Be Better
Diversity is Strength
Get Healthy
Culture of Excellence
Working Toward the Future
Strengthen the sense of belonging and connectedness at UWG by intentionally nurturing relationships and bonds among students, faculty, staff, alumni, and communities. Intentionally cultivate a safe and inviting environment that seamlessly integrates equitable principles in all institutional actions. Continuously elevate physical and digital spaces, presentation, and service to cultivate a clear, distinctive UWG identity and experience on campus and throughout the region.
Feel at Home
Feel Welcome
Feel Unique
Feel Proud