Dear Members of the University Community, 

I am pleased to provide an update on the progress of our strategic planning efforts. Since the official launch near the end of the Fall semester, each of our working groups has transitioned from the planning phase that began last spring to the implementation phase that will continue throughout the duration of the plan. This will enable us to accomplish the short-term and longer-term objectives that are outlined in each of our O utstanding Success Possibilities (OSPs).   

Over the course of the last month, considerable progress has been made on several important objectives and the foundation has been developed to achieve the outcomes featured in this ambitious plan.

For example, six courses for two program tracks through a “Connected Core” are ready to pilot in Fall 2022, a key initiative within our OSP calling for the University to be a leader in market-responsive education. In addition, two separate significant grant proposals have been submitte d to the National Endowment for the Humanities (NEH).

As part of our Justice, Equity, Diversity, Inclusion, and Service OSP, a Campus Climate Response Team has been created that will develop a leadership team model to address and respond when racial or bias incidents happen on campus. To support our People First OSP, a new University talent management philosophy, including a commitment to continued learning and development, was created.

We have developed the technology infrastructure and initial courses for the impendi ng launch of an alternative educational model that includes credentials, badges, and stackable certificates that are crucial to our Customized Educational Models OSP, and, as part of the Transformative Student Experiences OSP, a proposal has been written to create a student campus leadership high-impact practice that fosters campus leadership opportunities for students.  

The items above represent a small snapshot of the work being performed across the University, but should give you a sense of the breadth and depth of our undertaking. Additional information about the ongoing work associated with each OSP is listed on the University’s Strategic Planning website.  

I am grateful for the progress that has been made and the passion that has been shown by everyone involved in each initiative. In particular, I would like to thank Brian Kench and Ophelie Rowe-Allen for their leadership of our strategic planning committee.  

With our transition to an implementation phase, I have asked Danielle Wozniak, our new provost and vice president for academic affairs, to oversee this effort. I k now that everyone will join her in supporting this work and in ensuring that we realize the benefits our OSPs are sure to make across campus and on generations of students. 

Along with Dr. Wozniak, I look forward to keeping you updated on our progress and the impact it is making across the University.

With best wishes,

Steven H. Kaplan, Ph.D.