Strategic Plan: Leading from the Future

The college community established the following themes to guide strategic planning.  These themes reflect the values and aspirations of the community and permeate the goals and actions of the College’s strategic plan.

  • Balancing mind, body and spirit: Life balance comes through the development of a healthy mind, body and spirit.
  • Collaboration:  is sharing the best of ourselves for the benefit of the whole.  Our efforts encourage relationship building, celebrations, mutual opportunity for growth, and a “give-and-take” mentality.
  • Diversity:  We seek out, learn about, celebrate and capitalize upon the diversity of members of the college and the larger community. 
  • Outreach:  Cultivate local, national, and international relationships which promote individual and community development.
  • Students first:  Focus on student’s education and learning through a holistic approach aimed at helping them to determine and attain their goals through all available means. 
  • Teaching: Student development is where learning and holistic growth occur through a balance of knowledge, caring, discovery, diversity, engagement, inquiry, creativity, joy and dedication.

The College’s Leading from the Future (LFF) plan addresses broad organizational development goals aligned with the goals and actions of the academic and support divisions in the college and the university’s strategic plan, Forging a Bold New Future: RU 7-17.  The LFF goals will provide a framework for the on-going work of the college as well as for the college’s aspirations and new initiatives.  The LFF plan includes an evaluation plan to determine progress in meeting LFF goals and to provide data and information for continually refining college plans and efforts.  To ensure that the LFF plan remains a current and productive framework for annual planning and continuous improvement, the dean and leadership team will request input for action plans aligned with the LFF goals at the last AY college meeting and will propose action plans based on this input at the first AY college meeting each year.  

Each academic and support division in the college has also developed strategic plans aligned with the Leading from the Future Plan and the university’s RU 7-17 plan.  All programs have identified student learning outcomes and are monitoring students’ progress in meeting these goals and following students’ success as graduates through alumni and employer surveys.

Goal 1.1: Strengthen our commitment to providing a high quality academic environment that attracts, challenges, retains, and graduates outstanding student scholars and professionals at the Undergraduate and Graduate levels by:

  • 1.1.1 Coordinating university, college, and program recruitment and enrollment management efforts to attract and retain exceptional candidates across all programs.
  • 1.1.2 Collaborating with other offices in developing and managing financial incentives, enriched experiences, and honors and recognition to attract and retain exceptional candidates.
  • 1.1.3 Providing a seamless transition for community college students into our programs: increasing opportunities for interactions among faculty across institutions; promoting articulation agreements, including advising and support for transfer students.
  • 1.1.4 Maintaining upgraded and updated media outreach to better communicate with potential students and their families.
  • 1.1.5 Supporting faculty and the Center for Academic Advising and Student Support Services in coordinating a comprehensive system of student support; using technology to enhance that system.
  • 1.1.6 Increasing the diversity of our faculty and students and refining current processes for monitoring our progress in meeting this goal.
  • 1.1.7 Supporting faculty in integrating themes of mind, body, and spirit, including professionalism and self-care, into curriculum and into faculty- and student-development efforts.
  • 1.1.8 Implementing clinical experiences that authentically engage candidates in their professions, positively impact clients and students, and contribute to improved functioning of our programs and of agencies, schools, and communities.
  • 1.1.9 Designing systematic ways to challenge students and increase rigor through coursework, experiences, and assessment measures.
  • 1.1.10 Engaging in a continuous program review and development process that involves faculty, students, alumni, and external professional colleagues in enhancing the quality of preparation programs and in meeting current demands for well-prepared professionals.

Goal 1.2: Create a stimulating educational climate, enabling the college  to attract and retain a distinguished and diverse faculty, administration, and support staff dedicated to excellence by:

  • 1.2.1 Supporting and maintaining professional learning communities that promote the capacity of individuals, programs, units, the college, and partnerships.
  • 1.2.2 Providing faculty and staff development activities that reflect values of promoting healthy mind, body, and spirit, and self-care, and that enhance faculty and staff expertise and engagement in their professions.
  • 1.2.3 Reviewing faculty and staff assignments and administrative procedures in order to streamline efforts, increase efficiencies, and reduce faculty and staff time spent on activities external to core responsibilities.
  • 1.2.4 Systematically incorporating effective strategies for recruiting, hiring, and retaining increasingly diverse faculty and staff.
  • 1.2.5 Ensuring that departmental faculty evaluation, promotion, and tenure policies and procedures are regularly updated and clearly communicated.
  • 1.2.6 Implementing systematic efforts to mentor faculty during induction and during the probation period,  assisting them in preparing for tenure and promotion expectations.
  • 1.2.7 Increasing opportunities for communication and collaboration among faculty in the college and across colleges and agencies/schools.
  • 1.2.8 Promoting faculty and student engagement in research, development, and sustainability projects at local, state, national, and international levels.  
  • 1.2.9 Working with internal and external agencies and offices in obtaining funding for collaborative initiatives that fulfill departmental and college missions and enhance student engagement.
  • 1.2.10 Advocating at the institutional level and taking necessary steps internally to establish proper and pedagogically sound student-faculty ratios and faculty loads.
  • 1.2.11 Advocating for appropriate, competitive and comparable staff and faculty salaries.

Goal 2.1 and 2.2: Promote undergraduate and graduate academic programs that are cutting-edge, rigorous and distinctive by:

  • 2.1.1 Pursuing, obtaining, and maintaining national recognition and accreditation of programs.
  • 2.1.2 Establishing programs, courses, clinical experiences, and rigorous assessment systems that challenge candidates to meet high expectations and ensure that the college is graduating highly qualified professionals. 
  • 2.1.3 Communicating the unique characteristics and contributions of programs, faculty, and students through multiple organizational development efforts (recruitment, public relations, alumni development, faculty professional contributions, outreach, legislative/governmental relations, etc.).
  • 2.1.4 Preparing exceptional professionals who demonstrate high levels of professionalism and current, experienced expertise, and who are well prepared to practice in a pluralistic society.
  • 2.1.5 Utilizing existing services and developing new services to support candidates in meeting requirements for admission, retention, and program completion and employment and success in their careers.
  • 2.1.6 Increasing opportunities for candidates and faculty to participate in a variety of quality international and cross-cultural programs (study abroad, student and faculty exchange programs, international service learning, partnerships, research and scholarship, dual degree programs, etc.).   (3.1)
  • 2.1.7 Supporting current and developing instructional technologies and distance-education instruction aligned with college and departmental goals, including hybrid and non-traditional asynchronous delivery of instruction and programs, to provide greater access for students while ensuring quality preparation for high performing professionals.
  • 2.1.8 Revising current programs and proposing new programs responsive to societal needs and labor demands and the interests and commitments of potential students. 
  • 2.1.9 Participating in developing a comprehensive philosophy and policies and procedures for the growing area of graduate education at Radford University.
  • 2.1.10 Supporting emerging initiatives that enable the college to strengthen programs and meet strategic planning goals.
  • 2.1.11 Implementing a comprehensive assessment system to provide evidence of value-added impact of programs upon candidates’ knowledge, skills, and dispositions, including evidence of success in employment or advanced studies.

Goal 2.3: Promote co-curriculum services to enhance student experiences before and after graduation by:

  • 2.3.1 Providing more career development opportunities and increasing candidate involvement in career development.

Goal 2.4: Provide a safe and secure environment for all faculty, staff, students and visitors coming to the University by:

  • 2.4.1 Becoming a leader in advocating for and implementing policies of universal design, in recruiting and retaining  students and faculty, and in developing and maintaining accessible curriculum and facilities.
  • 2.4.2 Developing and communicating a Peters Hall building-wide plan for emergency procedures in collaboration with other offices.
  • 2.4.3 Continuing to pilot emergency procedures and plans through Peters Hall in collaboration with emergency preparedness personnel and offices.

Goal 3.1: Develop a strong relationship between RU and international communities by:

  • 3.1.1 Expanding the number and variety of international education programs the college offers to students.
  • 3.1.2 Collaborating with other colleges and departments across campus in developing study abroad programs that offer coursework that meet core curriculum or major course requirements.
  • 3.1.3 Working with the Office of International Education in establishing “RU Study Centers” that can facilitate long-term programming in international education.

Goal 3.2: Develop a strong relationship between RU, the surrounding region, the Commonwealth, and the nation that fosters academic opportunities, good citizenship, ethical behavior, and civic engagement* by:

  • 3.2.1 Strengthen college connections by promoting faculty and student involvement in regional, state, and national organizations and projects.
  • 3.2.3 Developing a college-wide sustainability plan and becoming active participants in Radford’s sustainability efforts.
  • 3.2.3 Implementing partnerships and projects for outreach, research, development, and sustainability which contribute to the quality of community life.
  • 3.2.4 Supporting and celebrating student and faculty participation in civic engagement (e.g., service learning, clinical programs with service components, sustainability projects, volunteerism, political involvement).

Civic engagement:  “individual and collective actions designed to identify and address issues of public concern.”   American Psychological Association.

Civic engagement: “Working to make a difference in the civic life of our communities and developing the combination of knowledge, skills, values, and motivation to make that difference.” “The definition of civic engagement,” New York Times.