This Strategic Plan is offered in a spirit that recognizes the collaborative and cooperative nature of a university community. The strategic planning process has diverse representation from the campus community and has actively sought the advice and counsel of colleagues throughout the planning sequence. The preliminary draft of the plan was shared with the campus and input was solicited and obtained. That input resulted in a number of significant alterations that are incorporated into this document. The plan even now should be viewed as dynamic and evolving rather than static. As circumstances change, corresponding changes in the plan will be necessary.
The major elements of the plan were developed after consideration
of the University's environment, both internal and external, and
an assessment of the values that are the guiding principles for
the vision, mission and goals. The plan is the foundation upon
which the budget will be constructed. The goals for the University
should challenge and involve everyone on the campus in some way.
Colleges and departments, both academic and administrative, will
be responsible for creating operational plans that implement and
support the strategic plan. The budget cycle will include evaluation
of activities linked to implementing the plan.
The basis for the development of the plan is a set of values which are the fabric of the institution. They are the expectations that are held in common and are reflected in the goals set forth in this plan. The guiding values are:
The values, in combination with the context in which the University
exists and the long tradition it maintains, underlie the vision
for which this plan strives. The vision is presented to provide
guidance for the future of UNI. In this way it gives direction
that supports the values held by the campus community.
The University of Northern Iowa shall be a university community
that nurtures an environment of intellectual vitality. A commitment
to excellence, coupled with continuous improvement, will result
in UNI being recognized nationally as an innovative, dynamic,
and exciting community in which to learn, teach, and work. UNI
will be known for educational quality, a student-centered focus,
scholarship, teacher-scholar faculty, and service beyond the campus.
The mission statement of the University is a formal declaration
of the role of UNI. It describes those the University serves and
what it does for them. The mission is broad, but establishes a
clear focus and outlines priorities to which the goals of the
plan respond.
The University of Northern Iowa is Iowa's only public university
that is distinguished by its emphasis on undergraduate education.
The University contributes to the development of students by providing
a diverse, dynamic learning environment characterized by excellence
in teaching. The University supports exemplary undergraduate programs
founded on a strong liberal arts curriculum and offers master's
and selected doctoral programs that contribute to the intellectual
vitality of the academic community. The University increases knowledge
and promotes student growth through scholarship and service, and
shares its expertise with individuals, communities, and organizations.
The goal areas that follow - intellectual vitality, community,
resources, and external relations - are derived from the values,
vision and mission above. The order in which they are presented
does not indicate priority for implementation.
INTELLECTUAL VITALITY: Create and maintain an intellectually
demanding and stimulating environment for all members of the University
community.
An intellectually demanding and stimulating environment promotes
discourse which fosters the critical examination of diverse ideas,
nurtures creativity and scholarship, encourages reflection, and
cultivates the free exchange of ideas. It provides the vitality
necessary for a high-quality, learner-centered university.
Subgoal 1A. Provide curricula and related learning activities
that generate intellectual vitality in all University offerings.
1A1. Promote greater student involvement in, and responsibility
for, their own learning.
1A2. Ensure high-quality undergraduate curricula.
1A2a. Identify the qualities of an educated person that characterize a UNI graduate, and integrate these qualities into curricular and co-curricular activities.
1A2b. Strive to ensure that every student is aware of the value of, and has the opportunity to undertake a broad and rigorous general education curriculum that is centered in the liberal arts and sciences, and that helps students understand and appreciate the shared and pluralistic aspects of American culture as well as develop a global perspective that includes the understanding of other cultures.
1A2c. Continue to clarify and review the process by which the university curriculum is changed.
1A2d. Ensure that every student has a program of study in a major that provides preparation for both the present and the future; includes opportunities for experiential learning; and allows choice in the selection of electives.
1A2e. Consider developing an honors program.
1A2f. Strive to ensure that students in every major have an opportunity to be exposed to an intellectual and educational environment where meaningful, individualized dialogue and mentoring can take place between student and instructor.
1A2g. Reduce the size of laboratory and discussion sections to
levels where constructive and meaningful interaction can take
place between student and instructor.
1A3. Ensure high-quality graduate curricula.
1A3a. Maintain graduate enrollment at a level of at least 10% of total enrollment.
1A3b. Offer master's programs that are justified on the basis of some combination of potential enrollment, societal need, and faculty resources.
1A3c. Offer doctoral programs with a primary emphasis upon applied, practitioner, and professionally-oriented studies.
1A3d. Consider development of additional courses exclusively for
graduate students.
1A4. Ensure high-quality continuing education offerings that meet
lifelong learning needs.
1A5. Integrate processes of program review, student outcomes assessment,
and strategic planning.
Subgoal 1B. Sustain and reward teaching and scholarship.
1B1. Sustain effective teaching.
1B1a. Assure that teaching is used as a basis for decisions on
tenure, promotion and compensation.
1B1b. Recruit, develop, and retain outstanding teacher-scholars.
1B1c. Encourage faculty to give special attention to continual
improvement of the general education program, interdisciplinary
offerings, and appropriate linkages between liberal and professional
education.
1B1d. Provide faculty professional development opportunities,
and new faculty and staff with orientation, that enhances their
ability to promote student development and learning.
1B1e. Provide and maintain modern laboratories, studios, equipment,
and media to effect high quality and effective teaching.
1B1f. Provide faculty with opportunity and support to explore
and implement appropriate educational technologies.
1B2. Support and sustain scholarship and intellectual and creative
activities.
1B2a. The faculty and academic administrators shall cooperatively
undertake to create and communicate an operational definition
of scholarship and creative activities.
1B2b. Assure that scholarship and creative activities are used
as a basis for decisions on tenure, promotion, and compensation.
1B2c. Provide intellectual resources to students, faculty, and
staff which support study, research, and scholarship and aggressively
develop the ability to deliver information in all forms.
1B2d. Ensure that laboratories and studios are equipped and maintained
to enable the scholarly and artistic activities of the faculty,
students, and staff.
1B2e. Provide faculty and staff with professional development
opportunities that enhance their ability to undertake scholarly
and creative activities.
1B2f. Continue to support and improve communication about visiting
scholars, colloquia, artistic, and other events that enhance the
environment in which scholarship will flourish.
1B2g. Increase opportunities for student involvement in scholarly
and creative activities undertaken by the faculty and staff and
provide appropriate recognition to the students, faculty, and
staff.
Subgoal 1C. Extend University expertise to serve the needs
of Iowa and beyond, as resources become available.
1C1. Support community development, economic vitality, local decision
making, and technology transfer through existing University programs
that assist communities, small businesses, and government agencies.
1C2. Promote the arts as a significant, positive factor in the
quality of life in Iowa.
1C3. Contribute to the improvement of education from early childhood
through postsecondary levels in Iowa and beyond.
1C4. Encourage student, faculty and staff involvement in finding
solutions to community social problems.
1C5. Provide technical assistance and innovative educational programs
relative to the environment and environmentally sound practices.
1C6. Explore and adopt approaches to expand educational opportunity
and accessibility which complement existing programs.
COMMUNITY: Promote a sense of community within the University.
Intellectual vitality can best flourish in a community of learners
and scholars that not only respects diverse people and opinions,
but appreciates them. The community should expect all individuals
in its midst to develop to their fullest potential, and should
provide the support necessary for this to occur. All members of
the community should have the opportunity to be involved in determining
the direction of the University and its governance.
Subgoal 2A. Promote a sense of identity and a culture of collegiality,
professionalism, and mutual respect.
2A1. Encourage faculty and staff participation in student activities.
2A2. Encourage participation in University-related cultural, intellectual
and recreational activities.
2A3. Apply a holistic approach to student success through effective
student services.
2A4. Ensure high-quality advising and encourage mentoring relationships
with faculty and staff where students can discuss academic, career,
and other concerns.
2A5. Ensure that students, faculty, and staff have opportunities
for intercultural experiences, both domestic and abroad.
2A6. Empower individuals in their work, learning and service activities.
2A7. Encourage collaborative efforts among students, faculty,
and staff.
2A8. Provide a wide range of experiences that contribute to student development.
Subgoal 2B. Create and nurture a diverse community within the
University.
2B1. Increase the interaction among students with those from diverse
cultural and ethnic backgrounds.
2B1a. Strive towards achieving the Board of Regents minority enrollment
goal.
2B1b. Increase the number of non-resident and international students.
2B2. Develop and expand strategies that attract women and minorities
into the population of students, faculty, staff, and administrators.
2B3. Provide a supportive and welcoming environment for all members
of the University community including those traditionally disenfranchised
by virtue of ethnicity, socioeconomic background, gender, disability,
or sexual orientation.
2B4. Foster an environment where mutual respect among students,
faculty, and staff contributes to the free examination of diverse
and controversial ideas.
2B5. Maintain high ethical standards throughout the University
community.
Subgoal 2C. Improve University governance and decision making.
2C1. Maintain a student-centered philosophy at the University,
placing the student's education at the center of its policies,
procedures, and activities.
2C2. Improve the quantity, quality, and accessibility of data
for decision making.
2C3. Examine shared governance that includes all members of the
University community, clarifying and articulating the roles played
by units across the university in determining decisions of general
relevance, and ensuring that appropriate input is made.
2C4. Assure that service to the profession and university is used
as the basis for decisions on tenure, promotion, and compensation.
2C5. Maintain an inclusive strategic planning process that results
in University priorities that are widely supported and based upon
shared principles.
2C6. Establish an on-going, systematic, and open process to evaluate
progress made in implementing the strategic plan.
2C7. Create linkages among planning, budgeting, curriculum development,
program review, student outcomes, faculty and staff development,
and student success.
Subgoal 2D. Ensure that all members of the UNI community have
the opportunity to enhance their well-being.
2D1. Ensure a safe and healthy environment.
2D2. Provide opportunities for enhancing individual well-being
and growth.
2D3. Expand programs, and communicate more effectively about processes
to resolve problems related to substance, emotional, sexual and
physical abuse.
2D4. Increase activities that promote a sense of ownership and
pride in the University among students, faculty, and staff and
their families.
RESOURCES: Effectively manage internal resources and aggressively
seek external resources to support University programs and aspirations.
The University will need to become more creative in obtaining
resources, while utilizing those it has at the highest possible
level of effectiveness.
Subgoal 3A. Enhance the quality and productivity of UNI faculty
and staff.
3A1. Recruit the best available faculty and staff, and retain
and reward faculty and staff as appropriate.
3A1a. Provide competitive salaries and fringe benefits.
3A1b. Provide quality working and learning conditions.
3A1c. Delegate authority and responsibility to the level closest
to the work.
3A2. Promote the personal and professional development of all
employees.
3A3. Apply standards that promote efficiency and effectiveness.
3A3a. Optimize the balance between people and tools for given
tasks.
3A3b. Develop a system that enhances the completion of work.
Subgoal 3B. Optimize the acquisition and utilization of University
resources.
3B1. Link the acquisition and utilization of resources to the
university budgeting process.
3B2. Acquire resources in a timely and expeditious manner that
is supportive and compatible with the University mission.
3B3. Maximize the effective and efficient use of resources.
3B4. Aggressively seek additional outside funding.
Subgoal 3C. Provide a physical environment which supports the
activities of the University.
3C1. Develop processes that ensure the most effective and efficient
utilization of facilities.
3C2. Provide a clean, well-maintained, healthy, and safe environment.
3C3. Ensure that facilities are appropriate, aesthetically pleasing,
comfortable, conducive to productivity, energy efficient, and
enhance the learning and working environment.
3C4. Examine university facilities, project future funding, consider
other appropriate factors, and determine the optimal enrollment
size which should be targeted for the university.
Subgoal 3D. Ensure that useful information is easily accessible,
accurate, and widely shared.
3D1. Establish an internal support structure that provides data
which can be appropriately shared; ensures security and disaster
recovery; and provides sufficient technical assistance and training.
3D2. Improve the content, networking, and utility of University
databases.
3D3. Select appropriate technology systems, and develop an infrastructure
with an emphasis on ease of use.
3D4. Ensure ease of access to information.
3D5. Establish processes that ensure the timeliness and reliability
of all information and reduce the time necessary to generate the
information.
EXTERNAL RELATIONS: Develop appreciation and support for the
values, programs, and services of the University.
The support received by the University depends in large measure
upon how it is perceived by its many constituencies. It is important
that people both on and beyond the campus understand what the
University does and can assess its value with appropriate criteria.
Further, as a public university, UNI has an obligation to contribute
to the prosperity and quality of life in Iowa through outreach
and partnerships.
Subgoal 4A. Create a coordinated, comprehensive, and consistent
communications effort that enhances the awareness and image of
the University.
4A1. Make information about the University widely available to
the public.
4A2. Examine communication program systems and technology to determine
their effectiveness in providing information in a timely manner
to both internal and external constituencies.
4A3. Create an effective orientation program for new members of
the University community.
4A4. Enhance coordination of University publications, service,
and outreach programs.
4A5. Examine technologies and other resources to determine their
effectiveness in enhancing public awareness of the University
of Northern Iowa.
Subgoal 4B. Pursue and strengthen mutually beneficial relationships
with external constituencies.
4B1. Strengthen the relationship between the University and its
graduates.
4B2. Develop a coordinated network of alumni and friends to provide
support for the major goals of the University.
4B3. Increase the number of relationships between the University
and the business community.
4B4. Establish and coordinate relationships with other
educational institutions and foundations.
4B5. Establish and coordinate relationships with local,
state, and federal governmental entities.
Subgoal 4C. Focus on the value of a UNI education in building
a compelling case for public and private support.
4C1. Implement an on-going program to assess the impact of the
University on its graduates and the prosperity and quality of
life in Iowa.
4C2. Identify, communicate with, and secure commitments from constituencies whose values and needs are consistent with those of the University.