From Strategy to Action
Build a connected, supportive, and purpose-driven college culture that strengthens engagement, communication, collaboration, and shared accountability.
Strengthen and communicate a clear, shared understanding of EHS's mission, values, story, and impact.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 1a.1 Update EHS Vision, Mission, and Values | Formalize, communicate, and integrate the Vision, Mission, and Values throughout EHS and beyond. | A unified identity that guides daily decisions and long-term priorities. |
| 1a.2 Clarify the EHS Story | Develop a unified narrative that clearly highlights our unique value proposition, and align messaging across EHS. | A distinct, consistent, and recognizable identity that resonates with internal and external audiences. |
| 1a.3 Showcase Success | Amplify the achievements, milestones, and societal contributions of EHS faculty, staff, students, and alumni. | Increased visibility, recognition, and pride in EHS achievements and impact. |
Strengthen faculty and staff well-being, support, engagement, and professional success.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 1b.1 Revisit Workload Practices | Audit workload practices and promote clarity, consistency, and equity across EHS. | Improved clarity and confidence in workload expectations. |
| 1b.2 Strengthen Professional Support Systems | Enhance faculty and staff onboarding, mentoring, leadership development, and professional growth opportunities. | Increased faculty and staff effectiveness, satisfaction, and retention. |
| 1b.3 Maintain a Vibrant Campus Culture | Foster belonging, collaboration, and meaningful participation in the life of the college. | A stronger, more connected and engaged EHS community. |
Strengthen communication, governance, and operational effectiveness across the college.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 1c.1 Centralize Policies and Operational Resources | Establish a centralized, intuitive knowledge management system to standardize, host, and maintain policies and operational guidance. | Reduced operational friction and seamless resource access for faculty and staff. |
| 1c.2 Strengthen Governance | Align governance documents and structures, clarify decision-making processes, and identify cycle for continuous improvement. | More effective, transparent, and agile governance. |
| 1c.3 Increase Transparent Communication | Audit and refine communication channels to ensure timely, multi-directional information sharing. | Increased transparency, engagement, and trust among stakeholders. |
Enhance the student experience, strengthen academic programs, and prepare graduates for meaningful careers and lifelong success.
Create a connected, supportive, and engaging student experience from enrollment through graduation.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 2a.1 Improve Student Messaging | Align prospective and current student communications with the authentic student experience and success journey. | Improved student recruitment, awareness, engagement, and persistence. |
| 2a.2 Create a Seamless Student Experience | Assess and strengthen advising, support services, and student-facing processes to create a coordinated experience. | A more connected, supportive, and student-centered experience from enrollment through graduation. |
| 2a.3 Scale Experiential Learning | Expand and integrate high-impact experiential learning throughout the student experience, with a particular emphasis on the first two years. | Increased student engagement, confidence, and career readiness. |
Deliver relevant, innovative, and high-quality educational experiences that prepare students for evolving professional and societal needs.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 2b.1 Modernize Academic Programs | Align academic programs with workforce needs, emerging trends, and student interests. | Academic programs that remain relevant, responsive, and future-focused. |
| 2b.2 Foster Pedagogical Innovation | Promote instructional innovation, evidence-based teaching practices, and the integration of emerging disciplinary concepts. | Elevated teaching effectiveness, enriched student engagement, and a culture of instructional excellence. |
| 2b.3 Expand Innovative Technologies | Expand faculty and student access to, and adoption of, emerging educational technologies. | Modernized learning environments that enhance digital literacy and technological preparedness. |
Prepare students for successful careers and strengthen post-graduation outcomes.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 2c.1 Mobilize Alumni and Employer Networks | Expand meaningful partnerships that support career readiness and student success. | Stronger connections among students, alumni, employers, and EHS programs. |
| 2c.2 Scaffold Career Development | Intentionally integrate professional preparation and career development throughout the student journey. | Increased student preparedness for career success and lifelong professional growth. |
| 2c.3 Track and Improve Post-Graduation Outcomes | Strengthen graduate outcomes tracking, alumni engagement, and data-informed decision-making. | Improved understanding, communication, and continuous improvement of post-graduation success. |
Advance scholarship, innovation, and partnerships that strengthen research impact, collaboration, and community engagement.
Increase the visibility, influence, and societal impact of EHS scholarship.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 3a.1 Maximize Knowledge Dissemination | Broaden the reach, publication profile, and mainstream translation of faculty and staff research. | Greater awareness, influence, and application of EHS scholarship. |
| 3a.2 Expand Interdisciplinary Collaboration | Remove structural barriers to cross-unit collaboration and target complex, multi-investigator grant opportunities. | Elevated research competitiveness, bolder innovations, and increased external funding. |
| 3a.3 Connect Research to Community Impact | Partner with external organizations to conduct mutually beneficial, applied research. | Greater societal impact and relevance of EHS research. |
Strengthen the people, resources, and infrastructure needed to advance research and innovation.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 3b.1 Optimize Existing Resources | Improve awareness, coordination, and utilization of research assets and expertise. | Greater efficiency, collaboration, and return on research investments. |
| 3b.2 Strengthen Research Support | Enhance research infrastructure, services, and grant development support. | Increased research productivity and funding success. |
| 3b.3 Strengthen Student Involvement in Research | Identify, support, and promote scalable and sustainable models for student research mentorship, supervision, and participation tracking. | Increased student participation in research and increased faculty publications with students. |
Strengthen partnerships that expand opportunities for collaboration, learning, research, and community impact.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 3c.1 Explore Industry-Academic Exchange | Develop partnerships that facilitate knowledge exchange between academic and professional settings. | Curricula that stay aligned with real-world practices and a culture of continuous learning. |
| 3c.2 Strategic Partnership Planning | Assess and align workforce partnership development with institutional priorities and partner needs. | More strategic, sustainable, and mutually beneficial partnerships. |
| 3c.3 Diversify Enrollment Partnerships | Expand pathway and recruitment partnerships that increase student access. | Increased enrollment opportunities and educational pathways. |
Align resources, expand opportunities, and use data-informed decision-making to ensure long-term sustainability and growth.
Ensure financial, human, operational, and data resources are structurally aligned with priorities and leveraged for maximum efficiency and strategic impact.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 4a.1 Institutionalize Strategic Resource Allocation | Strengthen existing planning and resource allocation processes by systematically aligning investments with the College's strategic priorities. | A transparent, systematic approach to investing resources in the initiatives that advance the strategic plan. |
| 4a.2 Optimize Organizational Structure | Review and align organizational structures, processes, and capacity with institutional priorities. | Increased organizational effectiveness and operational efficiency. |
| 4a.3 Proactive Enrollment and Market Alignment | Embed enrollment, workforce, and market data into executive planning cycles. | More proactive, responsive, and data-informed program development and resource allocation. |
Expand and diversify resources that support innovation, sustainability, and strategic priorities.
| Initiative | Strategic Objectives | Strategic Impact |
|---|---|---|
| 4b.1 Expand Professional Education | Establish a coordinated strategy to launch executive education, badges, micro-credentials, and workforce training. | Broadened educational reach and diversified revenue streams. |
| 4b.2 Increase Philanthropic Engagement | Develop and implement an advancement campaign that connects donor passions to strategic priorities. | Increased philanthropic investment in EHS priorities. |
| 4b.3 Expand External Funding and Strategic Investments | Pursue diverse funding opportunities that support institutional priorities. | Increased external investment supporting growth, innovation, and sustainability. |
College of Education, Health, and Society
210 E. Spring St.
Oxford, OH 45056
