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STRATEGIC PLAN

2015-2025

TITLE

The Adaptive University

Strategic Plan, 2015-2025

The adaptive university is responsive and will engage faculty, students, and staff to be responsive to the unique challenges of a dynamic society. Students’ success in that endeavor will require not only the foundations of the major program of study, but the exercise of adaptive leadership skills through broad involvement for the common good. Adaptive leadership is polyarchic (“by the many for the many”), in contrast to oligarchic decision-making authority. See Mission.

VALUES STATEMENT

The university has four core values: excellence, respect, responsibility, and service.

With excellence, the university values intellectual challenges, problem solving, and creative and critical thinking.

With respect, the university values integrity, collaboration, diversity, freedom of thought, freedom of inquiry, and freedom of expression.

With responsibility, the university values accountability and stewardship of the institution, the environment, human resources, and personal well-being.

With service, the university values engagement in leadership and community that positively impacts our global society.

VISION STATEMENT

Changing lives for the common good.

The focus of the Plan is rooted in the vision of addressing “the common good.” The common good is attentive to the interests and well-being of others in contrast to narrower, personal interests. “Communities” represent a social context for the individual to contribute to the common good (see Goal 1).

MISSION STATEMENT

Preparing students for lifelong learning, rewarding careers, and adaptive leadership.

Formal education provides the basis for the continued pursuit of knowledge to enrich one’s personal and professional life, independent of time and place. Adaptive – collegial – leadership recognizes the many contributions of individuals toward society’s common interests and aspirations.

GOALS

GOAL 1: Pursue distinctive initiatives in curricula and programs that will foster vibrant communities.

GOAL 2: Enrich the student experience with opportunities for leadership development and practice.

GOAL 3: Enhance the competitive role of Kansas by achieving the State’s goals for public higher education.

GOAL 4: Create a culture of adaptive change as the foundation for innovation and growth.

The goal objectives, strategies and performance indicators will be identified by academic and support units across campus. Hence, the goals are intentionally broad and flexible. Cabinet members will begin drafting ways to operationalize goals during the 2014 summer. In the fall, the campus community will finalize the goal objectives, strategies, and performance indicators. Elements of the new Plan will be included in the HLC re-accreditation report.