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ASSESSMENTS & MEASURES - STRATEGIC PLAN
Assessments & Measures - Strategic Plan
The 2007 - 2012 Robert Morris University strategic plan provides a comprehensive framework for building upon RMU's considerable existing strengths in order to focus attention upon its opportunities, weaknesses and threats. The University realizes that it faces many significant challenges in the next five years and that it must proactively shape its future. It will do so via a University-wide strategic plan that is supported by coordinated unit-level plans and by an integrated budgeting process that addresses the strategic plan's major priorities. All of the five major initiatives in the strategic plan, together with their respective goals, strategies and measures, are directed towards fulfilling the University's Mission in accordance with its Core Values.
At the center of the plan is the concept of RMU providing transformational experiences for its students. This is highlighted by all students participating in engaged, active learning both inside and outside of the classroom. Such a holistic educational approach directly supports the RMU Mission of preparing students for leadership in a rapidly changing world.
A strategic plan without specific measures of achievement is a hollow promise. Each of the initiatives below has numerous qualitative and quantitative measures of success that all have time-specific completion dates.
Initiative 1 contains goals and strategies that seek to improve the quality of RMU's schools, majors and degree programs. This will be accomplished by seeking new program-level and regional accreditations and maintaining those that it already holds, measurement of continuous improvement via expanded outcomes assessment, enhancement of faculty credentials, scholarship and teaching, and by the pursuit of outside recognition of RMU's academic programs. Initiative 1 has 30 measures of success.
The goals and strategies associated with Initiative 2 seek to build a distinct, quality identity for the University that will attract prospective students as well as provide a high quality college experience to current students. The preeminent goal under Initiative 2 is to provide a distinct, differentiable education that places enhanced emphasis upon experiential learning. RMU will provide more active learning opportunities via internships, study abroad, community service and student involvement with faculty research. Student affinity with RMU will be heightened by providing more co-curricular and extra-curricular activities. The University will invest in several NCAA sports teams in order to improve their competitiveness. RMU will focus upon changing its student mix while continuing to grow its enrollment and improving the geographic, gender and racial/ethnic diversity of its student body. Increases in retention and graduation rates are important goals of this Initiative and important measures of its success. Initiative 2 has 40 measures of success.
Much-needed improvements to RMU's facilities and infrastructure are the focus of Initiative 3. Facility needs will be prioritized and addressed via an updated campus Master Plan in concert with priorities set forth in the strategic plan. Critical upgrades to student living and activity spaces as well as academic/instructional environments are a high priority of Initiative 3. A general technology upgrade, accompanied by a more robust and secure information technology infrastructure, is also an important goal within this Initiative. Comprehensive plans will be formulated to address the University's downtown Pittsburgh operations and its remaining deferred maintenance backlog. Initiative 3 has 27 measures of success.
Initiative 4 addresses the need to bring focus and recognition to RMU's stature and presence in both existing and new markets via more and better marketing. RMU will apply more resources and strategy to enhancing and focusing its public image in both its primary market area as well as in new markets that are important to the attainment of its enrollment goals. Improvement of the University's ranking in external surveys is an important measure of the success of this Initiative. Initiative 4 has 9 measures of success.
Initiative 5 goals seek to develop non-tuition revenue streams that will bolster RMU's financial strength and flexibility as well as providing the means to carry out the Strategies set forth in this plan. A new capital campaign is the cornerstone of this Initiative and so is the inculcation of a culture of philanthropy among RMU faculty, staff, students and alumni. The University will seek ways to improve the revenue contribution from both existing and new auxiliary enterprises, and it will seek to improve the number and quality of requests made to external funding sources. Initiative 5 has 11 measures of success.
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