Strategic Plan 2020-2025

As our centennial anniversary approaches in 2025, Salisbury University is focused on meeting the emerging needs of students, as well as the community, State and nation.

MISSION

Salisbury University is a premier comprehensiveMaryland public university offering excellent,affordable education in undergraduate liberal arts,sciences, business, nursing, health sciences, socialwork and education, and applied master’s anddoctoral programs. Our highest purpose is toempower our students with the knowledge, skillsand core values that contribute to activecitizenship, gainful employment, and life-longlearning in a democratic society andinterdependent world.

Salisbury University cultivates and sustains asuperior learning community where students,faculty and staff are viewed as learners,teachers/scholars and facilitators, and where acommitment to excellence and openness to abroad array of ideas and perspectives are central toall aspects of University life. Our learningcommunity is student-centered. Students learnfrom professional educators in small classroomsettings, faculty and professional staff serve asacademic advisors, and virtually every student hasan opportunity to undertake research orexperiential learning with a faculty mentor. Throughour four privately endowed Schools, the College ofHealth and Human Services, and the HonorsCollege, we foster an environment whereindividuals prepare for career and life, includingtheir social, physical, occupational, emotional andintellectual well-being.

The University recruits exceptional and diversefaculty, staff, and undergraduate and graduatestudents from across Maryland and the UnitedStates and from around the world, supporting allmembers of the University community as they worktogether to achieve institutional goals and vision.Believing that learning and service are vitalcomponents of civic life, Salisbury Universityactively contributes to the local Eastern Shorecommunity and the educational, economic,cultural, and social needs of our State and nation.

TABLE OF CONTENTS

Goal 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Goal 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Goal 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Goal 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

Goal 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Strategic Planning and Budget Committee . . . . . . . . . . . . . . . . . . . . . .21

Goals and Objectives Overview . . . . .Back Cover

VALUES

The core values of Salisbury University areexcellence, student centeredness, learning,community, civic engagement, and diversity andinclusion. We believe these values must be livedand experienced as integral to everyday campuslife so that students make the connection betweenwhat they learn and how they live. The goals andobjectives of our strategic, academic, facilities andenrollment plans, as well as our fiscal commitments,reflect our fundamental values. In addition to theseprinciple values, the University embraces, throughits shared governance bodies, the long-honoredtradition of honesty and mutual regard that is andshould be a defining characteristic of highereducation.

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Affordable access to public higher education is essential to social mobility and the future ofour knowledge-based economy and our democratic society. For nearly 100 years, SalisburyUniversity (SU) has served the region and the State of Maryland by educating students who arewell prepared for gainful employment and able to influence the lives of others across thenation and around the world. In 1925, the campus was founded as a normal school for trainingteachers. Less than a decade later, the college expanded from offering two years of study tofour. Since then, it has evolved and transformed significantly into a premier comprehensivepublic university with a national reputation for excellence across a variety of academicdisciplines and practices. Currently, SU offers 62 distinct degree programs, including 45undergraduate majors, 15 master’s programs and two applied doctoral degrees: the Doctor ofNursing Practice (D.N.P.) and a Doctor of Education (Ed.D.).

SU’s primary mission is to cultivate and sustain a superior learning community where students,faculty and staff are viewed as learners, teachers/scholars and facilitators. In our student-centered environment, students study with expert educators in small classroom settings andhave the opportunity to undertake research, creative activities or experiential learning with adedicated mentor. Exceptional faculty and professional staff provide integrated support andmentorship both inside and outside the classroom. Through our four privately endowedschools (Fulton School of Liberal Arts, Henson School of Science and Technology, PerdueSchool of Business, and Seidel School of Education), the College of Health and HumanServices, and the Honors College, we foster an environment where individuals prepare for theircareers and lives, with a focus on their social, physical, occupational, emotional and intellectualwell-being.

As a campus, we believe in a set of shared values that guide our strategic, academic, facilitiesand enrollment plans, as well as our fiscal commitments. Our core values are excellence,student centeredness, learning, community, civic engagement, and diversity and inclusion. Webelieve these values must be lived and experienced as integral to everyday campus life toensure that our students make the connection between what they learn and how they live. As aregional comprehensive University, SU’s mission emphasizes and supports how we cancontribute to the sustainability of the local Eastern Shore community.

Strategic Plan 2020-2025

94%Are satisfied with their level ofpreparation for employment

Student-to-Faculty ratio is 15:1Average Class Size: 23

15:1

45 Undergraduate Majors15 Master’s Programs2 Doctoral Programs

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The University’s commitment to economic, social and environmental sustainability isdemonstrated throughout the 2020-2025 Strategic Plan. From offering signatureundergraduate and graduate programs, including interdisciplinary programs and courses (Goal1); to engaging with our local community to address pressing issues and needs (Goal 4); toleading environmental sustainability efforts (Goal 5), SU offers students the opportunity tounderstand and participate in the creation of a responsive and supportive society. SU isfortunate to be located in Maryland’s fastest growing city, providing the entire campuscommunity with opportunities to become civically engaged. Situated between the AtlanticOcean and the Chesapeake Bay, SU is close to popular beach communities as well as scenictributaries and waterways, creating unique opportunities for faculty, staff and students tobecome involved in recreational activities, environmental efforts and unique researchopportunities. Proximity to major metropolitan areas, including the national capital region,affords many opportunities across programs.

As our centennial anniversary approaches in 2025, the University is focused on meeting theemerging needs of students, as well as the community, State and nation. We have the capacityto distinguish ourselves through the significant accomplishments of our students, the strengthof our student outcomes, the achievements our graduates attain after completing theirdegrees at SU, and the professional contributions of our faculty and staff. In addition, the 2020-2025 Strategic Plan positions us to meet the growing needs of the State to increaseaccess to affordable and high-quality postsecondary education by evolving our programs andexpanding the modalities of program delivery. We plan to meet these goals by bolstering ourefforts to hire and retain outstanding and diverse faculty and staff to be a part of SU’scollaborative and contemporary workforce.

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This strategic plan is astatement by the Universitycommunity that will serveas a roadmap for our future.“

”Dr. Charles WightPresident

Our recent history gives us reason to be optimistic, with many achievements, from theexpansion of academic programs and largest student enrollments in the institution’s history, tothe creation of new state-of-the-art facilities, to the founding of two new colleges and thelaunch of the largest comprehensive fundraising campaign in campus history. This 2020-2025Strategic Plan outlines the goals and objectives that will guide SU in flourishing as a top-tier,mid-sized, public, comprehensive university on the East Coast of the United States. Followingmore than a year of collaboration through information gathering, trend analysis and focusgroup discussions with faculty, staff, students and community constituents, SU has developedfive strategic goals to lead our efforts: 1) Enrich Academic Success and Student Development;2) Inspire a Campus Culture of Inclusive Excellence, Support and Collaboration; 3) SupportAccess, Affordability and Academic Excellence; 4) Deepen Engagement with our Community;and 5) Enhance Environmental, Social and Economic Sustainability. This new plan will guide usas we address challenges and seize opportunities to enable SU to carry out the mission of apublic higher education institution for generations to come and is well aligned with both theMaryland State Plan for Postsecondary Education1 and the University System of Maryland(USM) Strategic Plan.2 We view this plan as aspirational and recognize that we may not be ableto achieve all of these strategies over the next five years. However, an accompanyingimplementation plan will detail the data-informed prioritization and budgeting process for theelements of this plan and provide guidance as we approach our centennial anniversary.

1 Maryland State Plan for Postsecondary Education available at https://mhec.state.md.us/About/Pages/2017StatePlanforPostsecondaryEducation.aspx.2 University System of Maryland Strategic Plan available at https://www.usmd.edu/10yrplan/.

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Salisbury University has earned a reputation asone the country’s best public, regional,comprehensive universities. Key to this reputationis our campus-wide commitment to studentsuccess: We serve our students best bychallenging them academically while ensuring afull range of services to support their growth. Anexceptional faculty, strengthened by ongoingscholarship, external funding, creative activity andup-to-date professional practice, work together tocontinually improve academic programs at theundergraduate and graduate levels.

To advance our mission and values, theUniversity continues to be dedicated to educatingstudents to be strong, thoughtful, resilient and

responsible contributors to society. SU is not onlycommitted to preparing students to address themost pressing issues of our community, locallyand globally, but also to supporting theadvancement of efforts to sustain futuregenerations. All undergraduate programs mustcontribute to the formation of our studentspersonally, professionally and as engaged citizens.Each of SU’s undergraduate programs builds onthe foundation of a common General Educationprogram, through which all undergraduatestudents have the opportunity to accomplish thegoals of liberal education that are aligned with ourmission statement: to empower students with theknowledge, skills and core values that contribute

Enrich Academic Success andStudent Development

GOAL

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to active citizenship, gainful employment and life-long learning in a democratic and interdependentworld. Through their courses and programs,students can explore different disciplines andapproaches as a way of to achieve our corestudent learning outcomes, as well as learn howtheir actions directly affect the economic, socialand environmental sustainability of our world.Continued effective and integrated collaborationbetween Student Affairs and Academic Affairsdivisions will help to ensure that students not onlysuccessfully complete academic programs, but willthrive in an inclusive community.

Our graduate programs extend the reach offaculty to support a range of advanced-studyprograms that are professionally focused. Lookingahead, an increasing number of professions willrequire an advanced degree, affecting how we

approach and deliver both undergraduate andgraduate programs. Over the next five years, SUwill continue to build excellence, interdisciplinarityand capacity within its undergraduate andgraduate programs. While we have modestcapacity to expand the size of our main campuscommunity without compromising the qualitiesthat set us apart and make us successful, we haveopportunities through satellite and onlineprograms to expand our reach at both theundergraduate and graduate levels. Skillful andtargeted use of technology is critical to thesuccess of these efforts. Faculty collaboration,leadership and development are key strategies inmaintaining the academic rigor and integrity ofthe curriculum as we thoughtfully exploreopportunities to expand.

Objective 1.1Continue to support and develop our widerange of exceptional and challenging academicprograms and experiences.

Strategy 1.1.1.Continue to evaluate faculty proposals for newprograms based on emerging market trends andregional needs, as well as our current mission andobjectives.

Strategy 1.1.2.Expand and support existing undergraduate andgraduate programs based on emerging trends, aswell as the needs of students and the region.

Strategy 1.1.3.Support the Honors College’s growth in enrollmentand reputation through appropriate staffing, spaceand resource allocation.

Strategy 1.1.4.Strengthen opportunities for student participationin creative activities, applied research, clinicalexperiences, civic and community outreach,entrepreneurial undertakings, scholarly pursuits,and other experiential learning opportunities.

Strategy 1.1.5.Continue to seek accreditation and/or nationalrecognition from professional organizations andsupport continuous program review andimprovement.

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For the second consecutive year, SUwas named among the nation’s topproducers of Fulbright Students for2018-19 by the U.S. Department ofState. Top-producing campuseswere highlighted in The Chronicle ofHigher Education.

Objective 1.2Develop a more robust program of studentsupport services that fosters holistic studentwellness, development, integrity, leadershipand resiliency.

Strategy 1.2.1.Promote the effective use of our support servicesamong our students, ensuring that those most inneed receive access.

Strategy 1.2.2. Evaluate and ensure the sufficiency of staffing,resources and services in crucial student andacademic support offices, considering not onlystudents’ academic performance and preparation,but also their mental, physical and behavioralhealth and wellness.

Strategy 1.2.3.Explore synergies between complementary studentsupport services under a central location or centerand the communication structure among them.

Strategy 1.2.4.Explore new strategies to ensure undergraduateand graduate students are adequately supportedand best situated to succeed at SU whilerecognizing the differing needs and trends ofincoming students.

Strategy 1.2.5.Assess and, as appropriate, expand or develop newmentoring and leadership development programs(e.g., Powerful Connections, TRiO and InternationalBuddy), including offering faculty, peer-studentand/or alumni mentors for current students.

Strategy 1.2.6.Strive to achieve parity in support forundergraduate and graduate students, recognizingthat graduate students are integral members of theSU community with unique profiles and specializedneeds.

Strategy 1.2.7.Build a comprehensive assessment plan to evaluatethe effectiveness of existing University structures,policies, programs and practices to minimizedifferences in outcomes for students of diversebackgrounds and experiences.

Objective 1.3Cultivate student participation in High-ImpactPractices (HIPs) to support improvements intime-to-degree, retention and graduation.

Strategy 1.3.1.Evaluate the potential of first-year seminars as atool to improve student retention anddevelopment.

Strategy 1.3.2.Inventory and, where appropriate, expand existingexperiential learning opportunities.

Strategy 1.3.3.Continue to assess and, where appropriate, expandopportunities and support for enhanced globallearning through study abroad and study awayprograms.

Strategy 1.3.4.Continue to develop infrastructure to supportundergraduate research opportunities acrossacademic disciplines.

Strategy 1.3.5.Increase student engagement in service andcommunity-based learning opportunities andconsider how SU can facilitate these activities (e.g.,Institute for Public Affairs and Civic Engagement[PACE], internships, practicum, etc.) reflective ofour designation as a Community Engaged Campusby the Carnegie Foundation.

Strategy 1.3.6.Assess HIPs to ensure effectiveness and financialstewardship and achievement of associatedlearning outcomes.

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Objective 1.4Provide enhanced support for faculty to fosterteaching, research, scholarship, creativeactivity, service and professional development.

Strategy 1.4.1.Create a Center for Excellence in Teaching andLearning to foster teaching excellence and provideprofessional development opportunities.

Strategy 1.4.2.Facilitate, support, celebrate and expand resourcesfor faculty development and recognition in theareas of teaching (including online, hybrid andother technology-assisted modalities), research,scholarship, creative activity, service andmentoring.

Strategy 1.4.3.Expand training and professional development thatsupport the development of an understanding ofequity, anti-racist behavior, bystander response anddiversity.

Strategy 1.4.4.Provide more opportunities and support for facultyto engage in outreach activities, including serviceas experts in one’s field, within the localcommunity.

Strategy 1.4.5.Reconsider faculty workload allocation to providegreater flexibility for interdisciplinary teamteaching, research, scholarship, creative activity,service, innovation and entrepreneurship asallowed by the new USM policy.

Strategy 1.4.6.Identify financial resources to provide seed ormatching funds for projects that support theUniversity’s mission and that have a high likelihoodof success.

Objective 1.5Affirm the relevance and value of GeneralEducation to career and life success for allmajors.

Strategy 1.5.1.Ensure that student learning experiences exist forall student learning outcomes within GeneralEducation: essential competencies; foundationalknowledge; and personal, social and culturalresponsibility.

Strategy 1.5.2.Create an academic culture in which multiplestakeholders, especially students, understand thepurpose and importance of the General Educationcurriculum and its associated student learning goalsand outcomes.

Strategy 1.5.3.Continue to support University-wide and unitdocumentation of student learning for theachievement of a well-rounded liberal educationthat emphasizes the student learning goals andoutcomes of General Education.

Strategy 1.5.4.Establish and maintain a faculty-led mechanism forthe continuous review and improvement of ourGeneral Education program.

Strategy 1.5.5.Facilitate the development of team-taught coursesand interdisciplinary programs by implementing aneffective budgeting and staffing framework.

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Of soon-to-begraduates thathad accepted ajob offer prior tograduation weresatisfied with thejob they accepted

95%Of alumni lookingfor jobs rightafter graduationwere hired withinone year

94%

The extraordinary ethnic and cultural diversity inAmerican society and the broader world shape bothour academic community and the curricula of theUniversity. A diverse and inclusive campuscommunity brings irreplaceable value to SU’seducational experience and work environment andstrengthens the entire University. We strive to createa truly diverse and inclusive environment where weharness the richness of ideas, backgrounds andperspectives of the community to create studentlearning opportunities and value for the institution,today and into the future.

Through Goal 2, the University will develop andimplement the components of a comprehensivediversity and inclusion plan. This includes thecreation of a new Office of Diversity and Inclusionled by the University’s Chief Diversity Officer. Thisoffice will provide students, faculty and staff with

educational opportunities informed by multiplepoints of view, life experiences, abilities, ethnicities,cultures and belief systems. The University valuesand cultivates learning not only among its studentsbut also for faculty and staff as well. SU will continueto expand professional development opportunities,with an emphasis on face-to-face training, andcreate inclusive spaces that support networking,foster professional growth and inspire innovativeideas. By exploring ways to expand benefits,recognition and rewards programs, the institutionhopes to improve the recruitment and retention ofall faculty and staff and especially those fromdiverse backgrounds. Through the collection ofthese strategies, the institution hopes that allmembers of the campus community feel a sense ofbelonging and connection.

Inspire a Campus Culture ofInclusive Excellence, Support andCollaboration

GOAL

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SU’s Center for Equity, Justice andInclusion recognizes historicallymarginalized populations and providesspace for research, programming andsocializing. It serves to help nurture amore robust sense of identity andcommunity on campus.

Objective 2.1Create and implement a holistic diversity and inclusive excellence plan through theestablishment of an Office of Diversity and Inclusion.

Strategy 2.1.1.Relaunch the Office of Diversity and Inclusion,under the direction of the University’s ChiefDiversity Officer, as part of a comprehensivepledge for developing a diverse Universitycommunity and supporting an inclusive andequitable campus climate.

Strategy 2.1.2.Assess and enhance SU’s culture through acomprehensive campus climate study and utilizeshared governance and the Office of Diversity andInclusion to prioritize and implement procedural,curricular and structural strategies, including face-to-face training, to address outcomes from the study.

Strategy 2.1.3.Expand professional development and trainingprograms for students, faculty and staff that focuson developing a safe, informed and welcomingclimate and culture built on equity and mutualrespect for diversity and inclusion, striving toachieve 100% participation.

Strategy 2.1.4.Expand educational opportunities and training forstudents that support the development of anunderstanding of equity, anti-racist behavior,bystander response and diversity.

Strategy 2.1.5.Enhance communication in real time and regardingprogress on strategic issues through regular andmulti-channel mechanisms that reach the entirecampus and all of its constituencies.

Strategy 2.1.6.Maximize the use of more inclusive language inUniversity policies, protocols, documents andpublications to speak to and describe students,faculty and staff and their contexts.

Objective 2.2Enhance our faculty and staff recruitmentstrategies (see Goal 3 for student recruitment).

Strategy 2.2.1.Create a university-wide, multi-year initiative to hireand retain diverse faculty based on documentedbest practices, including the institutional oversightof diversity within searches, while respecting theautonomy of individual departments.

Strategy 2.2.2.Enhance the search process based on documentedbest practices to more effectively diversify ourapplicant pools and ensure departmental policiesadhere to these and professional developmentopportunities exist to provide training.

Strategy 2.2.3.Create an inclusive and comprehensive onboardingprocess for new faculty and staff, including specificresources to assist with the acclimation andretention of our diverse faculty and staff.

Strategy 2.2.4.Implement a dual-career partner assistance hiringprogram, cluster hiring program and/or other hiringprograms with a demonstrated record of increasingfaculty and staff diversity.

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Objective 2.3Review our professional development,recognition, benefits and compensationprograms to improve retention of faculty and staff.

Strategy 2.3.1.Develop a more comprehensive rewards andrecognition program to celebrate faculty and staffaccomplishments in service, teaching, research,scholarship and creative activity.

Strategy 2.3.2.Evaluate the impact of developing andimplementing additional employee benefitsprograms to boost morale and support a healthywork-life balance.

Strategy 2.3.3.Develop a plan to address issues of compensationand salary compression.

Strategy 2.3.4.Develop robust faculty and staff mentorship andleadership development programs, especially forunderrepresented groups.

Strategy 2.3.5.Expand opportunities for interested faculty andstaff to interact, collaborate and socialize with oneanother inside and outside work.

Objective 2.4Create and promote the use of welcoming andinclusive campus spaces aligned with theFacilities Master Plan.

Strategy 2.4.1.Enhance access to and circulation among campusspaces.

Strategy 2.4.2.Create additional housing options to meet theneeds of contemporary students (e.g., apartment-style, family housing, graduate student housing,international student housing).

Strategy 2.4.3.Explore opportunities to expand multi-use facilities.

Strategy 2.4.4.Develop strategies to address pressing campusspace needs such as the expansion of instructionalspace, including for the arts; office space for facultyand staff; wellness; and student housing.

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Situated in the heart of theEastern Shore, the SalisburyUniversity Arboretum holdssome of the most horticulturallydiverse grounds in the localregion. SU’s beautiful 200-acrecampus encompasses nearly100 buildings.

Access to public higher education, in whichaffordability is a critical factor, is essential to socialdevelopment and the future of our knowledge-based economy and democratic society. Equity inopportunity is a core humanistic value, andeducation is the main means by which peoplegain access to rewarding careers, prosperity andpersonal fulfillment.

As Salisbury University approaches its 100thanniversary, we are mindful of the strides we, as acampus and as a society, must make in improvingaccess to higher education for all citizens.Aligning our campus with the broaderdemographic trends of our community and Statereflects our commitment to equity of opportunityand also our obligation to continue theUniversity’s good stewardship of public resources.

National trends suggest that over the next

decade, high school graduates will be much morediverse in terms of their race, ethnicity and collegepreparation. The University will prepare for thistrend by developing targeted strategies to meetthe needs of college-bound students and thoseseeking graduate, professional and continuingeducation. We have much evidence to supportthe claim that our modest class sizes andemphasis on integrated mentoring by faculty andprofessional staff promote student developmentand success, notably and demonstrably amongfirst-generation students. Our aim, therefore, iscontinued reflective instruction and mentoring inresponse to the needs and talents of studentsenrolled at the main campus while targeting someenrollment growth at regional centers and satellitesites and in online programs. Additionally, SU willexplore opportunities to expand its reach by

Support Access, Affordability and Academic Excellence

GOAL

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offering alternative enrollment pathways designedto serve an increasingly diverse studentpopulation, including more flexible courseschedules to accommodate early college, non-degree and non-traditional enrollments, includingnon-credit continuing education.

As a public, comprehensive university, animportant part of SU’s mission is to provide anaffordable education to its students. Goal 3 of SU’s2020-2025 Strategic Plan also identifies strategiesthat will be used to develop comprehensivefinancial aid and tuition plans to maintain theUniversity’s affordability. This will help ensure SU’saccess and affordability while accommodating thechanging landscape of higher education.

Finally, Goal 3 seeks to articulate SU’sdistinctive identity and reputation andcommunicate this message within and outside thecampus community. The longstanding andcontinued commitment to maintaining thecharacter of the University will be paramount aswe approach our centennial celebration in2025.Through effective communication of ouracademic excellence and student outcomes, wecan demonstrate, repeatedly and consistently, thepower and value of the distinctive SU experiencein enabling our students to achieve their fullpotential as individuals, professionals andcommunity members. This strategy will help toensure that, as we approach our second century,the promise of excellence will continue to drawnew generations.

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Enrollment By The Numbers:

Enrollment By School/College: Undergraduate GraduateFulton School of Liberal Arts ..................................2,091 ....................65Henson School of Science and Technology ..........1,127 ....................34Perdue School of Business ......................................1,599 ....................53Seidel School of Education......................................643 ........................220College of Health and Human Services..................1,690 ....................489Honors College (includes all Schools/Colleges) ............467

8,617 total students7,686 undergraduate students931 graduate students

Objective 3.1Improve access and increase enrollmentutilizing strategies developed in the StrategicEnrollment Plan.

Strategy 3.1.1.Enhance and expand student support programsand services that meet the needs of students withincreasingly diverse demographics, goals,preparation and physical locations.

Strategy 3.1.2.Increase undergraduate enrollment within strategicareas through careful monitoring of State andnational trends and academic program capacities.

Strategy 3.1.3.Develop a comprehensive enrollment andmarketing strategy to support and grow graduateprograms (from approximately 11% of studentenrollment to 12%).

Strategy 3.1.4.Facilitate opportunities for interested faculty tooffer programs and courses with greater schedulingflexibility and/or utilization of alternative forms ofprogram delivery, such as online and at regionalcenters.

Strategy 3.1.5.Endeavor to achieve parity across alternativemodes of program and course delivery.

Strategy 3.1.6.Build a comprehensive strategy to grow acontinuing and professional education program.

Strategy 3.1.7.Increase access to teacher education programs toaddress critical teacher shortage areas in Marylandand the region while improving the quality of PreK-12 instruction for collegiate success.

Objective 3.2Increase affordability to support thecontinued enrollment of a diverse student body.Strategy 3.2.1.Create a comprehensive and sustainable financialaid strategy.

Strategy 3.2.2.Continue to seek increased base funding for theUniversity.

Strategy 3.2.3.Develop additional scholarship opportunities forboth undergraduate and graduate students.

Strategy 3.2.4.Consider growth in work-study and graduateassistantship programs to increase affordability.

Objective 3.3Develop and articulate an identity thatdistinguishes SU as an outstanding publicregional comprehensive University committedto academic excellence and student success.

Strategy 3.3.1.Conduct a brand exercise to examine and, throughshared governance, reimagine SU’s current identityand values.

Strategy 3.3.2.Develop, execute and evaluate marketing andcommunication strategies that highlight SU’sdistinctive brand, voice, image, reputation andoutcomes.

Strategy 3.3.3.Communicate SU’s brand and marketing strategiesinternally and provide training and resources tofaculty and staff on how to promote the SU brand.

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Salisbury University contributes to Eastern Shorecommunities and the educational, economic,cultural and social needs of the State and nation.The University’s commitment to regional economicand social sustainability is demonstrated throughGoal 4 of the 2020-2025 Strategic Plan andexternally validated through our designation as aCommunity Engaged Campus by the CarnegieFoundation. We have expanded our presence indowntown Salisbury and throughout the region,and abundant opportunities remain for partnershipsof all kinds that erase boundaries, perceived or real,between campus and community. We can expandefforts to welcome people to campus to experiencehigh-quality cultural events, exhibits, performancesand educational opportunities, while also engagingstudents, faculty and staff with wider communityconstituencies in powerful and transformationalcollaborations. Public programming that focuses onquestions of public policy provide the wider

community with opportunities to effectively exercisetheir democratic responsibilities, while we engagein discussions of and strategies to address complexissues together. Moreover, our proximity to majormetropolitan areas, including Washington,Baltimore and Philadelphia, provides additionaladvantages for experiential learning opportunitiesand community engagement.

These partnerships serve economic andworkforce development needs, help to improvequality of life, protect our sensitive environment,make our community stronger, and support asustainable future for generations to come. We alsoconceive of community broadly through service andother engaged-learning experiences for students instudy away and study abroad experiences.Community engagement and outreach will continueto be central to the institution’s mission as aregional, comprehensive university.

Deepening Engagement with Our Community

GOAL

4

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Objective 4.1Advance and promote SU’s engagement withour community.

Strategy 4.1.1.Leverage the Entrepreneurship Center and otherinitiatives to facilitate economic development in theregion.

Strategy 4.1.2.Assess the needs of the regional community andbusinesses to determine how we can better servethem.

Strategy 4.1.3.Enhance reciprocal interactions and engagementbetween the campus and the greater communityconsistent with our designation as a CommunityEngaged Campus.

Strategy 4.1.4.Support a deeper understanding of the value andimpact of philanthropy within and beyond thecampus community.

Objective 4.2Expand engagement of alumni, families andfriends with the SU community.

Strategy 4.2.1.Expand alumni events and encourage greaterinteraction between alumni and current students.

Strategy 4.2.2.Expand and continue to develop a comprehensiveparents and family program.

Strategy 4.2.3.Explore the development of a Friends of SU program.

Strategy 4.2.4.Expand and formalize efforts to engage withalumni after graduation and institute a program tokeep track of their outcomes and successes.

Objective 4.3Enhance and expand local partnerships.

Strategy 4.3.1.Enhance health care partnerships and a community-based approach to health care education.

Strategy 4.3.2.Expand academic program partnerships withsecondary education and postsecondaryinstitutions.

Strategy 4.3.3.Enhance local partnerships that provide internshipsand applied work experience for SU students.

Strategy 4.3.4.Explore revenue-generating partnerships andopportunities.

Objective 4.4Support community-based learning andcommunity-engaged scholarship.

Strategy 4.4.1.Develop a mechanism to encourage interestedstudents, faculty and staff to participate in civic andcommunity engagement efforts.

Strategy 4.4.2.Identify and explore the expansion of synergiesbetween the Volunteer Center and PACE and otherstudent organizations and activities to serve thelocal community.

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SU students provide thousandsof hours of community service toarea non-profits and Universityneighbors each year, including theStudent Government Association’sannual Big Event communitycleanup day.

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As a regional comprehensive University, SU’smission emphasizes and supports how we cancontribute to the sustainability of the local EasternShore community. To advance our mission andvalues, the University continues to be dedicatedto educating students to be strong, thoughtful,resilient and responsible contributors to society.SU is not only committed to preparing students toaddress the most pressing issues of our time,locally and globally, but also to ensuring theadvancement of efforts to support futuregenerations. Sustainability, as defined by theUnited Nation’s World Commission onEnvironment and Development, is “developmentthat meets the needs of the present without

compromising the ability of future generation tomeet their own needs."3 Sustainable practices arethose which support environmental, social andeconomic health and vitality.

The University’s commitment to environmental,social and economic sustainability isdemonstrated through several undergraduate andgraduate programs. Interdisciplinary programsand courses offer students the opportunity tounderstand and participate in creating an evolvingand responsive society. By supporting the localcommunity and ensuring its health and vitality, weencourage social adaptability and the well-beingof future generations. In addition, SU is uniquelysituated within a coastal environment located in a

Enhance Environmental, Socialand Economic Sustainability

GOAL

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1 United Nations World Commission on Environment and Development, ed. Report of the World Commission on Environment and Development: Our CommonFuture. Oxford: Oxford University Press, 1987.

small but vital metropolitan area, providing theUniversity with multiple opportunities for theUniversity to be a leader in environmentaloutreach, education and applied research.Similarly, the University will strive to model bestpractices to conserve natural resources andincrease environmental awareness within the localcommunity. As SU approaches its 100-yearanniversary, we are committed to tackle thechallenges that lie ahead of us and to faceregional sustainability challenges with leadershipand resiliency.

Objective 5.1Serve as a leader in our region in providingeducational opportunities that enhance social,environmental and economic sustainability.

Strategy 5.1.1.Identify and promote current undergraduate andgraduate academic programs that could serve assignature programs supporting economic, socialand environmental sustainability.

Strategy 5.1.2.Explore opportunities for new academic programsin sustainability where there is a need and interestexists.

Strategy 5.1.3.Inventory and promote sustainability courses andprogramming offered by SU both on and off campus.

Strategy 5.1.4.Support research on regional environmentalsustainability practices and values.

Objective 5.2Aspire to lead local environmentalsustainability initiatives and communicate thoseefforts to internal and external constituents.

Strategy 5.2.1.Expand staffing for environmental sustainability andresiliency efforts in response to identified needs anddevelop a task force to assist with these efforts.

Strategy 5.2.2.Establish goals, policies and protocols that increaseenvironmental sustainability and conservationefforts and training across the University, includingconstruction and renovation of buildings, groundskeeping, dining, purchasing, waste management,transportation and others.

Strategy 5.2.3.Continue to support student and faculty-ledsustainability projects and hands-on learningthrough initiatives like the Green Fund, seedmonies or matching funds, and others.

Strategy 5.2.4.Increase local environmental sustainability andconservation efforts and training.

Strategy 5.2.5.Develop a climate resiliency plan.

Strategy 5.2.6.Deepen partnerships with local groups andmunicipalities focused on environmentalsustainability and conservation efforts.

With a comprehensive recyclingprogram for nearly 30 years (nowincluding more than 50% of all waste oncampus), SU is on the cutting edge ofsustainable practices.

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Objective 5.3Emphasize social sustainability at SU bypromoting a resilient community.

Strategy 5.3.1.Continue supporting initiatives like Food for theFlock that promote food justice and other types ofwell-being for our students.

Strategy 5.3.2.Improve equality of opportunity and equitableoutcomes at SU using the strategies outlined inGoal 2.

Strategy 5.3.3.Review and expand University-wide riskmanagement and safety practices.

Strategy 5.3.4.Continue to clarify University policies and practicesand expectations to meet requirements of federal,state, USM, National Collegiate AthleticAssociation (NCAA) and other sanctioned oraccrediting bodies.

Strategy 5.3.5.Complete the revision of the University Policieswebsite and finalize the adoption of a new policydevelopment and approval process.

Strategy 5.3.6.Continue to build on SU’s tradition of sharedgovernance as an effective management modelbased on transparency and a mutual regard.

Strategy 5.3.7.Continue monitoring of compliance and reportingrequirements to ensure good standing across manyUniversity functions and activities.

Strategy 5.3.8.Complete review and revision of Faculty Handbookand transition to digital platform.

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University Business magazinetwice has named SalisburyUniversity among its “Modelsof Efficiency”– a nationalrecognition program honoringcolleges and universities thatmeet the higher educationbusiness and technologychallenges of today’s campus.

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Objective 5.4Promote economic sustainability by expandingeffectiveness and efficiency practices andpromoting a transparent process for strategicplanning and budgeting.

Strategy 5.4.1.Evaluate and ensure the linkage of unit-levelstrategic plans to the University Strategic Plan.

Strategy 5.4.2.Explore ways to integrate the University’s StrategicPlan goals into the performance managementprocess (PMP) and the institutional academic andadministrative review process.

Strategy 5.4.3.Set and communicate institutional priorities withrespect to the University’s Strategic Plan, includingbudget allocations necessary to achieve them.

Strategy 5.4.4.Evaluate our current administrative and financialstructures and find opportunities for improvedefficiency, such as centralizing or streamliningsimilar organizational functions, sharing services,and implementing other initiatives to ensureresponsible spending and improve our stewardshipof fiscal resources.

Strategy 5.4.5.Continue to emphasize shared governance topromote transparency in the budgeting anddecision-making process, and implement ways tomake communication between all stakeholders andgroups within the SU community more efficient andeffective.

Strategy 5.4.6.Investigate responsible and sustainable investingopportunities for University and University-relatedfunds.

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n Dr. Charles Wight • President

n Dr. Joseph Anderson • Assistant Professor, Math and Computer Science Department, HensonSchool of Science and Technology; Representative, Faculty Senate Financial Affairs Committee

n Humberto Aristizabal • Associate Vice President,Institutional Equity; Title IX Coordinator

n Eric Berkheimer • Associate Vice President, Facilities and Capital Management

n Jayme Block • Assistant Vice President,Development and Alumni Relations

n Dr. Melissa Boog • Associate Vice President,Academic Affairs

n Dr. Anita Brown • Associate Professor, ChemistryDepartment, Henson School of Science andTechnology; Representative, Faculty Senate andFaculty Senate Long Range Academic PlanningCommittee

n William Burke • Professor of the Practice,Information and Decision Sciences Department,Perdue School of Business; Director ofEntrepreneurship

n Dr. Randy Cone • Associate Professor, Math andComputer Science Department, Henson School ofScience and Technology

n Jason Curtin • Vice President, Advancement andExternal Affairs; Executive Director, SalisburyUniversity Foundation

n Dr. Gerard DiBartolo • Director, Athletics andCampus Recreation

n Dr. Memo Diriker • Director, BEACON, PerdueSchool of Business

n Susan Eagle • Associate Vice President, Marketingand Communications

n Dr. Kelly Fiala • Dean, College of Health and Human Services

n Dr. Dane Foust • Vice President, Student Affairs

n Dr. Clifton Griffin • Dean, Graduate Studies andResearch

n Dr. Sarah Guy • Associate Director, BEACON,Perdue School of Business

n Dr. Beatriz Hardy • Dean, Libraries and InstructionalResources

n Christina Harper • Instructor, Outdoor Education,and Coordinator, Outdoor Education Minor, SeidelSchool of Education; Webmaster, Faculty Senate

n Dr. Laurie Henry • Dean, Seidel School of Education

n Dr. Jose Juncosa • Assistant Professor, ChemistryDepartment, Henson School of Science andTechnology

n Ken Kundell • Associate Vice President, Chief Information Officer

n Jennifer Martin • Cataloging/Metadata Librarian, SULibraries

n Dr. Andrew Martino • Dean, Honors College

n Eli Modlin • Chief of Staff; Director, Government andCommunity Relations

n Dr. Jonathan Munemo • Associate Professor,Economics and Finance Department, Perdue Schoolof Business; Representative, Faculty Senate LongRange Planning Committee

n Devin Neil • President, Student GovernmentAssociation

n Dr. Karen Olmstead • Provost and Senior VicePresident of Academic Affairs

Members of the Strategic Planning and Budget Committee

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n Joanna O'Neal • Budget Analyst

n Dr. Kara Owens • Co-Chair, Strategic Planning andBudget Committee; Associate Vice President,Planning and Assessment

n Tony Pasquariello • Associate Vice President,Administration and Finance

n Dr. Maarten Pereboom • Dean, Fulton School ofLiberal Arts

n Tabitha Pilchard • Chair, Staff Senate; Director, Accounts Receivable

n Dr. Marvin Pyles • Co-Chair, Strategic Planning andBudget Committee; Vice President, Administrationand Finance

n Timothy Robinson • Adjunct Faculty, HistoryDepartment, Fulton School of Liberal Arts; Chair,Adjunct Faculty Caucus

n Dr. Michael Scott • Dean, Henson School of Scienceand Technology

n Cearrah Sherman • President, Graduate StudentCouncil

n Elizabeth Skoglund • Director, Admissions

n Dr. Wallace Southerland • Associate Vice President,Student Affairs

n Dr. Brian Stiegler • Associate Professor, ModernLanguages and Intercultural Studies Department,Fulton School of Liberal Arts; Assistant Provost forInternational Education

n Karen Treber • General Counsel

n Kevin Vedder • Associate Vice President, Human Resources

n Dr. Christy Weer • Dean, Perdue School of Business

n Dr. Richard Wilkens • Associate Provost

n Dr. Aaron Willis • Assistant Professor, School ofSocial Work, College of Health and Human Services

n Dr. Adam Wood • Associate Professor and Chair,English Department, Fulton School of Liberal Arts;President, Faculty Senate

n Barri Zimmerman • Budget Officer

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Salisbury University has a strong institutional commitment to diversity and equal educational opportunities. To that end, the University prohibits discrimination on the basis of sex, gender, marital status, pregnancy, race, color, ethnicity, national origin, age,disability, genetic information, religion, sexual orientation, gender identity or expression, veteran status, or other legally protected characteristics. Direct all inquiries regarding the nondiscrimination policy to the Office of Institutional Equity/Title IX Coordinator,Holloway Hall 100, 410-543-6426. Qualified students with disabilities should contact the Office of Student Disability Support Services at 410-677-6536.

Salisbury University is a proud member of the University System of Maryland.

A comprehensive university offering 62 distinct undergraduate and graduate degree programs, SU is one ofthose rare places where individual talents are celebrated while big ideas are encouraged and nurtured.

Contact Information: Kara Owens, Ph.D. • Associate Vice President for Planning and Assessment, University Analysis, Reporting and Assessment • 410-543-6023 • kmowens@salisbury.edu

www.salisbury.edu/strategicplan

A Maryland University of National Distinction

Goal 1: Enrich Academic Success and Student DevelopmentObjective 1.1 - Continue to support and develop our wide range of exceptional and challenging academic

programs and experiences.Objective 1.2 - Develop a more robust program of student support services that fosters holistic student

wellness, development, integrity, leadership and resiliency.Objective 1.3 - Cultivate student participation in High-Impact Practices (HIPs) to support improvements in

time-to-degree, retention and graduation.Objective 1.4 - Provide enhanced support for faculty to foster teaching, research, scholarship, creative

activity, service and professional development.Objective 1.5 - Affirm the relevance and value of General Education to career and life success for all

majors.

Goal 2: Inspire a Campus Culture of Inclusive Excellence, Support and CollaborationObjective 2.1 - Create and implement a holistic diversity and inclusive excellence plan through the

establishment of an Office of Diversity and Inclusion.Objective 2.2 - Enhance our faculty and staff recruitment strategies (see Goal 3 for student recruitment).Objective 2.3 - Review our professional development, recognition, benefits and compensation programs

to improve retention of faculty and staff.Objective 2.4 - Create and promote the use of welcoming and inclusive campus spaces aligned with the

Facilities Master Plan.

Goal 3: Support Access, Affordability and Academic ExcellenceObjective 3.1 - Improve access and increase enrollment utilizing strategies developed in the Strategic

Enrollment Plan.Objective 3.2 - Increase affordability to support the continued enrollment of a diverse student body.Objective 3.3 - Develop and articulate an identity that distinguishes SU as an outstanding public regional

comprehensive University committed to academic excellence and student success.

Goal 4: Deepen Engagement with Our CommunityObjective 4.1 - Advance and promote SU’s engagement with our community.Objective 4.2 - Expand engagement of alumni, families and friends with the SU community.Objective 4.3 - Enhance and expand local partnerships.Objective 4.4 - Support community-based learning and community-engaged scholarship.

Goal 5: Enhance Environmental, Social and Economic SustainabilityObjective 5.1 - Serve as a leader in our region in providing educational opportunities that enhance social,

environmental and economic sustainability.Objective 5.2 - Aspire to lead local environmental sustainability initiatives and communicate those efforts

to internal and external constituents.Objective 5.3 - Emphasize social sustainability at SU by promoting a resilient community.Objective 5.4 - Promote economic sustainability by expanding effectiveness and efficiency practices and

promoting a transparent process for strategic planning and budgeting.

Goals and Objectives Overview