Bradley University Strategic Plan 2006-2011
Summary

THE VISION

Bradley University is committed to excellence. Already one of the best private comprehensive universities in the Midwest, Bradley will be one of the finest institutions of its type in the nation by providing academic programs of distinction for our students .

Our graduates are prepared for life and professions in a changing world, able to cross academic, geographic, and cultural boundaries thus enabling them to become leaders, innovators, and productive members of society.

Our faculty are passionate educators and outstanding scholars whose research and creative contributions benefit society.

THE BRADLEY EXPERIENCE

The Bradley student experience is based on three elements: knowledge, experience and people.

Knowledge: Our students learn to apply thoughtful, creative, and ethical solutions to problems through a variety of critical, analytical, aesthetic and theoretical approaches.

Experience: Our students experience directly the application of knowledge through active participation in industry, educational, government and community service organizations.

People: Our students learn teamwork and leadership through group projects and collaboration with faculty on research and creative production.

THE PLAN

This strategic plan serves as the guide for Bradley’s drive towards achieving the vision and national recognition for the excellence of its faculty, students and academic programs. Strategies are designed to achieve:

               1. a responsive learning culture;
               2. the development and application of emerging knowledge; and
               3. effective global and regional partnerships.

1. RESPONSIVE LEARNING CULTURE

To create a responsive learning culture, the University will focus on academic programs, on student needs, and on a culture that values excellence. We will accomplish this goal through three initiatives:

Promote excellence of academic programs – Strengthen and focus selected academic programs with recognizable opportunities to enrich and enhance on-campus excellence.

Enhance academic engagement and well-being of students – Increase students’ academic engagement through student-faculty collaborative learning experiences and support students’ well-being through improvement of selected activities and facilities to promote physical, emotional and spiritual well-being.

Create a culture of excellence – Encourage a culture of institutional improvement based on evaluation and assessment; support cultural of collaboration; foster relationships among key campus constituencies; and enhance our human resources and support services.

2. DEVELOPMENT AND APPLICATION OF EMERGING KNOWLEDGE

While many universities focus on basic research, Bradley University’s unique identity lies in its ability to both develop and apply knowledge that emerges from basic scholarship. We will focus on three strategic initiatives to provide leadership in the development and application of emerging knowledge:

Develop Centers of Distinction – Support initiatives consistent with our goal for national distinction and have the potential for collaboration while demonstrating an impact on student engagement with long range sustainability.

Create post-baccalaureate and certificate programs in emerging areas – Respond strategically to educational and market needs that strengthen a unique identity based on application of emerging knowledge and technology.

Expand applied experiences for students – Increase opportunities for experiences such as internships, practica, co-curricular activities and study abroad.

3. GLOBAL AND REGIONAL PARTNERSHIPS

Bradley will expand its relationships with key academic, corporate, government and cultural partners both regionally and globally. We will leverage expertise and opportunities through the creation of knowledge networks. Such partnerships will enable Bradley to move beyond our geographic boundaries, enhancing our recognition in regional, national, and international venues. Two strategic initiatives will be undertaken to build capacity to provide critical and competitively required distinction.

Foster relationships with strategic partners - Create the culture and mechanisms of collaboration both on campus and with key strategic academic, corporate, government and cultural partners locally and globally. Nurture vital, synergistic exchanges of expertise and experience with these partners to benefit both students and faculty.

Support Emerging Knowledge and Technology - Ensure that university information and communication resources and infrastructure remain current to promote external relationships, facilitate collaboration and support the responsive learning culture.

ACHIEVING THE VISION

Our plan relies on three critical components to ensure effective implementation: engaged and committed leadership, intra- and inter-institutional collaboration and strategic and programmatic continuous improvement.

Leadership - Articulate a cohesive vision for the future and unify the identity of the university through communication of the strategic direction. We will model appropriate commitment to the university, rather than to individual programs while providing consistency and direction for difficult choices that support equity in decision-making

Collaboration - Encourage collaboration across departments, programs, areas, and colleges in order to diminish various silos of interest. Collaboration will be rewarded and supported.

Continuous Improvement - Develop a comprehensive assessment process for academic and administrative units that also enhances flexibility/agility of the university to respond to changing needs and visions. Determine parameters/benchmarks for academic and administrative program viability while promoting fairness and open communication within the university.

RESOURCE ALLOCATION

An important role of any successful strategic plan is to align resources with initiatives. For this plan to be successful, the application of funds to institutional priorities must be addressed in a timely and openly communicated fashion. Reallocations to areas of emphasis may result in changes to current fiscal patterns of allocation.

Operational support for Centers of Distinction and other focused initiatives can be seeded with institutional allocations of faculty, staff and operating resources, but their ultimate success will depend on developing external support and self-sustaining operations.

Immediate Actions (within two years)
1. RESPONSIVE LEARNING CULTURE
- Establish Office of Institutional Improvement
- Build Student Recreation Center
- Identify knowledge, skills and attributes common to all Bradley graduates developed by the
General Education requirements

2. DEVELOPMENT AND APPLICATION OF EMERGING KNOWLEDGE
- Promote Center of Distinction concept
- Restructure and enhance funding for faculty development and student engagement activities
- Establish Institute for Principled Leadership
- Strengthen relationship with Peoria NEXT Innovation Center

3. GLOBAL AND REGIONAL PARTNERSHIPS
- Establish international academic partnerships
- Expand utilization of I2 network

Mid-term Actions (2 to 5 years)

1. RESPONSIVE LEARNING CULTURE
- Implement General Education revisions and assessment plan
- Strengthen academic programs with new faculty support
- Renovate and expand Westlake Hall
- Build athletic performance center

2. DEVELOPMENT AND APPLICATION OF EMERGING KNOWLEDGE
- Create Centers of Distinction
- Create new post-baccalaureate programs
- Institutionalize Business and Engineering convergence

3. GLOBAL AND REGIONAL PARTNERSHIPS
- Enhance outbound international student and faculty exchanges

Long-term Actions (5 to 7 years)

1. RESPONSIVE LEARNING CULTURE
- Enhance Business and Engineering facilities
- Strengthen academic programs and faculties

2. DEVELOPMENT AND APPLICATION OF EMERGING KNOWLEDGE
- Strengthen or expand Centers of Distinction

3. GLOBAL AND REGIONAL PARTNERSHIPS
- Enhance inbound international student and faculty exchanges

12-10-07

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