Cameron University has released “Plan 2023: Ambitious Goals for Growth, Innovation and Engagement,” a long-term strategic plan designed to guide Cameron University’s growth, development and the allocation of its resources for five years beginning with the 2018-2019 academic year. The planning document was approved by the University of Oklahoma, Cameron University and Rogers State University Board of Regents earlier today during its regularly scheduled meeting.
Cameron’s fourth strategic plan, “Plan 2023: Ambitious Goals for Growth, Innovation and Engagement,” builds upon the foundation and successes of “Plan 2008: Preparing for Cameron University’s Second Century,” “Plan 2013: Choices for the Second Century” and “Plan 2018: Values Driven, Action Oriented.”
“Plan 2023 is a continuation of Cameron’s commitment to student learning and success and serves as the guiding document as we move into the next five years,” says John McArthur, President. “By analyzing our achievements to date, we can build on the progress and successes of the three previous strategic plans.”
The planning process started in September 2016 and included a comprehensive assessment of the progress to date on Plan 2018 goals. The resulting “Plan 2018: Values Driven, Action Oriented Status Report” offers an account of the status of all Plan 2018 action items and served as background for the development of this plan.
Created through a faculty-led, yearlong planning process that solicited inputs from all Cameron stakeholders – students, faculty, staff, alumni and community members – “Plan 2023: Ambitious Goals for Growth, Innovation and Engagement” stems from the University’s core values and specifies the goals and objectives to drive annually identified actions to advance the institution and its responsibilities to Southwest Oklahoma and an increasingly global community of learners
Listening sessions were conducted on both CU campuses – Lawton and Duncan – as well as at selected off-campus locations as a means of soliciting valuable feedback from key stakeholders concerning the university’s vision for the next five years and insights into current resources, priorities and programs.
“I would like to acknowledge the leadership of Dr. Dana Hilbert, who served as chair of the Plan 2023 planning committee,” says McArthur. “During each of the Plan 2023 listening sessions, Dr. Hilbert ensured that all Cameron constituents – students, faculty, staff, and community members – had the opportunity to participate in the planning process.”
Hilbert focused on four key objectives during the sessions. She provided an overview of the planning process itself, including the timeframe and how to contribute, asked stakeholders which parts of Plan 2018 remained relevant and should be carried forward, determined what really mattered to students and employees as the next strategic planning process began, and gathered ideas for new and relevant Cameron University strategic goals and measures where possible.
“Plan 2023” was then developed based on the input gathered at the listening sessions. Throughout the document cross-cutting themes are evident. As always, student learning and student success are front and center. Cameron University will continue its investment in the development and retention of highly qualified personnel and the improvement of the facilities and technological resources available to its constituents. Finally, the institution will recommit itself to advancing the brand and identity of Cameron University for its students, employees and alumni.
“For the five years beginning in academic year 2018-2019, ‘Plan 2023’ will be the standard against which all campus initiatives are measured,” says McArthur. “It will ensure the University continues to grow in a direction that has been thoughtfully planned and is consistent with the mission and values held in common by the Cameron University community.”
“Plan 2023” contains 35 objectives that support Cameron’s six core values and which will move the university forward. Highlights include:
Goal 1: Transform Student Lives
- Increase student participation in meaningful educational experiences
- Increase student persistence and student completion for all students through improved university retention and graduation initiatives
- Increase opportunities for students to experience diverse points of view, cultures and beliefs in an environment conducive to a free and open exchange of ideas
Goal 2: Provide Quality Education for the Diverse Community of Cameron University Learners
- Develop and promote even better pathways for students admitted into associate degree programs
- Align curriculum and delivery formats to meet regional needs and the demands of life-long learners
- Increase opportunities for transfer students from regional community colleges
- Expand concurrent enrollment opportunities
Goal 3: Recruit, Develop, and Retain Highly Qualified Faculty and Staff Committed to Advancing the Mission of the University
- Update employee recruitment practices
- Provide effective employee onboarding focused on the mission of the university
- Support and train employees to effectively use technology to enhance the student learning experience
Goal 4: Strengthen the Economic, Cultural, and Civic Life of the Cameron University Service Area in Southwest Oklahoma and Beyond
- Increase student and employee engagement with regional stakeholders
- Expand the array of university lecture, concert and event options available to the community
- Support soldiers, their family members, veterans, and Fort Sill civilian employees
Goal 5: Renovate and Refresh Existing Facilities and Technologies to meet the Needs of Current and Future Students
- Renovate the University Library to improve technology, furniture and space utilization
- Modify or adapt classroom environments for active learning
- Increase distance learning technology resources available to employees and students, including curriculum access, tutoring, advisement, and financial assistance counseling
Goal 6: Establish a Strong Brand and Identity for the University
- Develop university branding and messaging that is consistent across all platforms
- Maintain existing accreditations and review additional opportunities for programmatic accreditations
- Increase alumni engagement with the university
June 19, 2018