University Objectives

Goal I. Leadership for the Future

Developing leaders for the future success of the University and the world is paramount. A sense of belonging, of being a part of the future, and attaining the skills to be adaptable to a changing world is key to students, faculty, and staff reaching their maximum potential. We will develop leaders who are actively involved in changing their own lives and the lives of others.

1.1 Develop a sense of belonging as part of a student’s pursuit of their life goals.
1.1 Reimagine an environment where all student members of our campus community are welcome and respected for the diversity they bring to our campus and implement activities that promote that culture.
1.1.2 Expand opportunities for students to be leaders and innovators in their academic disciplines, professional communities, and other areas.
1.1.3 Expand opportunities for students to gain and demonstrate leadership skills throughout their personal, spiritual, and co-curricular experiences.
1.1.4 Provide opportunities to enhance student wellness as a foundation for lifelong health.
1.2 Invest in the teaching and learning facilities in the sciences, including psychological sciences, exercise physiology, and nursing, in order to attract, enroll, and retain exceptional students.
1.2.1 Conduct a space study to update facilities needs assessment.
1.3 Invest in athletic facilities to attract, enroll, and retain exceptional students and create championship experiences for our fans and community.
1.3.1 Realize the Five for the Hive initiative for the benefit of the entire campus.
1.3.2 Analyze and determine successful student-athlete recruitment, retention, and academic success practices and implement them in other areas of campus.
1.4 Develop a Center for Innovation and Strategic Partnerships, a Center for Leadership Development, and a Center for Inclusive Excellence to support the success of our campus and extended community.
1.4.1 Reimagine and increase the partnerships within and beyond the campus community to benefit and promote the Lynchburg experience and serve as a resource for the community.
1.4.2 Enhance stewardship activities through the promotion of the academic excellence and student engagement experiences the University provides to develop future leaders.
1.5 Deepen and strengthen engagement of the faculty, staff, students, and community in the arts.

Goal II. An Inclusive Campus and Collaborative Community

We recognize the power of collaboration and active community membership to create opportunities for all. We expect to create relationships to help support the University. We will expand communication with outside constituencies to clarify and promote the Lynchburg experience and offerings. Coming out of the COVID-19 pandemic, we have the opportunity to reshape the work environment to help employees thrive in this time of change and new possibilities. The faculty and staff at the University of Lynchburg have a strong tradition of individual cooperation and dedication to students. Attention to the campus culture and environment can further strengthen this asset to benefit students.

2.1 Create a culture of University pride that encompasses all University-related areas and increases student engagement on campus and in the greater community.
2.2 Students will demonstrate appropriate knowledge, skills, and dispositions of a liberal arts education to include critical thinking for effective civic engagement in their communities, state, nation, and the world.
2.3 Identify and reduce the barriers to increase and expand our international student population.
2.3.1 Increase the enrollment of international students.
2.3.2 Expand partnerships for international exchange programs, course sharing, student research projects, etc.
2.4 Develop a robust program of activities and opportunities for training and development to enhance the success of faculty and staff (Lynchburg professional community).
2.4.1 Increase employee awareness of available care support resources as offered through Anthem, EAP, or the Health Consortium.
2.4.2 Create workshops and events for faculty, staff, and students to gain and apply knowledge by creating a personal health and wellness action plan.
2.5 Identify University and division communication gaps and develop strategies to provide the information and/or training needed for faculty and staff to successfully fulfill their position responsibilities.
2.5.1 Review and keep current the public website content.
2.5.2 Enhance internal communication among departments.
2.6 Reinforce the University’s commitment to diversity by developing a campus climate where faculty and staff feel valued and welcome and are respected.
2.6.1 Invest in search committee training for all positions.
2.6.2 Address the criteria for Great Colleges to Work For to support faculty and staff morale.

Goal III. A Pathway to Innovation

Complexities of operations built on old technology are infused throughout campus operations. The implementation of integrated data systems brings opportunities for addressing silos and creating an enhanced experience for all.

3.1 Demonstrate a commitment to curricular and technological innovation.
3.1.1 Identify and reduce the barriers to nimbleness of curricular change and innovation.
3.1.2 Enhance and develop an innovative curriculum, including degree programs or certifications that utilize the current strengths of the curriculum and expertise of the faculty, and that prepare students for graduate school or a career in a changing and global environment. This could take on various forms: the development of super courses or interdisciplinary programs that support the liberal arts integration into the professions (health, communication, business, and more).
3.1.3 Promote and expand interdisciplinary programs to meet the needs of our future and current students. Support leaders with professional development opportunities.

3.2 Develop “The Red Chair Distinction” as a designation that marks the campus as a model for others, demonstrates effectiveness, and results in the attraction of new students to the University. A Red Chair Distinction might be a course, a signature academic or co-curricular experience, a program like the First-Year Experience, an aspect of student services, or even an entire University department or academic major. Red Chair Distinctions set the University apart from other higher education institutions in a positive way.
3.2.1 Review all academic and academic success programs and develop baseline data for student engagement in leadership, innovation, and inclusive excellence. Strive to strengthen engagement activities and work toward a Red Chair Distinction in some aspect of operations and services.
3.2.2 Review all departments and functional areas within student development to evaluate effectiveness in outreach and impact on student engagement, leadership development, and inclusive excellence, and modify them to strive toward a Red Chair Distinction in some aspect of operations and services.

3.3 Increase undergraduate and graduate enrollment and retention.
3.3.1 Reimagine recruitment enrollment strategies that bring students to the University.
3.3.2 Grow the transfer student and adult learner population by reducing barriers and adapting academic processes.
3.3.3 Graduate leaders and innovators with the essential skills of the liberal arts for jobs of the future.

3.4 Develop and implement a sustainable assessment of institutional structure to promote a commitment to a culture of continuous improvement.
3.4.1 Optimize and reduce barriers to success in all business and finance and advancement processes.
3.4.2 Optimize the structure of academic units/colleges/divisions.
3.4.3 Optimize service orientation and delivery of services through the implementation of upgraded data systems and process modifications.
3.4.4 Identify and address areas for continuous improvement.

3.5 Implement increased use of data and data analytics to increase institutional success.
3.5.1 Implement an integrated data management system and create processes to enhance the access, availability, and use of data sources throughout the University.
3.5.2 Develop a robust system for self-service access to data from diverse sources for use in data-informed decision-making across campus.