Funding Policies/Strategic Plan Top Level Goals

The Arizona Board of Regents has adopted six strategic issues (directions), which provide a long-term focus for its strategic planning and individual university strategic planning.

  1. Increase Student Participation in University Education
  2. Enhance the Quality of Student Education
  3. Increase Affordable Education for Students
  4. Provide an Educated, Competitive Workforce
  5. Enhance Research and Impact Economic Development
  6. Optimize University Resource Acquisition and Work Environment

Top Level Goals:

  1. Access to and production of degrees
  2. Meeting statewide professional and workforce needs
  3. Building world-class academic programs and research capacity

The University System of Georgia will ensure access to academic excellence and educational opportunities for all Georgians by:

  1. Educate graduates who are intellectually and ethically informed individuals with well-defined skills and knowledge who are capable leaders, creative thinkers, and contributing citizens.
  2. Expand participation by increasing access, enhancing diversity, improving service to nontraditional students, expanding use of distance education, advancing public library usage, and marketing the advantages of postsecondary education.
  3. Increase academic productivity through improved recruitment, increased retention, accelerated graduation, expanded credit generation, augmented continuing education opportunities, and current technology.
  4. Emphasize the recruitment, hiring, and retention of the best possible faculty, staff, and administration.
  5. Help accelerate Georgia's economic development by providing needed graduates, offering appropriate academic programs, and marketing the System and its institutions as economic assets of the state.
  6. Seek the most efficient, effective, and technologically sound business and service best practices, and regularly compare ourselves to national peers.
  7. Provide and maintain superior facilities, funded by innovative mechanisms that shorten the time that elapses between approval and use.
  8. Ensure coordination, where appropriate, between University System of Georgia policy and practices and those of the Department of Education (DOE) and the Department of Technical and Adult Education (DTAE).
  9. Increase, diversify, and strategically allocate resources.

Key strategic goals:

  1. Education effectiveness and student success
  2. A learning, research, and service network
  3. A model local, regional, and global University
  4. Investment in faculty, staff, students, and their environment
  5. Resources and stewardship

Top Level Goals:

  1. Efficiently provide all Idahoans access to a quality and relevant education.
  2. Improve the knowledge, skills and opportunities of all Idahoans by efficiently delivering quality, accessible and relevant education, training, rehabilitation and information/research services.
    • Quality – Continuously improve the quality of Idaho’s education, training, rehabilitation and information/research services to gain program competitiveness, high levels of achievement and a well-informed citizenry.
    • Access – Provide individuals of all ages and abilities access to services to develop their skills, knowledge and social awareness in order to be responsible citizens, globally competitive workers and lifelong learners.
    • Relevancy – Ensure services are relevant to the needs of Idaho’s citizens, workforce, business, industry and local, state and federal government.
    • Efficiency – Ensure maximum benefit from education resources through effective operation and management of the educational system.

Preliminary strategic goals:

  1. Increase the level of educational attainment for Illinois citizens
  2. Extend access to higher education
  3. Assure that college is affordable
  4. Enhance access and success for members of underrepresented groups
  5. Improve the quality of education
  6. Enhance responsiveness to students, employers, communities, and the state
  7. Strengthen school-college partnerships
  8. Improve productivity


  1. Increase participation in higher education to exceed national levels
  2. Increase collegiate preparation to maximize the potential for student success
  3. Ensure higher education is affordable for all Hoosier families
  4. Increase student persistence and degree completion to exceed national levels
  5. Assist the state in sustaining strong economic growth
  6. Promote a statewide discussion of ways to promote and measure postsecondary student learning

The Board of Regents, State of Iowa, and its institutions serve Iowa, its citizens, and the world by being a recognized leader in these four priorities:

  1. Ensure high-quality educational opportunities for students
  2. Discover new knowledge through research, scholarship, and creative activities
  3. Provide needed service and promote economic growth
  4. Demonstrate public accountability and effective stewardship of resources

Five Questions - One Mission: Better Lives for Kentucky's People guides the work of Kentucky adult and postsecondary education through 2010. The plan emphasizes accountability, degree completion, and affordability and its framework is built around the five questions of reform: The questions also serve as the framework for accountability measures that monitor our progress and encourage and reward behaviors that move us closer to our goals.

  1. Are more Kentuckians ready for postsecondary education?
  2. Is Kentucky postsecondary education affordable to its citizens?
  3. Do more Kentuckians have certificates and degrees?
  4. Are college graduates prepared for life and work in Kentucky?
  5. Are Kentucky’s people, communities and economy benefiting?

Board of Regents Strategic Plan (2011-2015)

  1. Increase Opportunities for Student Access and Success.
  2. Ensure Quality and Accountability.

University of Main System Strategic Plan: Strategic Directions

  1. Strive for quality across the System through rigorous academic program planning, strengthened student services, and program realignment.
  2. Build and sustain a high-quality and well-supported faculty and staff System-wide.
  3. Improve and expand the System’s Distance Education infrastructure and academic programs.
  4. Expand and enhance the System’s library resources in ways that benefit the research and resource needs of both its universities and the public.
  5. Strengthen and expand university-based research activity and capacity to enhance Maine’s economy.
  6. Establish institutional and individual performance measures to ensure prudent
    stewardship and public accountability.
  7. Consolidate certain business and administrative functions across the System to achieve cost-savings and increased efficiencies while maintaining “front-line” customer services at the individual university level.
  8. Adopt changes in organizational structure that will clarify missions, improve academic and administrative responsiveness, and better serve the University System’s many constituencies.
  9. Develop a coordinated and collaborative approach to university advancement and advocacy to improve the appeal, reputation, financial resources, identity, and constituent support for Maine’s public universities.

State plan for Postsecondary Education

  1. Maintain and strengthen a preeminent statewide array of postsecondary education institutions recognized nationally for academic excellence and effectiveness in fulfilling the educational needs of students, the State, and the nation.
  2. Achieve a system of postsecondary education that promotes accessibility and affordability for all Marylanders.
  3. Ensure equal educational opportunity for Maryland’s diverse citizenry.
  4. Strengthen and expand teacher preparation programs and support student-centered preK-16 education to promote student success at all levels.
  5. Promote economic growth and vitality through the advancement of research and the development of a highly qualified workforce.

Minnesota State Colleges & Universities Strategic Plan 2006-2010
Strategic Directions:

  1. Increase access and opportunity
  2. Promote and measure high-quality learning programs and services
  3. Provide programs and services integral to state and regional economic needs
  4. Innovate to meet current and future educational needs efficiently

Board of Regents 2016 Strategic Plan Goals:

  1. Increase the overall educational attainment of Montanans through increase participation, retention, and completion rates in the Montana University System
  2. Assist in the expansion and improvement of the state’s economy through the development of high value jobs and the diversification of the economic base.
  3. Improve institutional and system efficiency and effectiveness.

Nebraska’s Coordinating Commission for Postsecondary Education Comprehensive Statewide Plan for Postsecondary Education – Major Goals:

  1. Meeting the educational needs of students.
  2. Meeting the needs of the state
  3. Meeting needs through exemplary institutions
  4. Meeting educational needs through partnerships and collaborations
  5. Facilities planning to meet educational needs

University and Community College System of Nevada Master Plan Top Level Goals:

  1. Student-Focused System: The higher education system in Nevada will create a welcoming, respectful, and friendly environment where all students have the opportunity to participate and succeed at every level of higher education.
  2. Reputation for Excellence: Nevada’s institutions of higher education will increase their national, regional, and statewide reputations based on targeted, outstanding, innovative programs and other accomplishments.
  3. Quality Education: Nevada’s system of higher education will provide consistently excellent learning experiences for its students through instruction, research, and service.
  4. Prosperous Economy: Through instruction, research, and service, higher education in Nevada will be an essential element in developing and sustaining a strong, dynamic, knowledge-based economy for Nevada.
  5. P-16 Education: Higher education will increase partnerships with the K-12 system to ensure the cooperative delivery of education from pre-kindergarten through college degrees.
  6. Building Quality of Life: Higher education in Nevada will be instrumental in advancing society’s objectives and enriching the lives of Nevada’s citizens.
  7. Opportunity and Accessible Education for All: Nevada’s system of higher education will increase the overall participation and success of Nevadans enrolling at all levels of higher education and in all ethnic groups, and will address the unique educational needs of a highly diverse and non-traditional population.

North Dakota:
North Dakota University System Strategic Plan of the State Board of Higher Education Long-Range Goals:

  1. Continue to be a national leader and a model for other states in effectively utilizing the power and potential of a University System to enhance the economic and social vitality of the state
  2. Achieve the vision of the Roundtable on Higher Education in created a university system for the 21st century – a system that is: academically competitive nationally and internationally; engaged at every level with the needs of the state and its citizens; accessible and responsive to all citizens of the state, both individual and corporate; and proves to be a solid investment for the state and is seen as such by its citizens.
  3. Create an environment, based on mutual trust, within the University System and in cooperation with the key stakeholders of higher education that embraces a common vision, a clear set of expectations and agreed-upon accountability measures that are mutually developed and supported by the University System and its stakeholders.

Planning Framework Developed by the Strategic Planning Work Group - Report to the Board Committee on System Strategic Planning: Attaining the Vision: 2014-2018 Goals

  1. Access and Excellence in Learning
  2. Excellence in Research and Scholarship
  3. Excellence in Service to Oregon’s Communities

The 2016-2020 strategic plan for PASSHE focuses on four key goals, for which objectives were developed. They are:

  1. Ensure academic program excellence and relevance
  2. Enable more students to obtain credentials that prepare them for life, career, and the responsibilities of citizenship
  3. Develop new funding strategies, diversify resources, and manage costs to preserve affordability
  4. Increase accountability and transparency; focus on results

Rhode Island:
Top level goal:
Improve Rhode Island's educational attainment to that of leading states by 2015 to ensure that Rhode Island's residents possess the skills and knowledge required to thrive in an information-age, knowledge-based economy.

South Carolina:

  1. Expand Educational Opportunities for South Carolina Citizens
  2. Invest in Research for Economic Development and a Better Quality of Life
  3. Increase Cooperation and Collaboration for Efficiency and Quality

South Dakota:
Policy Goals for the System of Public Higher Education:

  1. Access: Every qualified South Dakotan shall have access to public postsecondary education.
  2. Quality: South Dakota public universities and special schools shall provide a quality educational experience.
  3. State Wealth: South Dakota public universities shall engage in activities designed to enhance the state’s long-term economy.
  4. Efficiencies: South Dakota public universities and special schools shall continue to seek means for improving efficiency in the delivery of educational services.


  1. Elevate the overall educational attainment of citizens in the State through increased accessibility to mission-focused institutions, which deliver educational services on campus, as well as through a planned network of off-campus instruction.
  2. Prepare citizens responsibly for success in the new century by providing high quality teaching and research in an environment that serves the needs of its consumers.

Priority goals (based off of the state’s goals):

  1. Assuring open access to an educational system that not only guarantees the basic core knowledge necessary for citizenship, but also emphasizes excellence and accountability in all academic and intellectual undertakings.
  2. Creating and retaining job opportunities and building a stronger economy that will lead to more prosperity for our people, and a stable source of funding for core priorities
  3. Protecting and preserving the health, safety and well-being of our citizens by ensuring healthcare is accessible and affordable, and our neighborhoods and communities are safe from those who intend us harm
  4. Providing disciplined, principled government that invests public funds wisely and efficiently


  1. Expand opportunities for access to quality programs
  2. Increase accountability for performance
  3. Use resources efficiently
  4. Fund quality improvements
  5. Expand opportunities for applied technology education (ATE)
  6. Collaborate with public K-12 education
  7. Promote economic development through university research, technology transfer, training, and cooperative extension programs
  8. Refine institutional missions to respond to citizens’ needs
  9. Make long-term educational improvements


  1. Affirm the VSC’s essential role in the economic and social vitality of Vermont
  2. Ensure the long-term financial sustainability of the system
  3. Strengthen student recruitment and retention
  4. Attract and retain highly effective employees
  5. Ensure effective and efficient business practices


  1. Accommodate at least 38,000 additional students
  2. Increase Virginia’s national standing in sponsored research
  3. Enhance the Commonwealth’s commitment to instructional quality


  1. Strengthen the quality of early learning programs
  2. Improve K-12 math and science education and alignment
  3. Increase bachelor’s degree capacity in high-demand fields
  4. Enhance state support for public university research and graduate education

West Virginia:
Overall Goal: To align the West Virginia higher education system to contribute to the long-term growth and diversification of West Virginia’s economy

Wyoming (University):
Strategic Plan 2014-2020

    1. To support the University's mission through access to programs and well-maintained facilities.
    2. To maintain health, safety and security for all University stakeholders and property.
    3. To increase operational efficiency and cost management activities across campus.
    4. To elevate sustainability as a way of doing business on campus.
    5. To enhance planning, information accessibiility and support to assist in decision-making.
    6. To provide administrative support to other UW divisions.
    7. To build and refine systems such that University staff are qualified and fairly compensated.

Wyoming (Community College Commission):
Strategic Objectives

  1. Student Access and Success
  2. Quality Programs
  3. Distance Learning
  4. Alignment of Programs and Workforce Opportunities
  5. Partnerships
  6. Coordination and Collaboration
  7. Adequate Resources
  8. System of Continuous Improvement