Learn to Thrive: Strategic Plan 2022


The initiatives were developed to achieve the objectives described within the imperatives, with each initiative intentionally “moving the needle” on more than one objective. At this stage of the strategic plan’s five year scope, the university community has woven several of the initiatives into the fabric of the university while the remaining ones continue in various phases of development.

Initiatives now woven into the fabric of the university

Visibility: We created a comprehensive strategy to increase the visibility and awareness of the university and its three campuses among constituents internal and external (e.g., students, donors, medical communities, alumni, faculty, staff, partners, government, professional associations, employers, media, etc.).

  • Redesigned and improved content (visual and written) and the accessibility of the university’s website—our most important 24/7 global communications channel. We switched from an internal to an external communications focus, positioned the website as the hub from which we can leverage all university communications (including social media and digital marketing), implemented a new, agile content management system (T4) and a digital asset management system to significantly expand the cataloging and management of our photography and videography assets.
  • Launched a new TWU brand program with consistent messaging; new logo and wordmarks; new athletic logo marks and the first-ever mascot, Oakley, a Texas barn owl; and narrowed down the range of maroon color shades and a new, student-designed plaid to unify and broaden the visual identity of the university; We trademarked our visual assets to increase usage revenues and drive usage consistency of our visual assets in retail stores and across our three campuses.
  • Developed new significant print pieces (e.g., “Strong Past. Bold Future.” and “Connecting the Dots”) that are also available on the web, regularly distributed digital newsletters (e.g., Boldly Go and Inside TWU), expanded distribution lists for print and email communications, and led a social media evolution.
  • Expanded our media outreach from largely a Denton print focus to a proactive statewide (print and broadcast)/regional/national focus, including important higher education and diverse audience outlets.

Jane Nelson Institute for Women’s Leadership: We have created a nationally distinctive, comprehensive institute for women’s leadership, which includes the Center for Research and Student Leadership, Center for Women in Politics and Public Policy, and Center for Women Entrepreneurs.

  • Built infrastructure to staff the three centers, welcome visitors to the Sue S. Bancroft Women’s Leadership Hall exhibit space as well as to the archives for researchers, and space and resources to host training and networking events, particularly for women entrepreneurs and women-owned businesses
  • Founded an advisory council of powerful women from across the State of Texas
  • Launched speaker series and book series focused on women’s leadership
  • Established grant programs and scholarships together with external funding sources for the institute
  • Launched research initiatives to become a national resource for scholarship on topics and issues pertaining to women

Health and Wellbeing Initiative: Developed leadership and strategies to foster and sustain a culture of health and wellbeing that emphasizes self-care, practice, and resilience.

  • Developed a mission, vision, and framework of themes based on the university’s unique environment and the expertise of faculty, staff, and student leaders
  • Established Co-curricular course designations, including resources and assessment, to support academic efforts of incorporating wellbeing into the curriculum
  • Created the Pioneer Advantage Health and Wellbeing Distinction Award, a recognition program designed to encourage students to advance their skills in wellbeing practices
  • Built mechanisms to amplify health and wellbeing activity, both institutionally and to external audiences, through media, online resources, and funding opportunities
  • Established means for collaboration among campus and community partners with an intentional focus on self-care, inclusion, and leadership to foster and refine programming related to health and wellbeing

Master Plan & Space Utilization: Developed a 20-year master plan with a focus on sustainability and meaningful use of protected green space as well as established a space utilization process to identify needs and effectively manage existing space across all campuses.

  • Showcased a physical model of the 256-acre Denton campus with an accompanying website that includes cataloging space in Dallas and Houston
  • Used the plan in guiding recent construction projects including philosophy about land use, green space, building placement, and consistent style of exterior façade
  • Formed the Space Utilization Advisory Committee to field space requests and prioritize those requests within the larger university context including capital planning and budget processes

Competitive Sports: Developed sports programs plan that acts as a catalyst for increasing enrollment of students who would not otherwise select Texas Woman’s while providing opportunity for students, faculty, staff, and community members to spectate in an enjoyable and competitive atmosphere, on or near the Denton campus.

  • Identified eight new, non-scholarship competitive sports teams with an implementation plan, conference alignment, revenue-positive model, and regional access to recruit competitive prospective students
  • Launched the Pioneer Pride Dance Team, including the mascot Oakley
  • Started implementing synchronized swimming by hiring former US Olympian as head coach who has already begun recruiting
  • Developed phase two plans including hiring a STUNT coach for spring 2021

Research Culture: Developed support services and infrastructure that fuel a vibrant research culture across the university.

  • Established the Center for Research Design and Analysis and Center for Student Research, bolstered research facilities on Dallas and Houston campuses, and have begun the process of embedding associate deans for research in individual colleges
  • Refined internal grant programs to include publication funding and program officer visits for researchers to be more successful in obtaining external funding
  • Expanded innovation to include refining intellectual property policies and procedures; contracted a consulting firm to support inventors in the patent process, moving from no patent applications to more than four in process or granted
  • Engaged in entrepreneurial innovation by collaborating with I-CORPS, an NSF sponsored program to promote product development

Financial Vitality: Developed capabilities for financial modeling and long-term planning as well as identified new revenue opportunities and systemic cost-saving measures.

  • Identified strains on the university’s operating budget and barriers to long-term budget modeling during FY2019, communicated these issues to the campus community, and began addressing barriers including a platform to assist with multi-year budget models
  • Partnered with the City of Denton to identify economic development strengths of the city that the university could capitalize on as well as identified the need for similar partnerships with Houston and Dallas community leaders
  • Partnered with Innovative Academic Programs initiative to develop a model for assessing the financial impact of launching new programs
  • Developed a net tuition revenue model to analyze the impact of exemptions/waiver and statutory set-asides on semester tuition income

Student Success: Finalized the integration of Pioneering Pathways: Learn by Doing—Texas Woman’s five-year quality enhancement plan required by our ten-year accreditation—to enhance opportunities where students can find their sense of purpose, develop marketable skills, and ultimately complete a degree or certificate program.

  • Built a sustainable model of experiential learning, under the direction of the Pioneer Center for Student Excellence, that includes student scholars and faculty fellows, Learn by Doing-designated courses, and partnerships with the Career Connections and employers
  • Associated marketable skills with every degree plan, published in the course catalog and described on the marketable skills webpage
  • Formed the Strategic Retention Council to guide the ongoing development of university-wide strategies and tactics designed to increase persistence and graduation rates
  • Expanded the integrated model of student success through initiatives such as the development of the Pioneer Center for Student Excellence in Dallas and Houston, increased tutoring and academic support opportunities, and deepening student academic connections through intentional programming including the book-in-common

Initiatives in various stages of development

Innovative Academic Programs: Create a process to: 1) assess and address societal needs, develop innovative programs, and modify current programs to address those needs (e.g., women in STEM fields such as informatics, which leverages our historic strengths in health and interprofessional collaboration), 2) develop innovative pathways to degree completion, including expansion and support for community college transfer programs and second-admit programs, and 3) develop an integrated approach to scheduling and program offerings that maximizes ancillary services, space utilization and parking, with a focus on student opportunity.

Dallas and Houston Expansion: Explore strategies for leveraging two of Texas Woman’s greatest assets—its urban campuses positioned in the middle of eminent world medical centers—to amplify the university’s innovation and inter-professional renown, multiply its relationships with nonprofit, academic, and corporate partners, and greatly enhance the visibility of the university’s statewide impact.

Purposeful Partnerships: Establish the process and criteria for beneficial partnerships along with measures of impact, including community service, faculty research and collaboration, and student internship and employment opportunities.

Talent Acquisition & Development: Create a comprehensive university strategy to attract, acquire, develop, and retain diverse talent necessary for long-term university success.

Belonging: Create a climate where each person—student, faculty, staff, and alumni—feels a sense of valued place at the university.

Process Efficiencies: Build a culture of continuous improvement by broadly engaging the university community in identifying and improving processes to 1) enhance user experience, 2) reduce process complexity, and 3) improve operational efficiency and effectiveness.

Transfer Student Success: Design innovative approaches to seamless curricular and co-curricular support of transfer students.

Global perspectives: Increase global perspectives through faculty exchanges, enrollment of international students, education abroad, and international collaborations.

Innovative Childcare Solutions: Launch an initiative to develop sustainable solutions that address childcare needs within the context of academic success.

Health Care Professionals: Address the shortage of health care professionals by leveraging Texas Woman’s leadership in graduating high-quality faculty to teach and prepare the next generation of health care professionals.