Strategic Goals and Action Steps
The University has identified six Strategic Goals as the most critical objectives in meeting our Mission and achieving our Vision. These Goals, and the Action Steps accompanying each Goal, will be used to establish our work and budget priorities each year and will serve as the framework to determine the success of the University.
Strategic Goal One
Student Success: Advance student success from recruitment through graduation by engaging all members of the Northeastern community.
1.1 Increase the enrollment of both undergraduate and graduate students.
1.2 Increase retention and graduation rates for all students. Identify and implement high-impact practices for all students with a special focus on underrepresented populations.
1.3 Develop and implement strategies to support the transition and success of first-year and transfer students.
1.4 Conduct a comprehensive review of all academic advising services, and implement intentional, coordinated strategies that reflect national best practices in advising to increase student satisfaction and success.
1.5 Increase bicultural/bilingual support in the areas of admissions, enrollment services, financial aid, student affairs, and academic affairs.
1.6 Enhance the quality of service and communication to promote student satisfaction in all areas of the University with a focus on “points of entry,” such as admissions, financial services, enrollment services, the website, and other critical areas.
Strategic Goal Two
Academic Excellence and Innovation: Implement and support curricular and pedagogical best practices aligned with the mission of the institution, student needs, the standards of the disciplines, and career and civic engagement opportunities.
2.1 Develop a Statement of Objectives for the master’s degree, and explore adding the doctoral degree to the academic portfolio.
2.2 Implement and assess the University Core Curriculum.
2.3 Support, create, and sustain interdisciplinary courses and programs that lead to higher levels of critical, analytical, and integrated learning.
2.4 Focus on academic programs linked to regional economic development and workforce demands for the global society.
2.5 Support and create academic and professional development opportunities for students through internships, international study, research, service learning, and career services.
2.6 Enhance and expand academic offerings and resources at CCICS.
2.7 Integrate culturally relevant pedagogy and content throughout the curriculum.
2.8 Increase high-quality hybrid and online curricula throughout the University.
2.9 Prioritize resource allocation to learning resource centers and support centers.
Strategic Goal Three
Urban Leadership: Build upon Northeastern’s tradition of community partnership and engagement by collaborating with educational, social service, governmental, philanthropic, and business organizations in Chicago and the region.
3.1 Collaborate with local and regional schools, community organizations, and parents to vertically align knowledge, skills, and dispositions across K-12 schooling in order to prepare students to succeed at Northeastern or other postsecondary institutions.
3.2 Position and promote Northeastern as a leading Hispanic Serving Institution in the recruitment, retention, and graduation of Latino students.
3.3 Increase Northeastern’s presence across diverse urban communities through intentional marketing.
3.4 Encourage and support programs that expand understandings of our urban metropolis, with emphasis on our community partners.
3.5 Encourage and support programs and research that focus on contemporary urban issues, such as education reform, immigration, economic development, and the environment.
3.6 Enhance Northeastern’s marketing and public relations plan, inclusive of community outreach, to expand internal, local, regional, national, and international awareness of our urban leadership efforts.
3.7 Promote CCICS, El Centro, and CCAS as examples of Northeastern’s commitment to urban leadership.
Strategic Goal Four
Exemplary Faculty and Staff: Invest in and support faculty and staff to foster a nationally recognized urban university and create a thriving work environment that makes Northeastern an employer of choice.
4.1 Intentionally recruit and retain faculty and staff who understand and support Northeastern’s mission and the students we serve.
4.2 Enhance scholarship, professional development, and training for faculty and staff.
4.3 Use support systems and programs to build and foster a culture of mutual respect and collegiality across the University.
4.4 Provide ongoing professional development to support culturally relevant pedagogical approaches from new faculty orientation onward.
4.5 Increase collaboration and accountability across all units of the University.
4.6 Develop an effective application of shared governance at Northeastern.
Strategic Goal Five
Enhanced University Operations: Improve operating efficiencies, physical and technological infrastructure and systems, and environmental sustainability in order to provide a supportive learning, teaching, and working environment.
5.1 Ensure that all classroom, laboratory, office, student, and support spaces accommodate current needs and long-term growth.
5.2 Add a residential life component consistent with the mission of the University.
5.3 Invest in and implement technology applications and infrastructure to maximize academic and operational goals.
5.4 Establish environmental sustainability as a key element of Northeastern’s identity through green design and activities such as increasing recycling, reducing waste, conserving energy, and digitizing processes.
5.5 Streamline and redesign operational and financial workflows and processes to improve service quality and productivity.
5.6 Ensure the continued safety and security of the University; that all facilities and infrastructure, including technology and critical data, are protected; and that campus security and emergency preparedness are continually monitored and enhanced.
Strategic Goal Six
Fiscal Strength: Enhance Northeastern’s financial position by diversifying revenue sources and by strengthening institutional relationships with donors, public and private entities, and alumni.
6.1 Increase external funding, including grants, that supports programming critical to Northeastern’s mission.
6.2 Strategically plan for future Title V and other Minority Serving Institution grant applications using data and outcome analyses from current funds.
6.3 Increase advocacy efforts with federal and state governments to secure appropriations for the University.
6.4 Increase private, corporate, foundation, and other philanthropic support for the University.
6.5 Generate revenue by leveraging Northeastern’s assets (such as space rentals, fees for services, and continuing education programs) while continuing to prioritize University needs.