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: Ensure student success from recruitment through graduation by creating a culture in which all members of the University community are engaged in attracting, educating, and graduating students who achieve the objectives for baccalaureate and graduate degrees.
1.1: Develop, implement, and invest resources in a comprehensive enrollment management plan that engages the University community.
1.2: Build well-defined articulation agreements and foster strong relationships with community colleges and other colleges and universities to ensure clear transition pathways for transfer students.
1.3: Raise undergraduate and graduate student recruitment, retention, and graduation rates, including those for students from historically underrepresented groups, to specific University benchmarks and goals.
1.4: Create a system that provides intentional academic advising for all students across the University.
1.5: Improve coordination among student and academic support programs and services with a focus on quality, customer service, and intentional integration with the curriculum.
Strategic Goal Two
Academic Excellence and Innovation: Develop an environment that supports curricular and pedagogical innovation aligned with the mission of the institution, the standards of the disciplines, student needs, and career and civic opportunities in a global society.
2.1: Develop a Statement of Objectives for the Baccalaureate Degree and a Statement of Objectives for the Masters Degree at NEIU.
2.2: Review and revise general education based on national best practices and successful innovations at peer institutions.
2.3: Review and revise discipline specific curricula based on national best practices and workforce needs.
2.4: Support professional development opportunities for students through internships, international study, research, service learning, and career services.
2.5: Support and create interdisciplinary courses and programs based on best practices and institutional strengths.
2.6: Strengthen and integrate the University’s academic offerings at CCICS, El Centro, and the University Center of Lake County through traditional and non-traditional means of program delivery.
2.7: Utilize diversity as a curricular/pedagogical dimension integrated with global and cultural studies and throughout the curriculum.
2.8: Establish technology-enriched curricula to include hybrid and online courses.
2.9: Focus on academic programs linked to regional economic development and workforce demands for the global society.
Strategic Goal Three
Urban Leadership: Work collaboratively with educational, social service, governmental, and business institutions in Chicago and the region to build upon NEIU’s tradition of community involvement.
3.1: Improve preparation for higher education by working with K-12 schools.
3.2: Review and integrate the University’s outreach and community service functions, with special emphasis on the unique programs provided by CTC, CCICS, and El Centro, to strengthen our community partnerships.
3.3: Encourage and support research projects that focus on such contemporary urban issues as education reform, immigration, economic development, and the environment.
3.4: Strive to make NEIU, as a designated Hispanic Serving Institution, an institution of choice for Latino students.
3.5: Develop a brand for NEIU that expresses pride and conveys the University’s special attributes.
3.6: Implement a marketing and public relations plan to communicate the University brand to external and internal audiences.
Strategic Goal Four
Exemplary Faculty and Staff: Invest in faculty and staff to make NEIU a world-class metropolitan university and an employer of choice.
4.1: Build a culture of mutual respect and collegiality across the University and its multiple locations throughout Chicago.
4.2: Utilize innovative approaches to recruit and retain faculty and staff committed to student success.
4.3: Provide support systems and programs (including customer service training) that foster a positive work environment for all.
4.4: Increase collaboration and accountability across all units of the University.
4.5: Create a climate in which support for scholarship, professional development, and training is provided to faculty and staff based on best practices.
Strategic Goal Five
Enhanced University Operations: Provide a supportive learning, teaching and working environment by improving operating productivity, physical infrastructure, and environmental sustainability.
5.1: Streamline and redesign operational workflows and processes with the intent of improving service quality and productivity.
5.2: Add a residential life component consistent with the mission of the University.
5.3: Identify locations and develop facility plans for future student service centers, such as a cultural center and a "One Stop Shop."
5.4: Invest in technology infrastructure to support academic and operational goals.
5.5: Ensure that all classroom, laboratory, office, student, and support spaces are appropriate to accommodate current needs and long-term growth.
5.6: Establish environmental sustainability as a key element of NEIU's identity.
5.7: Ensure that the University community is safe and secure; that facilities and infrastructure, including technology and critical data, are protected; and that plans are in place to continuously monitor and enhance campus security and emergency preparedness.
Strategic Goal Six
Fiscal Strength: Enhance the University’s financial position by reducing reliance on state general funds and student tuition, diversifying revenue sources, and strengthening institutional relationships with federal, state, and local governments, and private sponsors.
6.1: Support faculty and staff efforts to secure external funding that strengthens curricular, co-curricular and community development.
6.2: Strengthen advocacy efforts with federal, state, and local governments to secure new appropriations for the University.
6.3: Identify and capitalize on providing extended learning services.
6.4: Develop and implement the infrastructure for fundraising programs and alumni relations.
6.5: Increase corporate, foundation, and other philanthropic support to the University.
6.6: Increase private support from individuals (including faculty, staff, alumni, and others).