Lander's Strategic Plan

Lander University’s Strategic Plan, adopted in December 2002, reflects the collective work of the Lander community, including its students, faculty, staff, administrators, alumni, community leaders and many other constituents. Approximately 460 students and 750 other stakeholders completed surveys from which we gathered information concerning our present status with these groups. In addition, innumerable individuals contributed other historical, financial, and anecdotal information to the planning process.

Strategic Plan Goals

The Strategic Plan is built around five Goals. Although the Strategic Plan Goals have remained constant since 2002, changes in some of the details were approved by the Lander University Board of Trustees on June 9, 2010, as follows:


We will enhance student learning by promoting academic excellence and public leadership skills.

To realize this goal, we will

  • revise and improve the curriculum to enhance individual student development and produce nationally competitive graduates
  • improve the instructional effectiveness of all faculty


We will increase the size of the student body by 3% by Fall 2010.

To realize this goal, we will

  • develop, implement and maintain marketing strategies which position Lander for future growth at regional and national levels
  • develop effective recruitment and retention process to attract students who have the potential to succeed
  • develop and maintain programs to ensure reasonable academic success for all admitted students
  • ensure the maximum benefit of scholarships and work-study opportunities


We will strengthen connections with local, regional and statewide communities in order to promote experiential learning opportunities, innovative career resources, and lifelong learning interests for students.

To realize this goal, we will

  • increase involvement of all Lander employees in promoting our university
  • increase involvement of parents, alumni, community members and organizations with Lander
  • ensure high quality service to internal and external constituents
  • improve student-community linkages


We will improve the appearance and utility of the campus to serve a larger student body and increased programs of community outreach.

To realize this goal, we will

  • develop and maintain environmental initiatives and practices which promote educational and operational sustainability
  • develop a comprehensive plan to address diversity issues in the campus community
  • improve the physical environment of the campus to increase safety, comfort and satisfaction
  • enhance the "first impression" image of the university
  • expand co-curricular experiences and opportunities outside the classroom to broaden students' awareness of themselves, others and current issues
  • meet information technology needs
  • increase retention of junior faculty and staff members


We will achieve long-term stability through comprehensive assessment, planning, financial oversight and sound management practices.

To realize this goal, we will

  • maintain continuing strategic planning assessment and decision-making processes
  • ensure maximum efficiency and effectiveness in the management of our university
  • maintain accreditation with appropriate organizations

Reporting Cycles and Documents

The University’s Master Schedule for Assessment describes the annual cycles for assessment, the individual Unit Outcome Plans and Reports describe the assessment activities in each unit and the Strategic Plan Goals "Report Cards" describe the progress toward meeting the goals above.