Strategic Pathways for Ohio University's Future

Our Strategic Pathways and Priorities brought our values and strengths to the forefront, providing the context to further refine our niche in an increasingly competitive landscape. It is essential to embrace our values as we continue to move forward to take control of our destiny in this changing, global landscape.

Become a National Leader for Diversity and Inclusion

  • Chief diversity position at the University has been elevated from vice provost to vice president for diversity and inclusion
  • Provide additional support and recognition to help define the University as a national model in this area
  • Establish a goal of creating an environment where difference in all of its forms is welcomed and celebrated

Enhance the Overall Academic Quality of the University

  • Explore and create more opportunities for student engagement and learning. Complement, not replace the University’s Honors Tutorial College (HTC), a hallmark for engaged learning
  • Create a task force that will be charged with developing a pathway to a sustainable, robust and expanded University-wide Honors Program
  • Attract the best and brightest students

Build a University Engagement Ecosystem

  • Become a positive catalyst of economic and quality of life change for Appalachia
  • Build upon the work of the Center for Community Engagement. Coordinate work with communities in our region to develop approaches that look to a new and sustainable economy through innovation and other strategic support
  • Position the new Engagement Office as a report to the executive vice president and provost

Become a Place Where Dialogue and Rigorous, Civil Debate are Institutional Hallmarks

  • Create a campus-wide lecture series around difficult dialogues, which will be called “The OHIO Challenging Dialogues on Contemporary Issues”
  • Work with University Foundation to identify funds to support the series that will attract activism, thought-provoking dialogue and debate, and affirm the University’s commitment to intellectual diversity


STRATEGIC PRIORITIES That Build Upon Ohio University’s Strengths

  • Strengthening global engagement efforts
  • Supporting the outstanding faculty and staff of Ohio University by investing in them
  • Enhancing graduate student stipends and related benefits
  • Strengthening the University’s public service mission
  • Enhancing the University’s national research and creative profile, while incentivizing interdisciplinary collaborations
  • Seeking a more robust OHIO Online Engaged Learning enterprise (WOW)
  • Enhancing the campus infrastructure and ensure a sustainable financial model
  • Enhancing the University’s national position as a leading edge laboratory for sustainability
  • Taking our branding and marketing efforts to greater heights by finding new, strategic, consistent, and rhetorically powerful ways to talk about the University
  • Strategically reconnecting with the University's 232,000-strong alumni base