Strategic Plan 2020–2025 (full version) – WB Strategic Planning 2020

Version 2: 19 September 2022

General Information

Mission, Vision, and Values

Mission

We are Penn State Wilkes-Barre. We are inclusive of all, lead with and live by Penn State values, and are driven to educate, inspire, and empower others in our communities.

Vision

Penn State Wilkes-Barre will deliver a leading-edge, integrated, and welcoming educational experience that dynamically impacts lives through discovery, leadership, and sustainability.

Institutional Values

Integrity. We act with integrity and honesty in accordance with the highest academic, professional, and ethical standards.
Respect. We respect and honor the dignity of each person, embrace civil discourse, and foster a diverse and inclusive community.
Responsibility. We act responsibly, and we are accountable for our decisions, actions, and their consequences.
Discovery. We seek and create new knowledge and understanding, and foster creativity and innovation, for the benefit of our communities, society, and the environment.
Excellence. We strive for excellence in all our endeavors as individuals, an institution, and a leader in higher education.
Community. We work together for the betterment of our University, the communities we serve, and the world.

Planning Process

Timeline

Provost Jones Memo with subject “Extension of University Strategic Plan Through 2025”: March 21, 2019
Cabinet Retreat (with Dr. Newhart as facilitator): September 18, 2019
Vision Statement revision draft by Cabinet: September 24, 2019
Goals review by Cabinet in support of PSWB Reflection Report: October 15, 2019
Mission Statement revision draft by Cabinet: October 29, 2019
Submission of PSWB Reflection Report: November 1, 2019
Cabinet review of Strategic Plan 2014-2019: November 2019–January 2020
Provost Jones Memo with subject “Unit planning process and timeline”: January 10, 2020
Caroline Chronowski appointed co-chair of PSWB Strategic Plan Revision Team: February 4, 2020
Strategic Plan Revision Team Kick-Off Meeting: February 27, 2020
Newhart email to University units extending the deadline for draft revised Strategic Plans
from July 31, 2020 to September 15, 2020: March 26, 2020
Draft Revisions to Vision Statement, Mission Statement, and Goals sent to Dr. Newhart: May 1, 2020
Strategic Plan summary provided by Revision Team at Campus Meeting: May 8, 2020
Approval of Goals by Cabinet: May 11, 2020
Mission Statement, Vision Statement, and Goals Feedback Survey sent to faculty, staff, students,
Advisory Board, and alumni: May 26, 2020–May 28, 2020
Responses from Mission Statement, Vision Statement, and Goals Feedback Survey received: June 12, 2020
Cabinet Retreat (with Dr. Newhart as facilitator) to finalize the Mission Statement, Vision Statement, and Goals: June 24, 2020
Objectives drafted based on survey feedback by Cabinet (with Dr. Newhart as facilitator): July 7, 2020
Cabinet Goal Teams meet to review draft Objectives and map to University Strategic Plan: July 16–July 24, 2020
Cabinet Meeting to finalize Objectives (with Dr. Newhart present): July 28, 2020
Provost Jones Memo with subject “Updates to unit planning process and timeline”: August 7, 2020
Objectives Feedback Survey sent to faculty, staff, students, Advisory Board, and alumni: August 10, 2020
Strategic Plan update provided by Revision Team at Campus Meeting: August 18, 2020
Responses from Objectives Feedback Survey received: August 21, 2020
DEI Action Planning meeting among Chancellor Jones; David Chin, Faculty Senate DEI Committee Chair; and Barbara Welshofer, Senior Equity Consultant, Office of Educational Equity: September 18, 2020
Cabinet Goal Teams development of Action Items: September 22–October 6, 2020
Cabinet meeting to review Action Items: October 8, 2020
Cabinet meeting to review Action Items: October 20, 2020
Creation of Strategic Plan website, template, timeline, and one-page overview: October 27–October 30, 2020
Cabinet final review of Action Items: November 3, 2020–November 5, 2020
Draft Strategic Plan shared with Campus Community: November 9, 2020
Open period for feedback from Campus Community: November 9–November 12, 2020
Draft Strategic Plan submitted: November 13, 2020
Final Strategic Plan due: February 2, 2021
Approval to submit final Strategic Plan on March 15, 2021: February 2, 2021
Cabinet Goal Teams review OPAIR feedback on the draft Strategic Plan: February 11, 2021
Cabinet Goal Teams meet with Michael Rosenberg, OPAIR Director of Planning, to ask questions about feedback and next steps for remaining work: February 16, 2021
Cabinet Goal Teams create implementation tasks and consider/incorporate feedback: February 16-March 8, 2021
Cabinet Goal Teams submit final inputs to Caroline Chronowski: March 1-8, 2021
Caroline Chronowski integrates all inputs into a single draft Strategic Plan document: March 8-12, 2021
Chancellor Jones review of single draft Strategic Plan document: March 12-15, 2021
Final Strategic Plan submitted: March 15, 2021

Personnel and constituents included in the planning process

Dale Jones, Chancellor and Chief Academic Officer (co-chair)
Jane Ashton, Director Continuing Education
Janine Becker, Director Enrollment Management
Kimberly Bogdan, Director Finance
Ann Brennan, Assistant to the Chief Academic Officer
Caroline Chronowski, Director Information Technology (co-chair)
Lorrie Deffley, Regional Human Resources Strategic Partner
Lynda Goldstein, Associate Chief Academic Officer
Cara Green, Director Campus Development and Alumni Relations
Susan Gross, Administrative Assistant to the Chancellor
Jennifer Henniges, Strategic Communications Specialist
Sean McHale, Director Business Services
Wanda Ochei, Director Student Services and Engagement
Penn State Wilkes-Barre students, faculty, staff, Advisory Board, and alumni.
Penn State Wilkes-Barre Sustainability Council
Penn State Wilkes-Barre Faculty Senate Diversity, Equity, and Inclusion (DEI) Committee (transitioned to PSWB DEI Council)

Publicity for the plan

Attached documents:

Email to campus faculty, staff, students, advisory board, and alumni “2020 0528 Email Survey Mission Vision Goals WB Strategic Plan.pdf”
Email to campus faculty, staff, students, advisory board, and alumni “2020 0810 Email Survey Objectives WB Strategic Plan.pdf”
2020 Spring Campus Meeting: “2020 Spring Campus Meeting-rev 080820.pptx”
2020 Fall Campus Meeting: “2020 Fall Campus Meeting-rev 081720.pptx”
Progress Report to Faculty Senate: https://wilkesbarre.psu.edu/faculty-senate/minutes/10-22-2019
Email to faculty and staff about draft strategic plan: “2020 1109 Email to faculty and staff WB Strategic Plan.pdf”
Wilkes-Barre Strategic Plan Website: https://sites.psu.edu/wbstrategicplanning/
Progress Report to Faculty Senate: https://wilkesbarre.psu.edu/faculty-senate/minutes/12-2-2020

Plan approved by

Original plan approved by Dale Jones, Chancellor and Chief Academic Officer; Revisions/updates approved by Lynda Goldstein 08/2022, Chancellor and Chief Academic Officer

Supporting evidence

Strategic Plan Wilkes-Barre 13Nov2020.docx
PS Wilkes Barre Strategic Plan–03152021 FINAL.docx
2019 0924 Cabinet Meeting Summary.docx
2020 0505 Cabinet Meeting Agenda.docx
2020 0512 Cabinet Meeting Agenda.docx
2020 0707 Cabinet Meeting Agenda.docx
2020 0728 Cabinet Meeting Agenda.docx
PSWB StrategicPlanExtension 1May20.docx
PSWB_StrategicPlanExtension_30Apr20 DWN comments.docx
PSWB StrategicPlanWorkDocument 10May20.docx
Retreat Outline and Timeline_Final_24Jun20.docx
RetreatAgenda Final 24Jun20.docx
RetreatChancellorRemarks 24Jun20.docx
Wilkes-Barre OBJECTIVE FORMATION overall report.docx
Wilkes-Barre_MissionVisionGoals.docx

Strategic Plan

Goal 1: Deliver Holistic Academic Experience

Objective 1.1: Academic Programs

Increase the relevance and quality of Penn State Wilkes-Barre’s academic programs.

Penn State Foundations: F2—Engaging Our Students
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE4—Prepare Our Students For Success In Their Careers And In Life
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Deliver Holistic Academic Experience

Action Item 1.1.1: Host student/faculty/employer engagements to discuss majors and curriculum/outcomes and how they meet the needs of the region. (Active)

Action Item Implementation Tasks:

1.1.1.1: Host engagement events among businesses and community agencies, faculty, staff, and students; may include advisory board representatives, Industry Advisory Councils (EET, SUR E), and Continuing Education.
1.1.1.2: Events should focus on business and community agency needs and how PSUWB majors/learning outcomes meet those needs; identify gaps.
1.1.1.3: Work with appropriate units to enhance programs and marketing opportunities by communicating gaps, adding co-curricular activities, revising curriculum, and offering continuing education programs, if appropriate.

Action Item Metrics: Number of events held; number of business/agencies; number of students; gaps identified and addressed; number of marketing opportunities; number of CE referrals.
Responsible Party: Academic Affairs, Program Coordinators, Career Services, Continuing Education, Alumni Relations
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.1.2: Review portfolio of 2- and 4-year degrees and minors for market relevance and enrollment potential .

Action Item Implementation Tasks:

1.1.2.1: Regularly work with OVPCC to review current programs, enrollment, and market needs in the region.
1.1.2.2: Regularly work with other campuses to review shared programs, enrollment and market needs in the region.
1.1.2.3: Initiate proposals to add or delete programs, including those shared with other campuses, and to add or delete minors.
1.1.2.4: Regularly work with OVPCC, regional campuses, and Strategic Communications to strengthen regional identity in Engineering and establish regional identity in healthcare.
1.1.2.5: Initiate Certificate programs or micro-credentials to enhance Residential Instruction.

Action Item Metrics: Programs reviewed on a continuing basis and acted on.
Responsible Party: Academic Affairs, Continuing Education, program coordinators
Start Date: 07/01/2022
Target Date: 12/31/2025

Action Item 1.1.3: Ensure all faculty become knowledgeable about and proficient in using creative tools and relevant content in delivering the curriculum .

Action Item Implementation Tasks:

1.1.3.1: Identify necessary tools and strategies. Identify basic proficiencies/expectations for student-centered, interactive, and/or applied learning.
1.1.3.2: Schedule faculty training needed, utilizing as much available from across Penn State University as possible.
1.1.3.3: Monitor faculty completion and success of training.
1.1.3.4: Capture impact of student-centered, interactive, and applied learning (may use technology to enhance but not required as a “creative tool”).

Action Item Metrics: Faculty Activity Report (FAR); Question on SRTE: did the instructor use interactive and/or applied learning activities to enhance your understanding?
Responsible Party: Academic Affairs, Instructional Designer
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 1.2: Build Relationships; Improve Programs

Develop and continuously improve programs that build and sustain student relationships with faculty and staff, and their peers.

Penn State Foundations: F2—Engaging Our Students
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE4—Prepare Our Students For Success In Their Careers And In Life
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Deliver Holistic Academic Experience

Action Item 1.2.1: Encourage faculty/staff interactions with students.

Action Item Implementation Tasks:

1.2.1.1: Create teams to explore options and ideas for such interactions.
1.2.1.2: Present final ideas to campus constituency groups.
1.2.1.3: Request report outs from faculty and staff about interactions, successes, challenges, as well as recommendations for improvement.

Action Item Metrics: Student survey results that demonstrate increased positive interactions.
Responsible Party: Student Affairs, Academic Affairs
Start Date: 1/1/2021
Target Date: 12/31/2025

Action Item 1.2.2: Implement peer-to-peer advising and mentoring programs and improve student outcomes.

Action Item Implementation Tasks:

1.2.2.1: Identify project team to administer programs, creating objectives and guidelines for success.
1.2.2.2: Pilot each program with a small group for 2 terms.
1.2.2.3: Report out including recommendations, make improvements, and implement.

Action Item Metrics: Number of students participating.
Responsible Party: Academic Support Services, Academic Affairs, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.2.3: Grow and stabilize campus enrollment.

Action Item Implementation Tasks:

1.2.3.1: Implement Strategic Enrollment Management Plan.
1.2.3.2: Monitor year over year, identify and leverage improvements, and identify issues and correct.

Action Item Metrics: Number of students enrolled annually
Responsible Party: Enrollment Management, Continuing Education, Program Coordinators, Development (Scholarships), Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.2.4: Implement a repository of data that captures students’ “holistic” experience mapped to career outcomes

Action Item Implementation Tasks:

1.2.4.1: Career Services will research and purchase software to track credit and experiential internships.
1.2.4.2: Collect data from relevant databases (iTwo, Starfish, SEN App, Career Services, Program Coordinators, etc.) capturing students’ curricular and co-curricular experiences (internships, undergrad research, clubs, leadership, etc.).
1.2.4.3: Use data collected to assist students in the creation of robust resumes.
1.2.4.4: Use data collected to assist in improving academic program experiences.
1.2.4.5: Use data collected to assist in publicizing the holistic educational experience at this campus to alumni relations, admissions, relevant business partners, the public.
1.2.4.6: Career Services will develop a tracking survey of students’ careers beyond the traditional first destination survey of 6 months.

Action Item Metrics:
Responsible Party: Career Services
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 1.3: Intellectual and Social Development

Strengthen and sustain collaborations focused on the intellectual and social development of students.

Penn State Foundations: F1—Enabling Access to Education; F2—Engaging Our Students; F3—Advancing Inclusion, Equity, and Diversity
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE4—Prepare Our Students For Success In Their Careers And In Life
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Deliver Holistic Academic Experience

Action Item 1.3.1: Establish an initiative to encourage students to develop an enhanced curricular and co-curricular plan using the Student Engagement Network.

Action Item Implementation Tasks:

1.3.1.1: Incorporate units on Undergraduate Research and Student Engagement Network into First Year Seminar curriculum.
1.3.1.2: Educate and engage faculty to help students apply for Undergraduate Research opportunities, reinforce utilization of Student Engagement Network, https://www.engage.psu.edu/, and apply for Travel and SEN grants.
1.3.1.3: Track number of students engaged in Undergraduate Research.
1.3.1.4: Track number of students engaged with internships, including non-credit internships; put on transcript or enter into SEN so it counts for student.
1.3.1.5: Track number of students utilizing the Student Engagement Network.
1.3.1.6: Strategic Communications will feature one Celebration of Scholarship student project each academic year to promote in the local media and highlight on website and social media.

Action Item 1.3.2: Review all student services for best practices and remove any barriers for student access.

Action Item Implementation Tasks:

1.3.2.1: Identify all departments to be reviewed (i.e, student facing).
1.3.2.2: Create standard program review guidelines.
1.3.2.3: Identify review teams (staff, faculty, and students).
1.3.2.4: Schedule program reviews.
1.3.2.5: Complete program reviews and document.
1.3.2.6: Determine actionable recommendations and resources required.
1.3.2.7: Implement changes.

Action Item Metrics: Annual program reviews across units, including number of improvements recommended and made.
Responsible Party: Academic Affairs, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.3.3: Identify and create clubs and organizations that are relevant to majors.

Action Item Implementation Tasks:

1.3.3.1: Cross reference current clubs and organizations with majors and identify gaps.
1.3.3.2: For each gap, discuss needs with students, faculty, and Student Activities office.
1.3.3.3: Create list of recommendations and resources required.
1.3.3.4: Implement changes.

Action Item Metrics: Increase in number of student organizations.
Responsible Party: Student Affairs, Academic Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 1.4: Cultural Competence

Through intentional programming and interaction, expose students to diverse populations to build and sustain cultural competence.

Penn State Foundations: F3—Advancing Inclusion, Equity, and Diversity; F4—Enhancing Global Engagement
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE—Penn State will be a leader in the transformation of education, including enhancing access to it, as it fulfills its land-grant mission in a 21st-century context and continues to drive discovery-focused research across disciplines.
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Deliver Holistic Academic Experience

Action Item 1.4.1: Expand events exploring various and differing cultures.

Action Item Implementation Tasks:

1.4.1.1: Document current culturally relevant events and identify cultural gaps.
1.4.1.2: Solicit ideas on other cultures to be represented or other cultural activities/events from students, faculty, and staff.
1.4.1.3: Create schedule with current culturally relevant events.
1.4.1.4: Implement changes.

Action Item Metrics: Increase in cultures represented at events; event evaluations that capture an increase in students’ cultural competence
Responsible Party: Chancellor/CAO’s Office, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.4.2: Offer speaker series focused on diverse topics and issues in the region or the country.

Action Item Implementation Tasks:

1.4.2.1: Solicit input from community, student groups, faculty, and staff regarding types of topics or issues they would like to see brought to campus.
1.4.2.2: Create events/invite speakers where classes of students will participate; this may include on campus events, virtual events, etc.
1.4.2.3: Invite community members and high school groups to increase participation and engagement.
1.4.2.4: Implement with a goal of one speaker each semester term.

Action Item Metrics: Number of events held annually; number of issues/cultures represented.
Responsible Party: Academic Affairs, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.4.3: Expand focus on global topics and issues.

Action Item Implementation Tasks:

1.4.3.1: Define what a global topic or issue is, with examples of how said topic could be brought to a class or a program/activity.
1.4.3.2: Create a form for submission of topics to ensure tracking of this initiative.
1.4.3.3: Calculate the percentage of courses and the number of activities per semester that present or include a global topic or issue.

Action Item Metrics: Number of classes including global curriculum; number of student programs and co-curricular and extra-curricular activities including global topics
Responsible Party: Cabinet, Academic Affairs, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 1.4.4: Create international recruitment and retention opportunities.

Action Item Implementation Tasks:

1.4.4.1: Create environment necessary to support and retain international students.
1.4.4.2: Create a more welcoming and inclusive campus environment.
1.4.4.3: Explore and identify avenues to enroll new international students.

Action Item Metrics: Increase in the number of international students enrolled
Responsible Party: Enrollment Management, Academic Affairs
Start Date: 01/01/2021
Target Date: 12/31/2021

Goal 2: Relationships and Partnerships

Create and strengthen inclusive relationships and dynamic and strategic partnerships to increase enrollment and establish the campus as an educational resource.

Objective 2.1: Educational Institution Relationships

Continuously improve relationships with local and virtual educational institutions through dynamic partnerships.

Objective Status: 1—Active
Objective Year(s): 2020–2021, 2021–2022, 2022–2023, 2023–2024, 2024–2025
Start Date: 01/01/2021
Completed Date: 01/01/2021
Target Completion Date: 12/31/2025
Key Performance Indicator(s): 1. Number of new and enhanced relationships and partnerships with local and virtual educational institutions. 2. Number of initiatives and projects with local and virtual educational institutions. Number of students enrolling as a result of relationships and partnerships. 3. Number of community members and organizations interacting with campus.
Mapping:

Penn State Foundations: F1—Enabling Access to Education
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE5—Partner More Effectively With Pre-College Educators
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Relationships and partnerships

Action Item 2.1.1: Develop a robust working relationship with Luzerne County Community College.

Action Item Implementation Tasks:

2.1.1.1: Enrollment Management and Academic Affairs will meet regularly with LCCC.
2.1.1.2: Program coordinators will conduct annual review of degree requirements to communicate updates.
2.1.1.3: Development will communicate new and existing scholarship opportunities to faculty and staff.

Action Item Metrics: Establish schedule of meetings with LCCC to conduct review of LCCC Articulation Agreement and communicate transfer advising updates and scholarship opportunities.
Responsible Party: Enrollment Management, Academic Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.1.2: Identify, establish, and expand relationships with cyber schools in our service area by offering recorded virtual access to programs and activities.

Action Item Implementation Tasks:

2.1.2.1: Enrollment Management will oversee the relationship list of cyber schools.
2.1.2.2: Canvas area high schools for names of cyber schools residents utilize.
2.1.2.3: Reach out to cyber schools with event opportunities to develop relationships.
2.1.2.4: Assessment on the return on investment of school relationships will be evaluated yearly.

Action Item Metrics: Number of relationships with cyber schools, particularly the Pennsylvania Cyber Charter School (PA Cyber) Wilkes-Barre office.
Responsible Party: Enrollment Management Team, Event Points of Contact (POC), Academic Affairs, Strategic Communications
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.1.3: Engage local school districts and Learning Intermediate Units (LIUs) by offering programs that enhance learning opportunities and increase local access to Penn State University resources.

Action Item Implementation Tasks:

2.1.3.1: Enrollment Management will network with school districts and LIUs to develop targeted programs based on strategic enrollment plans.
2.1.3.2: Offices and POCs will involve Enrollment Management in their programming efforts.
2.1.3.3: Continuously assess and adjust relationships and programming yearly.

Action Item Metrics: Number of programs offered to local school districts and Learning Intermediate Units (LIUs)
Responsible Party: Enrollment Management, Continuing Education, Event Points of Contact (POC), Academic Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.1.4: Create STEM-oriented opportunities that Admissions can use to engage local school districts to establish academic, co-curricular, and extra-curricular collaborations.

Action Item Implementation Tasks:

2.1.4.1: In support of Strategic Enrollment Management Plan, offer STEM-related programming to various target audiences (high school students, summer youth campers, etc.) yearly.
2.1.4.2: All departments will coordinate and communicate offerings with Admissions.

Action Item Metrics: Number of STEM-oriented programs offered to local school districts and cyber schools
Responsible Party: All STEM-oriented departments, Continuing Education, Enrollment Management
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 2.2: Penn State Relationships

Foster, assess, and strengthen inclusive relationships, both existing and potential, external and internal to Penn State Wilkes-Barre and Penn State University to achieve campus demographics that are more reflective of national trends for women and under-represented minorities.

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: CO1—Focus On Impact Through Partnerships
Penn State Thematic Priorities: No Associated Thematic Priority Connection
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Relationships and partnerships

Action Item 2.2.1: Expansion of diversity, equity, and inclusion (DEI) campus initiatives.

Action Item Implementation Tasks:

2.2.1.1: Campus DEI Council will be formed.
2.2.1.2: Offer a variety of DEI initiatives each academic year for faculty, staff, and students in partnership with community and university resources.
2.2.1.3: Continuously assess each DEI event for return on investment for its target audience.

Action Item Metrics: Creation of a campus DEI Council, Development of DEI initiatives, Include DEI-embedded values in communications. Ensure full compliance with all DEI mandatory training.
Responsible Party: DEI Council, Faculty Senate, Staff Advisory Council, Student Activities, SGA, Strategic Communications
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.2.2: Partner with local organizations, alumni, Advisory Board, campus friends, to provide varied enrichment experiences for students.

Action Item Implementation Tasks:

2.2.2.1: Utilize annual Advisory Board interests document to involve board members in campus events both academic, co-curricular, and extra-curricular.
2.2.2.2: Utilize alumni interests to involve them in campus events.
2.2.2.3: Build on relationships with local organizations to co-host enrichment opportunities.

Action Item Metrics: Number of partnerships
Responsible Party: Career Services, Development, Alumni Relations, Continuing Education, Program Coordinators, Chancellor/CAO Office
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.2.4: Identify a STEM-oriented program and/or College such as Earth and Mineral Sciences, develop and market a pathway partnership for women and under-represented minorities to move seamlessly into a 2+2 major.

Action Item Implementation Tasks:

2.2.4.1: Identify, develop, and market program to target population.
2.2.4.2: Minimum of two testimonial videos (one current and one graduate) added to website each academic year.
2.2.4.3: Evaluate success by defined goals of individual programs
2.2.4.4: Continuously assess each DEI event for return on investment for its target audience.

Action Item Metrics: Number of women students, Number of underrepresented students, Series of virtual testimonials from current students in STEM programs and former students who have graduated with STEM degrees
Responsible Party: Program Faculty, Career Services, Alumni Relations, Strategic Communications
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.2.6: Establish an initiative to encourage students to develop an enhanced curricular and co-curricular plan in partnership with Undergraduate Research and the Student Engagement Network.

Action Item Implementation Tasks:

2.2.6.1: Incorporate units on Undergraduate Research and Student Engagement Network into First Year Seminar curriculum.
2.2.6.2: Educate and engage faculty to have students apply for Undergraduate Research opportunities and reinforce utilization of Student Engagement Network, https://www.engage.psu.edu/.
2.2.6.3: Track number of students engaged in Undergraduate Research.
2.2.6.4: Track students utilizing the Student Engagement Network.
2.2.6.5: Strategic Communications will feature one Celebration of Scholarship student project each academic year to promote in the local media and highlight on website and social media.

Action Item Metrics: Number of students receiving Undergraduate Research grants and awards, Number of students developing co-curricular projects, Series of virtual testimonials from current students and graduates
Responsible Party: Academic Affairs, Program Faculty, Career Services, Alumni Relations, Strategic Communications, Student Affairs
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 2.3: Community Partnerships

Collaborate with industry, community, advisory board, students, alumni, faculty, and staff to identify and engage existing and future partnerships with Penn State Wilkes-Barre as the educational institution of choice.

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: CO1—Focus On Impact Through Partnerships
Penn State Thematic Priorities: No Associated Thematic Priority Connection
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Relationships and partnerships

Action Item 2.3.1: Communicate our internship process to constituents so we can provide increased internship opportunities.

Action Item Implementation Tasks:

2.3.1.1: Target Advisory Board, alumni, Continuing Education clients, campus vendors, and chamber of commerce contacts to communicate our process and increase internship opportunities.
2.3.1.2: A vibrant resource will be created and maintained that provides current opportunities for credit and experiential internships and the processes for each. Resource will be shared with students by Career Services.

Action Item Metrics: Number of internship opportunities
Responsible Party: Career Services, Development, Alumni Relations Continuing Education, Program Coordinators
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.3.3: Expand collaboration with industry and non-profits to improve local economy and enhance worker education and training opportunities.

Action Item Implementation Tasks:

2.3.3.1: Meet yearly with regional workforce and economic development constituents to learn trends and needs in order to create and market appropriate training opportunities.
2.3.3.2: Utilize Pennsylvania Department of Labor and Industry data (and other sources) to analyze and identify top employing industries, top skills within the industries, and training gaps and needs.
2.3.3.3: Develop, offer, and deliver appropriate training based on assessment of data.

Action Item Metrics: Increase number of collaborations; expand training offerings to existing and new customers
Responsible Party: Continuing Education, Enrollment Management, Program Faculty, Cabinet
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 2.3.4: Increase intentional community involvement using expertise of faculty and staff on local boards as representatives of Penn State Wilkes-Barre.

Action Item Implementation Tasks:

2.3.4.1: Administration will poll Cabinet members for departmental volunteer engagement and board service activity.
2.3.4.2: Directors will encourage employee involvement with community organizations and professional associations.
2.3.4.3: Faculty will report community service on Faculty Activity Reports (FARs).

Action Item Metrics: Number of employees serving on community boards, annual reviews
Responsible Party: Cabinet, Faculty, Staff
Start Date: 01/01/2021
Target Date: 12/31/2025

Goal 3: Sustainability

Promote sustainability in our teaching, co-curricular activities, outreach, and operations.

Objective 3.1: Sustainability in Teaching

Increase and promote sustainability in teaching through identification and amplification of courses and faculty development in this area.

Objective Status: 1—Active
Objective Year(s): 2020–2021, 2021–2022, 2022–2023, 2023–2024, 2024–2025
Start Date: 01/01/2021
Completed Date: 01/01/2021
Target Completion Date: 12/31/2025
Key Performance Indicator(s): Review learning outcomes and objectives in courses, number of service-learning projects, number of cross-disciplinary interactions and collaborations with other campuses, number of professional development opportunities.
Mapping:

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE—Penn State will be a leader in the transformation of education, including enhancing access to it, as it fulfills its land-grant mission in a 21st-century context and continues to drive discovery-focused research across disciplines.
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Sustainability

Action Item 3.1.1: Identify, encourage, and promote sustainability themes in course offerings.

Action Item Implementation Tasks:

3.1.1.1: Emphasize learning outcomes and objectives related to sustainability in courses on syllabi.
3.1.1.2: Use United Nations Social Development Network (UNSDN) goal “badges” to identify key sustainability areas.
3.1.1.3: Promote courses with sustainability focus on Sustainability Council website and through Academic Advising.
3.1.1.4: Incorporate sustainability education into First Year Seminar curriculum to educate all new students about Penn State Wilkes-Barre sustainability efforts.

Action Item Metrics: Review learning outcomes and objectives in courses
Responsible Party: Chancellor/CAO Office, Program Faculty, Program Coordinators
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.1.2: Encourage and identify service learning projects.

Action Item Implementation Tasks:

3.1.2.1: Encourage and identify service learning, undergraduate research, internships and student engagement activities with a sustainability connection.
3.1.2.2: Promote sustainability service-learning projects on campus social media and website.

Action Item Metrics: Number of service-learning projects; number of service-learning projects with a sustainability connection.
Responsible Party: Chancellor/CAO Office, Program Faculty, Program Coordinators
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.1.3: Strengthen sustainability education through collaborations with other campuses and cross-disciplinary interactions.

Action Item Implementation Tasks:

3.1.3.1: Seek opportunities for faculty and classes from different campuses to collaborate and promote the UN Sustainable Development Goals.
3.1.3.2: Seek opportunities for shared sustainability programs and activities.

Action Item Metrics: Number of cross-disciplinary interactions and collaborations with other campuses
Responsible Party: Chancellor/CAO Office, Program Faculty, Program Coordinators
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.1.4: Encourage and acknowledge professional development for faculty in the area of sustainability.

Action Item Implementation Tasks:

3.1.4.1: Use Faculty Activity Reports (FARs) to track number of professional development activities related to sustainability.
3.1.4.2: Promote faculty sustainability professional development on the PSWB Sustainability Council website.

Action Item Metrics: Number of sustainability professional development opportunities
Responsible Party: Chancellor/CAO Office, Program Faculty, Program Coordinators, Sustainability Council
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 3.2: Sustainability in Student Life

Increase and promote sustainability in student life and experience through intentional programs and activities.

Objective Status: 1—Active
Objective Year(s): 2020–2021, 2021–2022
Start Date: 01/01/2021
Completed Date: 01/01/2021
Target Completion Date: 12/31/2025
Key Performance Indicator(s): Number of sustainability events, Number of students participating in sustainability events, Number of students utilizing the campus food bank, Number of students participating in First Year Seminar, Number of scholarships, Awareness of scholarship resources, Number of work study students employed.
Mapping:

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: TE—Penn State will be a leader in the transformation of education, including enhancing access to it, as it fulfills its land-grant mission in a 21st-century context and continues to drive discovery-focused research across disciplines.
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Sustainability

Action Item 3.2.1: Promote sustainability education with special events and encourage student participation.

Action Item Implementation Tasks:

3.2.1.1: Provide programming and events with a sustainability element.
3.2.1.2. Promote sustainability events and encourage participation by faculty, staff, and students.
3.2.1.3: Utilize Student Activity Fee for special events on sustainability.
3.2.1.4. Encourage sustainability events that bring together student life with faculty and staff.

Action Item Metrics: Number of sustainability events, Number of students participating in sustainability events.
Responsible Party: Student Services
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.2.2: Provide additional services and resources to meet student needs.

Action Item Implementation Tasks:

3.2.2.1: Expand the campus food bank, lending closet, and student emergency funds to provide greater resources to students as needed.
3.2.2.2: Inventory community services and resources that can benefit students.
3.2.2.3: Connect students to community services and resources to reduce dependency on the campus resources available.

Action Item Metrics: Level of services and resources; number of connections to community services and resources
Responsible Party: Student Services, Development, Career Services
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.2.3: Provide programming that promotes personal fiscal responsibility and debt management for students.

Action Item Implementation Tasks:

3.2.3.1: Expose all students to financial literacy training by including Sokolov-Miller Family Financial and Life Skills Center Financial Literacy Modules in the First Year Seminar.
3.2.3.2: Implement a workshop series where faculty and staff provide additional educational opportunities for students on topics such as financial literacy, student loans and repayment plans, saving, budgeting, and credit scores.

Action Item Metrics: Number of First Year Experience sections; number of students in First Year Experience sections
Responsible Party: Academic Affairs, Enrollment Management
Start Date: 01/01/2021

Target Date: 12/31/2025

Action Item 3.2.4: Develop and enhance financial resources for students.

Action Item Implementation Tasks:

3.2.4.1: Encourage and promote work-study employment.
3.2.4.2. Organize a work-study job fair.
3.2.4.3: Identify student needs in partnership with Enrollment Management and the Campus Scholarship Committee.
3.2.4.4. Identify, cultivate, and solicit a donor prospect pool annually to address needs.
3.2.4.5. Identify Division of Development and Alumni Relations (DDAR) goals and objectives, including any future campaign directives.

Action Item Metrics: Number of scholarships, Increased awareness of scholarship resources available to students, Number of work study eligible students employed
Responsible Party: Development Office, Human Resources, Enrollment Management
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 3.3: Sustainability in Outreach

Increase and promote sustainability in outreach through the identification of opportunities and partnerships with Penn State Wilkes-Barre.

Objective Status: 1—Active
Objective Year(s): 2020–2021, 2021–2022, 2022–2023, 2023–2024, 2024–2025
Start Date: 01/01/2021
Completed Date: 01/01/2021
Target Completion Date: 12/31/2025
Key Performance Indicator(s): Number of community relationships and partnerships, Number of sustainability activities and promotions, Number of student internships, Number of communications to the campus about Penn State Sustainability Institute.
Mapping:

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: No associated supporting element connection
Penn State Thematic Priorities: SP5—Forge broad and relevant partnerships.
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Sustainability

Action Item 3.3.1: Identify, develop and enhance partnerships and relationships with community sustainability experts and environmental groups.

Action Item Implementation Tasks:

3.3.1.1: Identify community sustainability experts and environmental groups.
3.3.1.2: Collectively identify campus volunteers, organizations, community partners, and alumni to engage in sustainability efforts on campus.
3.3.1.3: Identify community connections and partnerships with an emphasis on sustainability.

Action Item Metrics: Number of community relationships and partnerships
Responsible Party: Chancellor/CAO Office, Director of Business Services, Development/Alumni Relations, Continuing Education
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.3.2: Educate the community by publicizing the priority that Penn State Wilkes-Barre places on sustainability.

Action Item Implementation Tasks:

3.3.2.1: Use the campus website and social media to educate the community on campus sustainability efforts.
3.3.2.2: Identify faculty, staff, and alumni for external speaking engagements on sustainability topics.
3.3.2.3: Utilize Student Facility Fee and development funds to promote sustainability projects (i.e., electric vehicle charging stations in campus parking lots).

Action Item Metrics:Number of activities and promotions
Responsible Party: Chancellor/CAO Office, Strategic Communications, Sustainability Council
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.3.3: Seek out student internships with local businesses that focus on sustainability.

Action Item Implementation Tasks:

3.3.3.1: Career Services leads an effort to track student internships and should identify companies with sustainability internship opportunities.
3.3.3.2: Identify area businesses with a sustainability component.
3.3.3.3: Seek funding for internships with a sustainability emphasis.

Action Item Metrics: Number of student internships
Responsible Party: Chancellor/CAO Office, Development, Program Faculty, Program Coordinators, Career Services
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.3.4: Serve as a resource and liaison between the Penn State Wilkes-Barre community and the Penn State Sustainability Institute.

Action Item Implementation Tasks:

3.3.4.1: Promote and support campus Sustainability Council.
3.3.4.2: Increase campus-wide participation in Sustainability Institute events and activities.
3.3.4.3: Promote Student Engagement Network “remote innovation grants”.

Action Item Metrics: Number of communications to the campus; Increase in participation in Sustainability Institute events and activities; Increase in “remote innovation grants”; Student growth in competencies of multicultural awareness, civic responsibility, ethical leadership, systems thinking, and professional development.
Responsible Party: Sustainability Council
Start Date: 01/01/2021
Target Date: 12/31/2025

Objective 3.4: Sustainability in Operations

Foster integration of sustainable practices and efforts into all aspects of campus life at Penn State Wilkes-Barre.

Objective Status: 1—Active
Objective Year(s): 2020–2021, 2021–2022, 2022–2023, 2023–2024, 2024–2025
Start Date: 01/01/2021
Completed Date: 01/01/2021
Target Completion Date: 12/31/2025
Key Performance Indicator(s): Amount of cost savings, Amount of increase in our renewable resources, Measure of our recycling efforts, Number of professional development activities, Identification of efforts on campus that directly offer a connection to the UN Sustainable Development Goals.
Mapping:

Penn State Foundations: F6—Ensuring A Sustainable Future
Penn State Supporting Elements: IS2—Invest in resources creatively and systematically
Penn State Thematic Priorities: No associated thematic priority connection.
Strategic Plan (2020–2025)—Penn State Wilkes-Barre: Sustainability

Action Item 3.4.1: Develop a culture that embraces the efficient use of resources.

Action Item Implementation Tasks:

3.4.1.1: Through the campus Sustainability Council and Cabinet, identify university-wide best practices to implement at the campus level.
3.4.1.2: Identify and implement best practices for the efficient use of resources and generation of cost savings.

Action Item Metrics: Increased efficiencies, Use of resources
Responsible Party: Chancellor/CAO Office, Cabinet
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.4.2: Encourage professional development for staff in the area of sustainability.

Action Item Implementation Tasks:

3.4.2.1: Through the Learning Resource Network (LRN) and other opportunities identified by the campus Sustainability Council, incorporate sustainability training in Faculty Activity Reports faculty (FARs), and staff Job Responsibilities Worksheets (JRWs), and performance management goals.
3.4.2.2: Incorporate sustainability education into new employee on-boarding process in order to educate all new employees about campus sustainability efforts.

Action Item Metrics: Amount of professional development activities in the area of sustainability, Use of badging for recognition
Responsible Party: Chancellor/CAO Office, Staff Advisory Council, Cabinet, Director of Business Services, Human Resources
Start Date: 01/01/2021
Target Date: 12/31/2025

Action Item 3.4.3: Increase and promote sustainability in operations.

Action Item Implementation Tasks:

3.4.3.1: Analyze our operational footprint.
3.4.3.2: Identify opportunities for increased efficiencies.

Action Item Metrics: Increased efficiencies, Amount of Savings
Responsible Party: Chancellor/CAO Office, Cabinet
Start Date: 01/01/2021
Target Date: 12/31/2025