Research Strategic Plan

research strategic plan

In 2019, the Department of Medicine invested considerable effort and resources to devising a strategic plan that will provide a roadmap for our research mission today and into the future.

This work was guided by a Research Planning Committee that convened throughout the first half of 2019, reviewing the current state of research in the Department, generating recommendations for strengthening our research efforts, and developing the following plan. Many of our faculty and research administrators participated and contributed ideas as part of this process—through interviews, a survey, and robust discussions at the 2019 Research Retreat.

The result of this combined effort is the clear, direct, ambitious, and ultimately achievable research strategic plan that follows.

We identified five strategies for achieving our vision.

We will foster the success of our current faculty by enhancing our faculty development, mentoring, and funding programs while also strengthening the pipeline of the next generation of outstanding investigators in Medicine.

Lead: Andrew Alspaugh, MD


  • Strengthen faculty career development programs (Xunrong Luo, Matthew Crowley)
  • Build a diverse and inclusive Department of Medicine (Laura Svetkey, Julius Wilder)
  • Foster a culture of outstanding mentorship in the Department (Alspaugh, Cathleen Colon-Emeric)
  • Expand physician-scientist recruitment and programmatic support (Rodger Liddle, Matt Hirschey)
  • Launch a Department partnership hires program (Xunrong Luo, Chris Holley)
  • Expand cadre of independent PhD investigators (Scott Palmer, Amy Porter-Tacoronte)

We will enhance our partnerships with other departments, centers, institutes, schools, and programs across Duke University.

Lead:  David Simel, MD, vice chair for veterans affairs

  • Duke Clinical Research Institute
  • Duke Cancer Institute
  • Durham VA Medical Center
  • Duke Molecular Physiology Institute
  • Pratt School of Engineering and MEDx
  • Duke Human Vaccine Institute
  • Duke Global Health Institute
  • Center for Applied Genomics and Precision Medicine

We will solidify a leadership position in data science by leveraging the clinical disease expertise of our faculty; building our data assets; and improving our data collection, storage and analytics resources.

Lead: Chetan Patel, MD, vice chair for clinical affairs

  • Cultivate DOM data assets into open science platform
  • Augment biostatistics & bioinformatics resources
  • Create new leadership role for data science
  • Implement learning health units
  • Continue implementation of Science Culture and Accountability Plan

We will foster a community and culture of rich scientific investigation by making research easier while achieving the highest levels of research integrity.

Lead: Erica Malkasian

  • Provide outstanding grants and administrative support to investigators
  • Position Duke as a leader in site-based research
  • Develop next-generation biorepository capabilities
  • Catalyze innovation and entrepreneurship
  • Expand international research efforts

We will invest in emerging research content and method areas that leverage our strengths and address important unmet patient-centered medical needs.

Lead: Heather Whitson, MD

Cross-cutting themes:

  • Immunology, inflammation & fibrosis
  • Aging, resilience & pain
  • Energy, obesity & metabolic disease
  • Precision medicine
  • Population health & disparities research

To learn more about our research strategies and initiatives, contact

  • Scott Palmer, MD, MHS, Vice Chair for Research
  • Saini Pillai, MBA, Senior Program Coordinator, Research

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Strategic Research Planning

On this page, supporting agency priorities and goals with science.

  • Strategic Research Action Planning
  • FY23-26 Strategic Research Action Plans

Image of a magnifying glass leaning against a stack of papers.

EPA’s collective research effort is guided by a strategic plan, which communicates the Agency’s priorities and provides the roadmap for achieving its mission to protect human health and the environment. Science is an explicit part of the plan, and a critical component of achieving Agency goals. Science touches all parts of EPA, from regional laboratories that analyze scientific data to inform immediate and near-term decisions on environmental conditions, emergency response, compliance and enforcement, to national research program scientists and engineers who conduct and use science to inform regulations and national compliance and enforcement initiatives.

EPA Strategic Plan FYs 2022-2026

A major component of EPA’s science enterprise is the research and development program led by the Office of Research and Development (ORD), which delivers leading-edge research to meet near-term and long-term science needs of the Agency, inform Agency decisions, and support the emerging needs of tribal, state, and community partners. The primary focus of ORD is to provide the strong scientific and technical foundation EPA relies on to fulfill its statutory obligations and to help the Agency and its partners address the most pressing environmental and related public health challenges.

ORD's strategic research planning ensures a collaborative, transparent, and highly coordinated research program that delivers the data and information that EPA program and regional offices need, while also providing a suite of innovative models, interactive dashboards, tools, and other resources that help Tribes, states, local communities, and other partners protect their environment, safeguard public health, and increase human well-being. Like environmental science itself, ORD’s strategic research planning is constantly changing to build on its foundation of past success while adapting to meet new and more complex challenges.

ORD’s planning aligns six national research programs to collectively target the science and engineering needed to provide the scientific foundation for EPA to execute its mandate to protect human health and the environment.

Strategic Research Action Plans

Fiscal years 2023-2026 straps.

The new StRAPs for ORD's six national research programs have been released. 

ORD StRAPs for Fiscal Years 2023-2026

ORD supports six national research programs that identify the most pressing environmental health research needs with input from EPA partners:

  • Air, Climate, and Energy (ACE)
  • Chemical Safety for Sustainability (CSS)
  • Health and Environmental Risk Assessment (HERA)
  • Homeland Security (HS)
  • Safe and Sustainable Water Resources (SSWR)
  • Sustainable and Healthy Communities (SHC)

Each of the programs is guided by a Strategic Research Action Plan (StRAP) to structure and coordinate research activities. The StRAPs outline four-year strategies to deliver the research necessary to support EPA’s overall mission to protect human health and the environment. They are designed to guide an ambitious research portfolio that delivers the science and engineering solutions the Agency needs to meet its goals now and into the future, and they inform our partners and the public of ORD's strategic direction.

To develop each StRAP, ORD program leaders and staff engage Agency program offices and external partners at different levels and stages in open communications to identify the environmental and public health challenges they face. Development teams carefully align research and technical activities to ensure they deliver the specific research products, models, tools, and other outputs required to meet those challenges. To implement the plans, research is carried out by four ORD research centers that have facilities located across the country.

By cultivating partnerships and facilitating ongoing communication and engagement with partners, ORD has produced an overall research program that can incorporate user-feedback to fine-tune ongoing research. Working closely with partners also facilitates the translation of results in ways that make them immediately applicable to decisions and activities ensuring chemical safety and advancing clean air, land, and water.

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Strategic Research Plan

Simon Fraser University is well-positioned to continue to expand our research activities, to deepen our engagement with community and to grow the impact of our scholars on the world.

Officially launched in January 2023, Simon Fraser University's 2023-2028 Strategic Research Plan (SRP) captures some of the breadth of activities at the university. It also defines priority areas of research strength and focus for 2023-2028. The SRP is accompanied by an implementation plan that identifies specific actions that will be taken to enhance the impact of the university in its key research priority areas.

SFU's 2023-2028 Strategic Research Plan

In preparing the SRP, we have interacted with hundreds of community members through townhall-style meetings, survey responses and email. We have discussed their priorities and where they see their research going in the coming years. Clear themes emerged from these discussions, such as the role of SFU in confronting the climate crisis, the growth of human-health focused research at the institution, the need for the institution to value diverse forms of scholarship, the need to respect and incorporate Indigenous perspectives and knowledge(s) into research at the institution, and the need to support graduate students and other early career researchers in our community.


Research approaches supporting SFU's core values

A broad consultation for the university's new strategic plan has been undertaken, led by the SFU President and the Provost and VP Academic, called " SFU: What's Next? ". As part of the consultation, a draft set of core values was identified to help define our university. Those core values include:

Academic freedom and critical thinking 

Excellence and responsibility

Respect and reciprocity

Equity and belonging

Engagement and openness

Resilience and sustainability

Innovation and adaptability

To enact these values in the way we do research at SFU, there are several approaches we employ:

A culture of inquiry

We are here to advance knowledge and understanding on a wide range of topics from a wide range of perspectives.  Our researchers will ask hard questions about challenging topics. SFU’s support of academic freedom should create a safe environment in which these topics can be addressed. 

Indigenous approaches, and knowledge(s)

To understand and then address the complexity and urgency of many of the problems our society faces, we recognize that we need a broad and inclusive understanding of the world that incorporates many knowledge systems and world views. Our commitment to reconciliation with Indigenous peoples includes reconciling different approaches to understanding the world. Frameworks such as two-eyed seeing and walking on two legs guide our approach.   



Many of the most interesting academic questions are rooted in very complex problems that cannot be solved by a single researcher. Team-based work—often requiring team members from a variety of disciplines and trained in multiple methodologies—is the path to answering these questions. In addition to offering strong support for specialized disciplinary work, at SFU we support scholars working across disciplines by supporting partnerships both within the university and with other universities.


Linking research to teaching and learning

We mentor students to be the next generation of researchers, innovators, and educators by engaging them in research processes. This enriches their education and the research produced. We embed practices of systematic inquiry, mentorship and apprenticeship in our research programs and extend and model these practices in preparation of educators who go on to work in early learning, K-12, community and post-secondary contexts.

Engagement with partners or communities

In many fields of inquiry, engaging with communities outside academia leads to better scholarship. Those communities may include individuals, municipalities, First Nations, industry, NGOs or others. At SFU we support partnership within and outside academia to drive better scholarship and greater impact. This includes local and regional partnerships, national partnerships and international partnerships. 

Knowledge mobilization

Research is not complete until the created knowledge is shared. That sharing happens via many mechanisms including traditional academic publication, policy creation, newspaper op-eds, white papers, social media, performances, creative artifacts, patents/licensing, new product development, creation of a company and other forms. At SFU we embrace open science, data and publishing. We also foster a culture of innovation both in the way that we perform scholarly work and in the way that we support it. 

Priority areas

SFU is a comprehensive research university, with research and other scholarly activity spanning a wide range of disciplines and approaches. The priority areas identified below capture institutional priority areas for 2023-2028. 

Each of the priority areas below spans multiple disciplines. As an academic institution we are committed to building multi-disciplinary communities of practice in these areas. We also note that these priority areas intersect with each other and that some of the most interesting research happens at those intersections. For example, climate change is precipitating biodiversity loss. The One Health approach, which is actively employed by SFU researchers, recognizes that human health is connected to the health of animals and the environment thus strongly linking priority areas #1 and #2 below.  

The United Nations’ Sustainable Development Goals (SDGs) provide an international framework covering many of the most pressing issues of our time. Our university and our community members are committed to the SDGs and are putting them at the heart of our international engagement framework. Where relevant, links to SDGs are included in the priority areas .

Climate change represents one of the greatest challenges of our age. As a research topic, it crosses disciplines, touching deep societal, health and justice issues as well as climate science, mathematical modelling, biodiversity, and profound technological and economic change. While climate change is a global issue, its effects and the resources available to adapt and to mitigate future warming differ from community to community. Some communities will be pressed to adapt to drought and fire, while others will be combatting floods and landslides. Some will have access to considerable local renewable energy sources, and some will not. Different communities may therefore embrace different paths to resilience. Helping communities become resilient to the effects of the changing climate by integrating low-carbon approaches into their planning and integrating low-carbon technologies into their infrastructures is a daunting multidisciplinary challenge. Working with these same communities to provide education and support for their citizens is another aspect of the challenge. SFU’s approach includes developing solutions at the community and regional level, followed by sharing and scaling those solutions to make impacts globally. With research strengths that span all of the relevant disciplines, SFU is well-positioned to take on these challenges. This priority area— community-centred climate innovation —engages our researchers with all levels of government, industry and community members.

Learn more about community-centred climate innovation .

(SDGs  3, 6, 7, 8, 9, 10, 11, 13)

The connection between the health and wellness of an individual, and the (global) community in which they live has never been more obvious. As we write this plan, British Columbia is in the midst of two public health emergencies—the global COVID-19 pandemic and a sharp rise in drug overdoses and deaths (the “opioid crisis”). These simultaneous emergencies have together exposed the effects of deep social inequities and discrimination, the fragility of our health systems, the psychological consequences of isolation, a lack of trust in authority/science and many other profound issues that can only be addressed through world-class research. SFU researchers are engaged in responding to the threats and burdens of disease via many approaches, including basic research into fundamental molecular and cellular processes, development of new technologies, tests and treatments for individuals, as well as education and public health approaches. They are also leaders in transforming our response to health issues through social determinants and cultural critique. Harnessing big data, genomics, molecular and cellular tools and treatments, wearable technologies, digital technologies, and other technological and social interventions, our researchers are influencing therapeutic development, health policy and individual health throughout the lifespan. SFU researchers also generate wellbeing in the communities they work with by engaging in mutual, respectful and empathetic processes of knowledge production. Harnessing research informed by indigeneity, nature-based experience, contemplation, and anti-racism can make important contributions to wellbeing, both individual and collective. 

(SDGs 1, 2, 3, 6, 10)

SFU researchers ask fundamental questions about the natural world, as well as our societies and cultures. Insights that arise from this work change the way we think about the world and the place of humans in it. SFU researchers measure and predict natural phenomena on multiple scales from the subatomic to the cosmic, from a single gene to a multi-celled organism, and from single entities to complex interacting systems of those entities. A fuller picture emerges when we examine the development and progression of our languages, cultures and knowledge systems. This includes examining the role of human creativity and critical making in the production of new knowledge and understanding. Our researchers use data, quantitative techniques, as well as qualitative approaches across a wide range of disciplines within this priority area. With more thorough insights into our complex world—both natural and cultural—we are better equipped to look forward, pushing the boundaries of discovery into new frontiers. Driven by curiosity, our researchers are deepening our understanding of the world.

The polarization of our society, mis/disinformation, threats to democracy, population migration and changing patterns of convergence and conflict challenge the structures of societies and shape the ways we interact with each other. Researchers at SFU are deeply engaged in studies of data and media democracy, and in questions of equity and justice in relation to environmental, educational, health, economic and governmental systems. This includes the causes and consequences of poverty and inequality. Matters of social inclusion, identity, diversity and belonging are key drivers behind how individuals and groups perceive, connect with, and learn about society at large. Considerations related to justice, equity and social responsibility also shape the ways we engage with communities, value their contributions, and inform a commitment to fostering dialogue, relationship building, imagination, critical design, and transformative learning. Environmental Social Governance research provides opportunities to foster the implementation of these values by industry. Fostering community participation in research is both a vehicle for social change and a critical source of scholarship.

(SDGs 5, 8, 10, 16)

Technology impacts every aspect of our lives—at multiple scales—from nanotechnology to satellite communication to technology for work and home life. These technologies are applied to all areas of human endeavor, from building a sustainable world, to improving human health, to transforming the way we teach and learn. SFU researchers are involved in new technology creation at all levels: creating the new materials that enable those technologies; engaging in design research and developing creative technologies that change how we interact with technology and each other; developing new types of hardware to enable future platforms like quantum computers; writing the algorithms required to process data and model the world around us as well as critiquing and educating people about the effects of those algorithms; and integrating and adapting existing technologies to a changing world. The adoption and use of emerging technologies are guided by management and policy research as one means to create economic and societal value and to engage in critical modelling of alternative technological futures. These research domains investigate the economic, environmental, health, political, educational and societal tradeoffs between incumbent industries and technologies and the emerging alternatives. SFU researchers also study the processes that underlie the adoption and use of new technologies—the process of bringing technologies “out of the lab” and into the hands of consumers and communities, as well as inequalities in technological uptake and impacts.

(SDGs 9, 12)

Have a question about the SFU's Strategic Research plan or the implementation plan?

Connect with us:  [email protected]

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IACC Strategic Plan

  • IACC Summary of Advances
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  • HHS Report to Congress
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  • Strategic Plan 2018-19
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  • Budget Recommendation
  • Duplication of Effort

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For Autism Research, Services, and Policy

2021-2023 update.

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In the preceding chapters, the IACC has provided information about recent research progress and services activities as well as strategic Recommendations to guide future efforts to better understand and address the needs of people on the autism spectrum across the lifespan and all levels of ability and disability. Under the Autism CARES Act, the IACC is also required to include "proposed budgetary requirements" in the Strategic Plan. The following information provides the IACC budget recommendation and supporting background information for the 2021-2023 Strategic Plan for Autism Research, Services, and Policy.

The IACC Calls for $685 Million in Annual Autism Research Funding by 2025

To spur significant growth in autism research, the 2016-2017 IACC Strategic Plan called for a doubling of the 2015 autism research budget to $685 million by 2020. To accomplish this goal, the IACC recommended a nearly 15% annual increase in autism research funding across combined federal and private funders. The Committee recognized that this was an ambitious goal, but it believed that such an increase could have great impact if achieved. Based on the upcoming 2019-2020 Portfolio Analysis Report , autism research funding in 2020 was approximately $419 million (see Figure 1). While this did not meet the 2016-2017 IACC Strategic Plan recommendation, autism research did experience a substantial growth in funding from when the original 2016-2017 budget recommendation was made, increasing by 15% since 2016.

To update the budget recommendation included in the current Strategic Plan , the IACC now calls for the autism research budget to reach $685 million by 2025. This new recommendation extends the timeline to reach the target of $685 million. Although there was significant growth in autism research funding from 2008 to 2010, and additional federal funding from the American Recovery and Reinvestment Act (ARRA) provided a boost in 2009 and 2010, autism research funding levels have since become relatively flat. The loss in momentum has been accelerated by the loss of purchasing power over time due to inflation (Figure 3).

The Committee considered historical autism funding trends and projected budgets and decided to extend the target amount of $685 million to 2025. With steady and predictable annual increases, this would require approximately a $53.2 million annual increase in autism research funding combined across federal and private funders. The Committee believes that this is a realistic and attainable goal for enhanced research funding to address the critical needs of the autism community. In addition, future funding will continue to grow with increasing awareness of ways to support people on the spectrum and the involvement of new organizations in autism research efforts. New private funders will play an important role in the expansion of autism research, as non-federal organizations may have the ability to use innovative funding mechanisms and support work in areas that have not been historically covered. If met, this budget recommendation will help to accelerate autism research and ensure that there is meaningful progress on the priorities identified in this Strategic Plan. These funds should be used to support the full range of autism research that will require attention and resources in order to truly improve the lives of people on the spectrum and their families.

Line chart showing inflation adjusted autism research funding between 2008 and 2020

Figure 3 . The history of combined federal and private autism research funding from 2008 to 2020 in actual (blue) dollars and 2008 constant (yellow) dollars. The dotted lines indicate funding levels excluding American Recovery and Reinvestment Act (ARRA) stimulus funds, which provided supplementary funding in 2009 and 2010. Inflation effects were calculated using the Biomedical Research and Development Price Index (BRDPI).

It is important to point out that this budget recommendation applies to only the autism research budget; this does not include funding for autism services, supports, and programs that comprise much of the day-to-day spending of families and autistic individuals. The research funding described will help to provide the evidence needed to identify interventions, services, supports, and community programs that are effective and work for individuals with a variety of needs and co-occurring conditions across the lifespan. It is also important to note that while a significant increase in autism research funding has the potential to rapidly spur advances in autism research, the recommended increase would not be sufficient to accomplish all the research goals identified in this Plan.

Given the tremendous needs of the autism community as well as the promising opportunities for research and services, the committee identified three specific high-priority research areas that could greatly benefit from targeted funding increases. While all areas of the autism research portfolio require increases in funding, the areas identified by the IACC that are in particular need of resource growth include:

  • Lifespan issues : Increased funding is needed in research on issues that are relevant to autistic adults, such as transition to adulthood, higher education, employment, housing, healthcare, lifelong learning, service, and support opportunities, community integration, and healthy aging.
  • Evidence-based interventions and services : Increasing the evidence base for new and existing interventions and services will provide additional guidance to autistic individuals and their families as they seek solutions to maximize positive outcomes.
  • Research on disparities and development of culturally responsive tools and services : Continued investment is needed to close the existing gaps in outcome measures due to differences across race/ethnicity/culture, sex/gender, sexual orientation, geographic location, and socioeconomic status.

The sections above highlight three high-priority research areas that are in particular need of resources and attention. An infusion of resources would be wisely and efficiently leveraged in these areas, as research progress to date demonstrates that researchers in these fields are well-poised to capitalize on additional investment. Moreover, the targeted allocation of resources to these areas would serve not only to incentivize research on these topics but also to expand the diversity of the workforce and encourage additional well-trained scientists to specialize in these research areas of significant need. With expanded resources and a diversified workforce that includes those with lived experience, the full range of autism research will have the potential to make significant advancements in the coming years and positively impact the lives of individuals across the autism spectrum and lifespan.

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University Libraries

University libraries unveils new strategic plan.

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We are thrilled to unveil our new 2024-2027 strategic plan after an extensive development process.

We paused our initial planning process in 2020 due to the COVID-19 pandemic. Like many organizations, we honed our operations and priorities to focus on serving our community during a difficult time. In late 2022, we restarted our strategic planning process and embarked on an extensive listening campaign to tap into our community’s needs and aspirations.

Utilizing the Harwood Institute for Public Innovation's Turning Outward framework, we held conversations with stakeholders to gain insight into community aspirations and uncover innovative connections between their vision and what we can offer. Campus surveys, student tabling sessions, and extensive discussions with our library team followed these community conversations.

Our 2024-2027 University Libraries Strategic Plan reflects the needs and aspirations of our community, aligns with our University’s priorities and supports our values. We are energized by our goals and the opportunity to be a catalyst for positive change, empower our community, and enhance the impact of our academic libraries.

Empower academic excellence

We develop high-impact, inclusive learning experiences to help students and researchers navigate and critically engage with an ever-changing, complex information ecosystem.

Advance research, scholarly communications, and publishing

We support the successful research of the WMU community by providing access to information in all formats, representing diverse voices, cultures, and perspectives. We develop pathways for disseminating and publishing research results effectively.

Foster community building

We build relationships that foster belonging and inclusion throughout our communities by preserving and sharing untold histories. We create responsive programs that utilize our unique resources and expertise.

Cultivate well-being

We holistically address our users’ needs, cultivating an inclusive, welcoming environment and empowering them to develop along the eight dimensions of wellness.

Read our full strategic plan online at .

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  • Four years, 75% completed – Strategic plan changes the SDSU landscape

Dozens upon dozens of new projects and initiatives have been launched at SDSU through the strategic plan, many of which are directly tied to the growth of university research, new infrastructure and student success.

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Among the numerous achievements resulting from SDSU's strategic plan, the university introduced several new centers in support of student recruitment, retention, academic success and community building.

Four years, 75% completed – Strategic plan changes the SDSU landscape 

Dozens upon dozens of new projects and initiatives have been launched at SDSU through the strategic plan, many of which are directly tied to the growth of university research, new infrastructure and student success. 

Hundreds of students, faculty and staff are expected to attend the Feb. 26 Strategic Plan Celebration and Community Update, being held to acknowledge and appreciate the many initiatives that have drastically changed the San Diego State University environment since the strategic plan launch.

The 5-year plan launched in August 2020. Since then, the university has seen record-breaking levels of external funding for research, new buildings and other construction underway, significant improvements to student success metrics, including graduation rates, and a large suite of new academic program offerings, centers and institutes, faculty and staff hires and donor support. 

“We called the strategic plan ‘We Rise We Defy’ because it was designed to honor SDSU’s historic achievements and core values, but also to redefine what is possible for this university,” said SDSU President Adela de la Torre , who will speak during the celebration. 

“We set ambitious goals to make SDSU one of the foremost public research universities in the nation, while maintaining our core commitments of access and excellence for San Diego and for California,” de la Torre said.

SDSU President Adela de la Torre photographed with faculty, staff, students, administrators and university supporters.

Achievements directly resulting from, or influenced by, the strategic plan are numerous. Some of the highlights include: 

  • Increasing the four-year graduation rate to 57.9% from 49% ten years ago; and the six-year rate to 78.3% from 74.3% over the same period, with many colleges now exceeding 80% graduation rates. 
  • The introduction of several new centers in support of student recruitment, retention, academic success and community building. These include the Native Resource Center and the Undocumented Resource Center, the Asian Pacific Islander Desi American (APIDA) Center, the Pierce Greek Life Center and the Center for Graduate Life and Diversity.
  • STEM Forward , which connects research initiatives and existing and new financial investments for STEM, to include buildings at SDSU Mission Valley and the Sciences and Engineering Laboratories, set to open in fall 2025 at SDSU Imperial Valley. 
  • Increased investment in faculty Research, Scholarship, and Creative Activity (RSCA), intramural funding and research advancement through the Division for Research and Innovation at more than $7 million in new support since fiscal year 2021. 
  • Nineteen NSF Career Awards for faculty since the start of the strategic plan (33 overall in the history of SDSU). 
  • my.SDSU , which launched to align student information systems and has since streamlined the enrollment, registration, financial aid and student accounts processes. 
  • During the 2022-23 academic year, the university secured $192 million in research grants and contracts, marking a more than 40% increase compared to the 2018-19 academic year. All told, since 2018, the university has secured more than $790 million in grants and contracts.
  • $137 million in gifts provided to the university by donors last year, totaling $650 million raised in gifts over just five years. 
  • An expansion of our SDSU Employee Resource Groups to 18, which collectively have nearly 600 faculty and staff members. 
  • Creation of the SDSU Budget Hub as a central location to host budget information including budget committee updates, budget processes, budget dashboards, budget reports, and budget training resources.
  • A brand redesign and new, centralized communications and marketing tools and resources, many of which are available through Brand Portal , to support faculty and staff in promoting their research, college and department successes and student achievements to local, national and international audiences. 
  • Every division and college has a standing unit-level diversity council, and every division, college and academic department has a unit-level diversity plan. These plans are reviewed and approved by the University Senate Diversity, Equity and Inclusion Committee.
  • The opening of both Snapdragon Stadium and the River Park at SDSU Mission Valley. 
  • Following years of SDSU leaders advocating for the ability to offer independent doctorates , Gov. Gavin Newson signed Assembly Bill (AB) 656. The bill permits universities in the California State University (CSU) system, including SDSU, to now offer independent professional and applied doctoral degrees. Earlier, Sen. Ben Hueso authored SB 684, which was signed. SDSU was approved to add independent Doctor of Public Health (DrPH) programs – and therefore launched two new degree programs that will be available in fall 2024 – as part of its vast academic degree offerings in the health sciences. 
  • Four new academic programs having been launched at SDSU Imperial Valley, to include the accelerated pre-licensure Bachelor of Science in Nursing and a Bachelor of Science in Public Health. 
  • Five new partnerships SDSU formed with institutions in Latin America, to include the Center for Mesoamerican Studies in Oaxaca and MOUs with Biblioteca de Investigacion Juan de Cordova in Oaxaca, the Archivo General del Estado de Oaxaca, and Municipio de Tijuana.

“Although we built and finalized the plan just months before the COVID-19 pandemic would push us into a shutdown, we have made tremendous progress, and we have done so in a relatively short time,” said Jennifer Imazeki , Associate Vice President for Faculty and Staff Diversity and the Strategic Plan Celebration Committee Chair.

“Over the years, hundreds of faculty, staff, students and administrators have been involved in strategic planning and other efforts,” said Imazeki, also a Senate Distinguished Professor of Economics. “What we have achieved together so far is a reflection of the perseverance, dedication and commitment from each member of our one SDSU community, and will have a lasting impact.” 

The Feb. 26 celebration will be held at the Conrad Prebys Aztec Student Union. In the event of rain, the event will move inside to Montezuma Hall and the Union Theatre in the Conrad Prebys Aztec Student Union. For a comprehensive listing of strategic plan activities and outcomes, visit the We Rise We Defy: Transcending Borders, Transforming Lives strategic plan site. 

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Reminder: Brock strategic plan surveys open until March 1

Thursday, February 22, 2024 | by The Brock News

Brock University's main campus seen from an aerial view with an abundance of green space and trees in the foreground.

There is still time to provide input on Brock’s future direction as the University works to revitalize its strategic plan .

Surveys are available for  Brock community members  as well as  community stakeholders  to provide feedback. Both surveys are anonymous and will take about 10 minutes to complete.

They will remain open until Friday, March 1.

In addition to the surveys, Brock has held a series of focus group sessions as part of the consultation phase of the strategic plan process.

The Strategic Plan Steering Committee welcomes feedback and questions, which can be directed to the Office of the President at  [email protected]

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