Facilitate a shared understanding of and commitment to the institution’s strategic
vision among WCU faculty, staff and students.
- Initiative 6.1.1: Create or modify existing orientation messages for new faculty, staff, and students
to ensure early introduction to and understanding of the University’s strategic vision.
- Initiative 6.1.2: Align all internal budgeting and annual reporting processes to reflect and reinforce
the strategic vision and priorities of the University.
- Initiative 6.1.3: Ensure consistency among vision messages from all internal sources.
Facilitate a shared understanding of the institution’s strategic vision among the
University’s external communities.
- Initiative 6.2.1: Develop and implement comprehensive and consistent communications and marketing plans
designed to fulfill the University’s strategic priorities. (See Initiatives 1.5.4, 2.3.4, and 3.1.5)
- Initiative 6.2.2: Ensure the appropriate leadership and organizational structure necessary to develop
and implement comprehensive communication and marketing plans designed to communicate
Western Carolina University’s strategic vision effectively, concisely, and consistently
to all external stakeholders.
- Initiative 6.2.3: Create a network for regional engagement and statewide advocacy through a mobilized
and informed alumni base.
- Initiative 6.2.4: Develop a process to review periodically the University brand and tailor the marketing
Maximize and target a balanced and diverse mix of financial resources that will enable
achievement of Western Carolina University’s strategic vision.
Initiative 6.3.1: Develop and implement a comprehensive enrollment management process that maximizes
state appropriations per the formula funding system in a manner consistent with the
University’s strategic priorities related to access and success, including incremental
increases in admission standards.
Initiative 6.3.2: Revisit the organizational structure of all campus offices and functions related to
enrollment management to ensure lean, robust, and efficient operations. (See Goal 1.6)
Initiative 6.3.3: Explore innovative possibilities for revenue generation such as summer revenue opportunities,
the initiation of certificate/executive programs, and cooperative education opportunities
to reduce dependency on state funding and tuition and fee increases.
Initiative 6.3.4: Develop and implement a comprehensive plan to increase significantly WCU’s advocacy
efforts among elected officials on behalf of University and system priorities.
Initiative 6.3.5: Develop and implement an advocacy plan for state/system action on three key market-based
tuition policy flexibility (in-state or surcharge) for students in bordering states
differential tuition in high-demand/high-expense programs
modification/elimination of differential treatment of distance education in the UNC
formula funding system
Initiative 6.3.6: Pursue a comprehensive development campaign targeting (See Initiative 1.6.4):
gifts at all levels in support of WCU’s strategic goals and initiatives
particular philanthropic support for endowed merit- and need-based scholarships to
enable WCU to recruit and retain the best academically qualified students and to support
WCU’s commitments to student access and student success
an increase in the participation and engagement of WCU alumni in University activities
and in the number of alumni donors by 50 percent by 2020
adequate development and alumni staffing to ensure the campaign’s success
Initiative 6.3.7: Develop infrastructure for research and sponsored programs, technology transfer, and
commercialization consistent with strategic priorities to achieve the following by
increase in the number of research grant and contract applications by 100 percent
increase in the number of grants and contracts received by 50 percent
increase in the total annual amount of awards received by 25 percent
Initiative 6.3.8: Pursue funding resources for development of the West Campus/Millennial Initiative.