PATHWAYSTO EXCELLENCE AND

DISTINCTION

STRATEGIC PLAN 2015–2020

MissionFOUNDED IN 1963 as a regional campus ofthe University of Pittsburgh and set in theheart of the scenic Alleghenies, the Univer-sity of Pittsburgh at Bradford providesaffordable access to a distinguished four-year higher education. Pitt-Bradford offershigh-quality teaching supported by theresources of a world-class research univer-sity in a friendly, inclusive and student-

focused academic environment. In serviceto our region and the Commonwealth ofPennsylvania, Pitt-Bradford connectscommunities to new ideas, innovativeresearch and exciting arts and culturalprogramming, partnering with key stake-holders to build opportunities for contin-ued regional development and growth.

VisionPITT-BRADFORD WILL strengthen our pres-ence as the college of choice in the UpperAllegheny region, achieving distinctionthrough the diversity of our high-qualityacademic programs, the broad expertise ofour faculty and staff, and the inclusive,supportive campus-life experience weprovide to our students.

PITT-BRADFORD WILL become a model forinnovative, experiential baccalaureate

education, empowering our students tobecome life-long learners and creative, criti-cal thinkers prepared to lead purposefullives and to serve their communities.

PITT-BRADFORD WILL foster environmen-tal sustainability, providing leadership andinspiring partnerships in new economic andregional development.

ValuesTHE UNIVERSITY OF PITTSBURGH AT BRADFORD COMMUNITY is committed to:

■ Equality of opportunity, human dignityand diversity;

■ Intellectual freedom and curiosity;

■ Individual responsibility and mutualrespect;

■ Environmental and economicsustainability;

■ Leadership and service to our localand global communities.

New Levels of Academic Excellence

Goal I:Establish standards of excellence in academicprograms that distinguish Pitt-Bradford as anoutstanding provider of higher education.

■ Secure requisite resources to create newacademic programs leading to careers inhealth-care and engineering technology(AS & BS).

■ Elevate the character and profiles ofPrograms Targeted for Prominence bycreating a unique niche for each program.

■ President’s Award for Faculty Excellencein Teaching, Scholarship and Service andPresident’s Award for Staff Excellence.

■ Enhance the budgetary and staffing capac-ity of CTM to enable it to administer andmaintain discipline-specific computerlabs.

■ Add networking and security lab space forCIS&T and ASIS.

■ Develop Physical Therapy Assist.,Paramedic and Healthcare Administrationprograms.

■ Continue to develop more effective andefficient approaches to assess studentlearning outcomes and improve the

academic programs (including distanceeducation classes).

■ Bring average salaries of faculty across allranks to the averages of appropriatebenchmark groups.

■ Strategically expand the number of full-time faculty members so that all majorsare supported by at least two facultymembers.

■ Secure specialized accreditation forspecific programs (Business Mgmt.,Hospitality Mgmt., Sports Mgmt., etc.).

■ Convert the Broadcast Communicationstudio from Standard Definition to 4KUltra-High Definition.

■ Secure equipment for DNA forensicanalysis.

■ Continue series of faculty professionaldevelopment seminars (pedagogy, advise-ment, experiential education, etc.) toenable faculty members to better meet theinstructional needs of students.

Strategic initiatives

Student Enrollment

Goal II:Recruit qualified students to meetenrollment targets and promote highstandards of performance in scholarship,innovation and service.

■ Develop an enrollment managementadministrative structure with a chiefenrollment officer and three associates.

■ Establish a target enrollment range of1,500-1,800 FTE.

■ Develop planning strategies for enroll-ment management aligned with the over-all strategic plan for the campus.

Strategic initiatives

■ Increase participation in College in theHigh School and Bridges programs.

■ Establish new sports programs inWomen’s Lacrosse and Men’s Volleyballand Wrestling.

Student Engagement and Academic Success

Goal III:Create a vibrant academic campusculture that fosters a sense of belongingfor all students, engages them in theacademic and social life of the campus,supports student success and promotesa life-long affiliation with Pitt-Bradford.

■ Increase the academic profiles of incom-ing students with increased emphasis onhigh achievement and competition fornational scholarships.

■ Develop a recognized proficiency in help-ing under-represented students achievesuccess in college and in life.

■ Provide provisional merit scholarships toprovisionally-admitted students.

Strategic initiatives

■ Expand Labor/Work Scholarship pro-gram.

■ Achieve retention & graduation rates ator above the average of our benchmarkinstitutions.

A Diverse Community of Scholars

Goal IV:Create a mutually respectful, enterprising,and intellectually curious community ofstudents, faculty, and staff who value andembrace diversity in all of its forms,manifestations, and expressions.

■ Ensure that applicant pools for faculty/staff vacancies contain adequate propor-tions of individuals from under-represented groups.

■ Expand student recruitment in secondaryand tertiary markets and beyond toensure that students from under-represented groups apply and matriculateat Pitt-Bradford.

■ Deepen our approach to diversity bydeveloping richer academic and studentlife programming.

■ Reiterate charge to President’s AdvisoryCommittee on Diversity and schedule atleast one meeting each semester with thePresident.

Strategic initiatives

■ Using a variety of data sources, determinewhether the climate on our campus iswelcoming or antagonistic to diversity(race, color, religion, national origin, an-cestry, sex, age, marital status, familialstatus, sexual orientation, gender identityand expression, genetic information,disability or status as a veteran).

Regional Engagement and Outreach

Goal V:Enhance the quality of life in the regionby sharing our expertise, knowledge andexperience in service to the educational,economic and cultural development ofNorthwest & North Central PA and WNY.

■ Cooperate with City of Bradford to createa college-town atmosphere.

■ Advance the Marilyn Horne ArchiveCollection Project.

■ Establish Community, Government andCorporate Relations Advisory BoardCouncil.

■ Promote Pitt-Bradford as a culturalresource for the region and offerprograms and activities in support of thearts.

■ Expand collaborations with area schooldistricts, including College in High School,Bridges, and collaborations with Educationprogram.

■ Increase exposure to the campus byexpanding the diversity and number ofconferences, continuing educationalopportunities, workshops, seminars,summer camps and other external events(especially in collaboration with theprograms targeted for prominence) whichare planned in collaboration among theoffices of Conference Services, Commu-nications and Marketing, Admissions andthe sponsoring unit.

■ As institutional stewardship of Universityof Pittsburgh at Titusville continues todevelop, work to strengthen Titusvillecampus relations within the region and tosustain mutually productive, effectivecollaboration between the two campuses.

Strategic initiatives

Strategic Communications and Enhanced Visibility

Goal VI:Communicate our mission/vision/valuesto external as well as to internal constituencies,utilizing our institutional strengths to advancethe institution and to support our vibrant campusculture and sense of belonging of all constituencies.

■ Pursue comprehensive and sustainedmarketing campaigns in primary, second-ary, tertiary and targeted recruitmentmarkets.

■ Leverage our location, which providesunique access to highly desirable regionalresources: Allegheny National Forest,fossil fuels, natural ecological settings aslabs for undergraduate instruction.

■ Develop a comprehensive strategiccommunications process to ensureconsistency in messaging to internal andexternal audiences.

■ Conduct market research on brandpromise and tagline.

■ Market the programs targeted forprominence within the framework of thecampus’s integrated marketing plan.

■ Continue to disseminate informationabout College in the High School (CHS) inthose communities whose school systemsare adopting CHS.

■ Choose new designated marketing area.

■ Alumni Attitude Survey

Strategic initiatives

Financial and Capital Resources

Goal VII:Enhance and leverage financial and materialresources in order to most effectively serve apopulation of 1,500 to 1,800 FTE students andan engaged community of faculty and staff.

■ Assess classroom space utilization andneed for additional classroom, laboratory,and faculty and administrative space.

■ Launch study to partially phase out agingtownhouse apartments, replacing themwith suite-style apartments and renovat-ing remaining townhouse apartments, perPhases II and III of the Master Plan forHousing.

■ Launch study to expand the Commonsdining area to accommodate our growingpopulation of full-time students andcreate a test kitchen for HospitalityManagement, continuing with revision perCampus Master Plan.

■ Install donor recognition wall to recognizecampaign donors.

■ Enhance Blue & Gold Society.

■ Construct an enclosed sports and recre-ation facility for intramurals and generalstudent use.

■ Seek to include in current or futureUniversity facilities plan a new academic/administrative building.

■ Finalize acquisition and display of MarilynHorne archive collection.

■ Host cultivation and stewardship eventsfor alumni through regional receptions,Pitt football games, personal visits andcampaign regional events.

■ Increase number of submissions of grantproposals produced by faculty and staff.

■ Assess ongoing efforts to replace cardio-vascular equipment in Fitness Centeraccording to phased plan.

Strategic initiatives

Campus Ambience and Sustainability

Goal VIII:Pursue and promote environmentallysustainable operational practices, as well asarchitecturally consistent design, constructionand landscaping, in order to most responsiblysteward and further enhance the beauty andfunctionality of our campus.

Strategic initiatives

■ Develop programs and services thatpromote campus sustainability and theefficient use of resources.

■ Create public/private partnerships byenhancing the visibility of the EnergyInstitute and making more explicit thebenefits available through this resource.

■ Construct a pedestrian pathway to reducevolume of traffic on campus.

■ Develop a comprehensive plan for increas-ing sustainable practices on campus.