Tarleton Forward

Strategically grow enrollment and foster a thriving learning environment characterized by transformational educational experiences that promote the holistic development, economic mobility, and success of all students.

• Strategy I-A: Support the well-being and success of all students, consistently outpacing our peers in engagement and achievement rates, with a strong commitment to enhancing opportunity, access, and affordability.
• Strategy I-B: Optimize the university’s educational impact through recruitment, strategic offerings and flexible learning formats, particularly in graduate and professional programs.
• Strategy I-C: Promote student socio-economic mobility and gainful employment through market-driven pathways, streamlined program navigation, and career readiness.

Achieve academic excellence through innovative instructional practices, strategic program expansion, and a robust academic and technological infrastructure.

• Strategy II-A: Leverage high-impact teaching and learning practices, technology, and quality instructional design of all courses to provide a transformational and future-focused educational experience.
• Strategy II-B: Adapt and expand nationally-recognized academic programs, schools and colleges through prestigious accreditation, program review, and benchmarking against aspirational institutions.
• Strategy II-C: Continue our future-focused development of Tarleton Fort Worth and expansion of academic programs and support at all outreach campuses to provide educational attainment opportunities to meet the growing marketplace needs of the region and state.

Promote work, service, and leadership readiness for a global economy and transnational workforce by advancing mission-focused partnerships and community values across all aspects of our multi-campus institution.

• Strategy III-A: Leverage the university’s culture of connection and access to be a national comprehensive first-choice, first-generation premier destination-HSI.
• Strategy III-B: Promote success opportunities and global pathways to enhance academic, financial and wellness support for all learners, and development opportunities for all employees.
• Strategy III-C: Integrate educational experiences for students, faculty and staff to increase understanding of perspectives that enhance intercultural competence.

Cultivate an entrepreneurial ecosystem to enhance research, scholarship, and regional partnerships that drive innovation and economic development.

• Strategy IV-A: Enhance university resources and invest in sustainable research infrastructure to mobilize faculty and student research, scholarship, and creative activities and support personnel in the process of securing and administering research funds to reach Carnegie’s Very High Research Activity status by 2030.
• Strategy IV-B: Become a leader in higher education, industry, and government partnerships, innovation, and entrepreneurial strategies that advance community engagement and economic development.

Attain national prominence through student achievement, a thriving employee experience, a culture of philanthropy, and fiscal sustainability.

• Strategy V-A: Foster a thriving employee experience through meaningful communication, competitive compensation, interprofessional collaboration, and an ongoing commitment to growth and wellness.
• Strategy V-B: Ensure fiscal sustainability through strategic resource management, alternative revenue generation, and rigorous fundraising.
• Strategy V-C: Elevate the institutional profile by capitalizing on national visibility and distinction.