About the Division

Tarleton State Day at The Capitol looking down from the rotunda.

The Division of University Strategy at Tarleton State leads the institution’s future-focused and mission-critical initiatives, ensuring that every strategic priority moves the university toward its vision of becoming a premier comprehensive institution. The division provides executive leadership across Marketing and Communications, Strategic Insights, Legislative Affairs and the Office of the President, aligning these areas to advance Tarleton State’s long-term goals, student success and statewide impact.

By integrating data-driven planning, strong brand stewardship and coordinated governmental and system engagement, the Division of University Strategy strengthens Tarleton State’s reputation and expands its influence across Texas and beyond. This unified approach ensures that Tarleton State’s story is told powerfully, its decisions are informed by insight and its future is shaped with clarity, purpose and bold Texan innovation.

Recent Highlights

Our Values

Excellence

Tarleton State Texans pursue greatness in all efforts, promoting a spirit of leadership, adaptability, and innovation for exceptional outcomes and a better world.

Integrity

Tarleton State Texans hold to the highest ethical standards and commit to serving others through transparency and accountability in everything we do.

Respect

Tarleton State Texans create a thriving community by embracing varied perspectives with civility, honoring tradition, and promoting collaboration so everyone thrives. 

Our Mission and Vision

Mission

Tarleton State University, a founding member of the Texas A&M University System, transforms generations by inspiring discovery, leadership and service through educational excellence.

Vision

Tarleton State University will be a premier national comprehensive member institution, with a keen focus on student success, teaching, and research.

Goals and 5 year strategies

Goal 1 – Student Opportunity & Success 

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. 

Goal 2 – Academic Distinction 

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. 
  • Strategy II-D: Continue focused efforts to impact state healthcare needs in rural and underserved sub-urban populations.

Goal 3 – Global, Community & First-Gen Initiatives  

Promote work, service, and leadership readiness for a global economy and transitional 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 university with designations of excellence. 
  • Strategy III-B: Promote success opportunities that enhance holistic support and retention for all learners. 
  • Strategy III-C: Integrate educational experiences for students, faculty and staff to increase understanding of perspectives that enhance global competency. 

Goal 4 – Research Excellence, Innovation & Economic Impact  

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

  • Strategy IV-A: 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 2031. 
  • Strategy IV-B: Enhance university resources and invest in sustainable research administration infrastructure, capacity, facilities, and personnel to build and support R1-sponsored research. 
  • Strategy IV-C: Establish leadership in higher education, industry, and government partnerships to advance research, innovation and economic development.

Goal 5 – Institutional Prominence 

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.