Strategic Plan

UWF’s 2022-2027 Strategic Plan drives the University’s growth and impact through seven focused strategic directions.

The University of West Florida’s Strategic Plan for 2022-2027 builds upon the solid foundation of teaching, research and service established since we opened our doors in 1967. The plan is built on seven strategic directions and highlights priorities for transformation and growth. This plan was approved by the UWF Board of Trustees during the June 2022 meeting and by the Florida Board of Governors during the September 2022 meeting. The revised version of the plan was approved during the June 2025 Board of Trustees meeting.

Culture of Respect & Civility and Community & Economic Engagement above overlapping circles showing Student-Centered & Focused and Academic Programs & Scholarship, on a foundation of Employee Success, Operational Excellence and Infrastructure.

Since opening its doors to students in the fall of 1967, the University of West Florida has grown from its beginnings as a senior-level institution of higher learning to a comprehensive regional university recognized nationally for academics, athletics, and employee satisfaction. UWF is ranked in the top 20 public universities in the South by U.S. News and World Report with special recognitions for social mobility, veterans’ services and undergraduate nursing.

Recent programming has allowed the University to combine the strengths of the institution with the strengths of the region. An example lies in the development of the Ph.D. in Intelligent Systems and Robotics, a successful collaboration between UWF and the Institute for Human and Machine Cognition. UWF’s cybersecurity programs are strongly aligned with the Information Warfare Training Command at Corry Station in Pensacola, the National Security Agency, and the State of Florida.

COVID-19 has altered the way we think about teaching and learning, and how we manage the University. We see the need to carefully balance online with traditional face-to-face teaching and support. We have also learned that not all employees need to be physically on campus all the time to effectively perform their duties. This shift in perspective has added texture to UWF’s Strategic Plan 2022-2027.

Mission

UWF delivers a learner-focused university education that enables students from varied backgrounds to meet their career and life goals. UWF research and community partnerships advance the body of knowledge and enhance the prosperity of the region and the state.

President’s Vision

“A fully engaged university recognized for the strength of our graduates, responsiveness to the needs of the state, and an unrelenting competitive spirit.” - Dr. Martha D. Saunders, 6th President

Values

Integrity: UWF operates with fairness, respect, and integrity in all matters: Doing the right thing for the right reason.

Innovation: UWF expands learning as well as knowledge through creating and embracing opportunities for transformational change.

Caring: UWF is student-centered, crafting a safe, healthy, sustainable, dynamic learning and working environment that fosters individual potential.

Engaging: UWF promotes a culture of collaboration, cooperation, communication, commitment, and engagement to accomplish shared goals.

Accessible: UWF is committed to providing accessible resources and opportunities for all individuals.

Respect: UWF is appreciative and respectful of the diversity among all people and their ideas.

Strategic Directions

Strategic Direction 1 Goals and Indicators of Success
Goals	Indicators of Success
Goal 1.1 Provide high impact educational and co-curricular learning experiences that inspire, engage, and prepare students to become knowledgeable citizens and successful in their careers and lives.	Number of mutually beneficial community partnerships Board of Governors PBF Metric 10 Participation in undergraduate research Faculty preparation for high impact learning
Goal 1.2 Student recruitment and retention programming aligned with the University’s strategic enrollment plan.	Annual enrollment assessment Recruitment and marketing benchmarks (i.e. inquiries, applications, yield) Financial aid, scholarships, and grant awards Curriculum/program reviews Articulation agreements Number of unique students participating in retention programs
Goal 1.3 Adequate physical and virtual learning support opportunities for earning degrees and related credentials, including post-graduation.	Available tutoring Advising effectiveness Career planning effectiveness Physical and mental health counseling Library resources and services Accessibility resources
Goal 1.4 Student awareness of available resources for support.	Student utilization of available resources Resource expenditure reports

Strategic Direction 2 Goals and Indicators of Success
Goals	Indicators of Success
Goal 2.1 Recruit and retain capable employees who support UWF’s mission, values, and strategic directions of service to the institution and the community.	Percentage of successful national searches Competitive salary and benefit benchmarks External awards and recognitions Clearly defined career paths Professional development opportunities Annual performance reviews
Goal 2.2 Provide adequate workforce flexibility to address market needs and demands.	Annual employee retention report Approved guidelines for remote work

Strategic Direction 3 Goals and Indicators of Success
Goals	Indicators of Success
Goal 3.1 Ensure excellent academic programs in areas of strategic importance to the University, region, and state.	Percentage of degrees in SUS programs of strategic emphasis Faculty research published in peerreviewed journals Recognitions for faculty creative activities Patentable inventions, licensable technology, copyrightable works, and trademarks
Goal 3.2 Enhanced student-faculty engagement.	Number of students engaged in undergraduate or graduate research Number of students engaged in faculty-led creative activities Number of faculty engaged in undergraduate research

Strategic Direction 4 Goals and Indicators of Success
Goals	Indicators of Success
Goal 4.1 Enhance the region’s educational opportunities, economic development, health, and environmental sustainability.	Number of professional conferences, continuing education, and professional development seminars/ workshops hosted Economic impact reports Number of workforce partnerships IRDF grant sub-awards Summer camps enrollment
Goal 4.2 Provide specific workforce needs/credentials for regional and state businesses.	Funded partnerships Number of students engaged in co-ops and internships Annual academic alignment reports
Goal 4.3 Ensure mutually beneficial, highly visible cultural, entertainment and recreational events.	Attendance at art, theater, and musical events Attendance at athletic events Visitors at UWF Historic Trust Number of collaborative events with the community

Strategic Direction 5 Goals and Indicators of Success
Goals	Indicators of Success
Goal 5.1 Safe, effective, efficient use of physical plant.	Campus Master Plan updates Maintenance and refurbishment schedule and investment Updated physical space inventories Preservation actions at downtown historic properties 2022 Educational Plant Survey
Goal 5.2 Maintain up-to-date technology.	Number of smart classrooms Wireless communication capabilities Technology upgrades for employees
Goal 5.3 Establish UWF as desirable destination for educational, cultural, recreational, and professional events for the community.	Visitor counts Signage and wayfinding Square footage designated recreational space Miles of walking and biking trails Square footage of gallery and museum space
Goal 5.4 Manage UWF’s natural resources to improve utilization, resilience, and environmental sustainability.	Availability of outdoor spaces for meetings, classes, and community events Class projects focused on campus natural resources Faculty research focused on campus natural resources

Strategic Direction 6 Goals and Indicators of Success
Goals	Indicators of Success
Goal 6.1 Effective and timely business and operational services informed by best practices.	Annual policy and procedure reviews Regular customer service reports
Goal 6.2 Ensure student and employee safety and continuity of operations from natural disasters or catastrophic events.	Annually updated Emergency Preparedness Plans Police reports Participation in table top drills
Goal 6.3 Assure accountability of operations and outcomes to appropriate internal and external stakeholders.	Annual employee evaluation reports Documented employee training and development Timely response to regulatory bodies

Strategic Direction 7 Goals and Indicators of Success
Goals	Indicators of Success
Goal 7.1 Maintain a welcoming and respectful environment for employees, students, visitors and service partners	Periodic campus climate surveys Annual individual freedom surveys International student enrollment
Goal 7.2 Ensure a commitment to openminded and tolerant civil discourse.	Endorsement of the Board of Governors’ Statement of Free Expression by the University’s boards and leadership Annual reviews of student orientation programs, codes of conduct and employee policies and procedures to ensure consistency with the Board’s Statement of Free Expression, consistency with the principles of free speech and civil discourse, and compliance with section 1004.097, Florida Statutes Presidential evaluation

Alignment with Board of Governors Strategic Goals
SUS Goals	Excellence	UWF Goals	Productivity	UWF Goals	Strategic Priorities	UWF Goals
Teaching & Learning	Strengthen Quality & Reputation of Academic Programs & Universities	1.2 3.2	Increase Degree Productivity and Program Efficiency	1.1 1.2 1.3	Increase the Number of Degrees Awarded in STEM and other PSE	3.1
Scholarship Research, & Innovation	Strengthen Quality & Reputation of Scholarship, Research, and Innovation	2.1 2.2	Increase Research and Commercialization Activity	3.2	Increase Collaboration and External Support for Research Activity	3.1
Community & Business Engagement	Strengthen Quality & Recognition of Commitment to Community and Business Engagement	4.1	Increase levels of community and business engagements	4.1 4.3 5.3	Increase community and business workforce	4.2

Steering Committee
Representative	Organizational Unit
James Adams	Finance and Administration, Business & Auxiliary Services Office
Robert Dugan	Academic Affairs, Office of the Provost
Alycia Grieco	Staff Senate
Cindy Gruwell	Academic Affairs, Pace Library
Sharon Jordan	Office of the President
Dr. Ed Ranelli	External Affairs
Dr. Sherry Schneider	Faculty Senate
Dr. Allison Schwartz	Academic Affairs, Office of Undergraduate Research
Patti Spaniola	Academic Affairs, Office of the Provost, and Conferences and Events

Institutional Plan Feedback Group
Representative	Organizational Unit
Dr. Mohamed Khabou	Hal Marcus College of Science and Engineering, Electrical and Computer Engineering Department and Office of the Dean
Jason Crawford	College of Business, Consultant to the Office of the Dean
Dr. Charlie Penrod	College of Education and Professional Studies, Administration and Law
April Harvey	Human Resources
Sandra Thompson	Information Technology Services, IT Operations
Sheyna Marcey	UWF Historic Trust
Dave Scott	Intercollegiate Athletics
Dr. Angela Bryan	Academic Affairs, Institutional Effectiveness
Dr. Matt Schwartz	Research Administration
Dr. Tom Gilbar	UWF at Emerald Coast Campus, Department of Electrical and Computer Engineering

In Appreciation

The committee wishes to thank the students of Dr. Sherry Schneider’s SOP 6668 Organizational Change and Development graduate course who provided invaluable help. Course members attended the open meetings as note takers; they reviewed and organized (coded) the survey submissions; and, they submitted a report analyzing the survey data and made recommendations for consideration of changes for the new plan.

UWF Strategic Plan 2022-2027 PDF

For use in media and presentations: Strategic Plan Graphics