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University Strategic Plan


The Pioneering Spirit

University Strategic Plan
2020-2025

WT125

As West Texas A&M University looks to the future and lives up to the ideals set forth in the University Generational Plan, WT 125: From the Panhandle to the World , we will look for guidance through big ideas for decades ahead, not simply for a few years. By 2035, when WT reaches its 125th anniversary, we will have attained doctoral status in the Carnegie classifications of universities with a powerfully distinctive mission to be a regional research university.

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Strategic Plan

The University Strategic Plan, The Pioneering Spirit: Pursuit of WT 125 , was informed and created from the governing guidance of the University Generational Plan, WT 125: From the Panhandle to the World. We will seek to accomplish a carefully crafted set of goals and strategies designed to improve the academic experiences of all students, to increase enrollment with a corresponding enhancement in services, and to strengthen relationships and meet the employment needs of the area and beyond.

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University Mission, Vision and Core Values

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Mission Statement

The mission of West Texas A&M University is to provide intellectually challenging, critically reflective, regionally-responsive, and inclusive academic programs that discover, interpret, apply, and disseminate knowledge for preparing the next generation of global citizens.

Vision Statement

Guided by its pioneering spirit, West Texas A&M University is recognized for its excellence in teaching and learning, and a strong focus on engaging students in experiences that aid in the development of skills, capabilities, and insights. Our vision is to become a Regional Research University responsive to the forces that shape who we are. Our distinctive focus on the people and places of the Panhandle region will be acknowledged throughout Texas, across the country, and around the world.

Core Values Statement

The core values of West Texas A&M University are reflective of, inspired by, responsive to the people we serve, regardless of background, family history, personal beliefs, or aspirations. The people of the plains, in towns and communities, on ranches and farms spend every day living out their commitment to family, faith, hard work, and service to neighbors—locally, regionally, and globally. From these same Panhandle values, grow WT’s core values:

Academic Freedom
We champion the free exchange of ideas.
Service
We put the needs of others first.
Pragmatism
We seek to apply what we learn for the betterment of our community.
Innovation
We embrace better ways to shape the future.
Respect
We treat others with dignity which flows from the humanity of each individual.
Engagement
We promote citizenship and being part of something larger than oneself.

Regional Responsibility

University Information and Initiatives

New way. New world. Always WT.

West Texas A&M University has been named the No. 1 safest school in Texas and in the Top 10 of the United States, and we are committed to keeping our Buffalo community safe.

US News Badge

Among more than 400 online programs surveyed by U.S. News & World Report this year, WT’s online bachelor’s programs ranked No. 16 in the nation and No. 1 in Texas — the latter a distinction WT has held for five consecutive years. Other ranked programs include:

  • Online Master’s Degree in Computer Information Technology Programs (No. 8)
  • Online Bachelor’s Programs for Veterans (No. 12)
  • Online Master’s in Business Programs for Veterans (tied for No. 14)
  • Online Master’s in Business Programs (tied for No. 29)
  • Online MBA Programs for Veterans (tied for No. 32)
  • Online MBA Programs Overall (tied for No. 54).
GOAL 1

Enhance the Academic Experience of All Students

The University will support innovation and success in teaching excellence, while maintaining and creating high-quality academic resources and services. High-impact academic experiences will be increased, and student expenses will be reduced by accelerating campus efforts toward low-cost, no-cost and open educational resources. The University also will expand the number of its doctoral programs and attain the Carnegie Classification Doctoral/Professional University designation.

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  • Strategy 1.1: Deepen current and develop new opportunities to support innovation and success in teaching excellence
  • Strategy 1.2: Maintain and create high-quality academic resources and services.
  • Strategy 1.3: Increase high impact academic experiences such as experiential learning, internships, student research, study abroad, and leadership programs.
  • Strategy 1.4: Reduce student expenses by accelerating campus efforts toward low cost, no cost, and open educational resources.
  • Strategy 1.5: Attain the Carnegie Classification Doctoral/Professional University designation (conferring 20 or more doctoral degrees annually) by expanding the number of doctoral programs.
GOAL 2

Become a Regional Research University

The University will assess and enhance its research resources, as well as deepening current and developing new regional research initiatives. The University also will increase external funding, which will increase measurable research expenditures.

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  • Strategy 2.1: Assess and enhance research resources, including faculty time (teaching loads), facilities, faculty lines, and scholarly research dissemination activities (including travel, access to repositories, and open access journals).
  • Strategy 2.2: Deepen current and develop new regional research initiatives.
  • Strategy 2.3: Increase external funding (sponsored research grants and endowments), which will increase measurable research expenditures.
GOAL 3

Increase Enrollment Through Student Recruitment and Degree Attainment

The University will develop and manage a meaningful method to project enrollment growth over the next five years, as well as a comprehensive plan to align all University procedures, rules and practices with increasing degree attainment rates. The University also will develop and manage a comprehensive enrollment plan for recruitment and retention of all student populations.

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  • Strategy 3.1: Develop and manage a meaningful method to project enrollment growth.
  • Strategy 3.2: Develop and manage a comprehensive plan to align all university procedures, rules, and practices with increasing degree attainment rates.
  • Strategy 3.3: Develop and manage a comprehensive enrollment plan (recruitment and retention) for all student populations.
GOAL 4

Enhance the Digital Experience

The University will build an integrated digital platform, creating a connected campus to enable next-generation teaching, learning, research, communications and collaboration. The University will improve responsiveness and quality service by providing a single point of convergence.

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  • Strategy 4.1: Build an integrated digital platform.
  • Strategy 4.2: Create a connected campus to enable next-generation teaching, learning, research, communications, and collaboration.
  • Strategy 4.3: Provide a single point of convergence (phone, email, chat, social media, etc.) to improve responsiveness, quality service, and resolution to student and constituent needs.
GOAL 5

Enhance the Campus Experience

The University will enrich its student-centered campus support, services and endeavors, while also adopting and embracing quality service standards for all campus departments. A welcoming and aesthetically appealing campus also will be maintained.

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  • Strategy 5.1: Enrich student-centered campus support, services, and endeavors.
  • Strategy 5.2: Adopt and embrace quality service standards for all campus departments.
  • Strategy 5.3: Maintain a welcoming and aesthetically appealing campus.
GOAL 6

Strengthen Existing and Create New Strategic Relationships

The University will create and engage boards that include business, local government leaders, donors, alumni and other stakeholder groups to advise University leaders on regional needs. The University also will bolster partnerships with The Texas A&M University System, universities, community colleges and schools, and it will create regionally focused industry-university partnerships and/or centers.

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  • Strategy 6.1: Create and engage boards that include business, local government leaders, donors, alumni, and other stakeholder groups to advise University leaders on regional needs.
  • Strategy 6.2: Bolster partnerships with The Texas A&M University System, universities, community colleges, and schools.
  • Strategy 6.3: Create regionally focused industry-university partnerships and/or centers.
GOAL 7

Meet the Employment Needs of the Texas Panhandle and Beyond

The University will develop additional programs that address regional job opportunities and trends, while also stimulating and promoting innovation to provide insight for job growth and sustainability.

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  • Strategy 7.1: Develop additional programs that address regional job opportunities and trends.
  • Strategy 7.2: : Stimulate and promote innovation to provide insight for job growth and sustainability.
  • Strategy 7.3: Increase external funding (sponsored research grants and endowments), which will increase measurable research expenditures.
The goals and strategies detailed in the University’s five-year strategic plan, The Pioneering Spirit: Pursuit of WT 125 , aim to achieve the mission as laid out in the University’s long-range plan, WT 125: From the Panhandle to the World .