Board meetings, strategic plans, and buyer signals from Elizabeth Wormsbecker’s organization
May 1, 2025·StrategicPlan
Board
University Of Puget Sound Strategic Plan 2018-2028
The University of Puget Sound's 2018-2028 Strategic Plan, "Leadership for a Changing World," focuses on adapting to the evolving higher education landscape by offering a challenging liberal arts education. Key goals include advancing institutional excellence, academic distinction, and student success; enriching the learning environment through increased diversity, inclusion, and access; supporting faculty and staff; enhancing community engagement, including environmental justice and sustainability; and pursuing entrepreneurial opportunities to leverage institutional assets. The plan aims to prepare students for postgraduate success in a dynamic economy and contribute to civic discourse.
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University of Puget Sound Strategic Plan 2024-2028
The Diversity, Equity, Inclusion, and Belonging Strategic Plan 2024-2028 focuses on strengthening infrastructure, processes, and systems to advance institutional goals of diversity, equity, inclusion, and belonging. It aims to renew and repair relationships with diverse constituencies from Tacoma and Pierce County, building mutually beneficial relationships that further educational goals and promote democratic citizenship. The plan also seeks to create and sustain a robust community of minoritized alumni and increase transparency, communication, and accountability regarding DEIB initiatives.
Jan 1, 2018·StrategicPlan
Board
University Of Puget Sound Strategic Plan 2018-2028
The University of Puget Sound's 2018-2028 Strategic Plan, "Leadership for a Changing World," focuses on five key goals: advancing institutional excellence, academic distinction, and student success; enriching the learning environment through diversity, inclusion, and access; supporting and inspiring faculty and staff; enhancing community engagement, including environmental justice and sustainability; and pursuing entrepreneurial opportunities to leverage institutional assets. The plan aims to create a distinctive undergraduate education model, increase graduate program connections, enhance health sciences, develop flexible graduation pathways, and optimize enrollment. It also prioritizes building a welcoming and inclusive environment, strengthening faculty and staff support, fostering community partnerships, promoting environmental sustainability, and maximizing revenue generation. The anticipated outcome is to prepare students for postgraduate success, strengthen the institution's financial position, and increase its role as a community asset.
Extracted from official board minutes, strategic plans, and video transcripts.
