Rising above the day-to-day operations of many units, the strategic priorities are aligned with emerging trends, governmental mandates, and JMU's Board of Visitors insights. Often spanning one to three years, the President’s Key Goals are the operational goals developed and revised annually that align with the strategic priorities. As part of the annual review and planning process with the Board of Visitors, the President, in concert with his executive leadership team and the Board of Visitors, develops a set of Key Goals to make progress on the Strategic Priorities.

Strategic Priority #1 – Being the Change at Work and in the World

We will be an innovative engine powering student lifelong learning and providing the skill sets and solutions that education, business, government, healthcare, design industries and other constituents have come to expect from JMU.

Corresponding President's Key Goals:

  • Establish JMU’s distinctive identify within the National University/R-2 community.
  • Adapt to the changing role of technology in society by assessing the potential impact of artificial intelligence on university work, life, and learning.
  • Respond to the increasing demand for healthcare professionals by expanding the Nursing BSN and Master of Physician Assistant programs.
  • Increase and enhance student participation in Work-Based Learning Experiences.
  • The university will be an environmentally literate community whose members, individually and collectively, advance environmental sustainability.


Strategic Priority #2 – Advancing Inclusive Excellence

We will advance access and affordability for students from all backgrounds, and we will champion and foster a welcoming and inclusive environment for faculty, staff and students.

Corresponding President's Key Goals:

  • Advance the work of the Quality Enhancement Plan in order to achieve ultimate outcomes of decreasing equity-based retention gaps across identified student populations.
  • Improve the coordination, planning, and visibility of the university’s programs, events, resources, and research related to advancing inclusive excellence.


Strategic Priority #3 – Attracting the Students of Tomorrow

Our approach to enrollment management will be visionary and innovative, astutely anticipating national demographic trends, meeting community needs and fueling Virginia’s commitment to be the most well-educated state.

Corresponding President's Key Goals:

  • Increase effectiveness in reaching and retaining Pell-eligible students.
  • Address profound student needs by developing innovative solutions to support mental health and wellness.


Strategic Priority #4 – Strengthening Support & Infrastructure

We will expand revenue streams and increase fundraising in order to address enrollment challenges and the desire to control tuition increases.

Corresponding President's Key Goals:

  • Provide expanded resources by developing alternative revenue streams to advance fundraising and the research enterprise.


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