Penn State Berks Strategic Plan

Vision/Visión 2030. Penn State Berks 2025- 2030 Strategic Plan

Goal 1. Enhancing student success

Objective 1.1. Academic advising, research advising, mentoring, and class experiences that prepare students for their academic, civic, and professional futures.

Year One. 2025-26.

• Action Item 1.1.1 Collect, analyze, and share research on national trends in academic, career, and civic readiness to inform faculty, staff, students, and community partners/employers.
• Action Item 1.1.2. Establish interdisciplinary working groups focused on key student success competencies—problem-solving, AI literacy, communication, professionalism, and work ethic.

Year Two. 2026-27.

• Action Item 1.1.3. The working groups will conduct an institutional audit to map how advising, mentoring, and coursework currently address key competencies.
• Action Item 1.1.4. Design and deliver structured professional-development opportunities to help faculty and staff intentionally integrate student readiness competencies into advising, mentoring, and coursework.

Year Three. 2027-28.

• Action Item 1.1.5. Implement programs (e.g., peer-mentoring, digital-portfolio advising tools, employer-partner mentoring) that address identified competency gaps.
• Action Item 1.1.6. Each working group collects and analyzes data related to their competency and the program(s) they have implemented in Action Item 1.1.5.

Year Four. 2028-29.

• Action Item 1.1.7. Revise and continue monitoring programs based on data collection in year three.
• Action Item 1.1.8. Each working group collects and analyzes additional evidence related to their competency.

Year Five. 2029-30.

• Action Item 1.1.9. Evaluate 5-year progress on readiness competencies and student outcomes
• Action Item 1.1.10. Create a permanent way to oversee ongoing data collection, assessment, and integration of readiness competencies into strategic planning.

Objective 1.2. Students’ co-curricular experiences align their passions, aptitudes, and ambitions to lead them to successful next steps.

Year One. 2025-26.

• Action Item 1.2.1 Review strategic planning objective 1.2 and determine several specific, measurable, assessable, and timely tactics to advance co-curricular student success.
• Action Item 1.2.2. Conduct a feasibility study for resources needed to execute on proposed tactics.

Year Two. 2026-27.

• Action Item 1.2.3. Develop a year-long orientation leader/peer mentor program for all first-year students.
• Action Item 1.2.4. Develop orientation leader/peer mentor expectations and activities for the Spring semester that continue to build upon activities held in the Fall.

Year Three. 2027-28.

• Action Item 1.2.5. Design a central 'HIP Hub' that centralizes access to high-impact practices at Berks.
• Action Item 1.2.6. Determine two contact people for each HIP to designate as points of contact.

Year Four. 2028-29.

• Action Item 1.2.7. Partner with academic divisions to consider experiential learning opportunities for DUS students based in NACE competencies.
• Action Item 1.2.8. Conduct outreach to prospective experiential learning sites and create reference information for logistics.

Year Five. 2029-30.

• Action Item 1.2.9. Create a Berks Leadership Academy that offers a co-curricular and curricular experience.
• Action Item 1.2.10. Conduct outreach to internal and external leadership education partners.

Objective 1.3. Student, staff, and faculty health and wellness are cultivated in a caring community focused on flourishing.

Year One. 2025-26.

• Action Item 1.3.1. Conduct a campus-wide wellness needs assessment
• Action Item 1.3.2. Develop comprehensive wellness programs based on assessment data

Year Two. 2026-27.

• Action Item 1.3.3. Implement new and/or expanded wellness programs and initiatives
• Action Item 1.3.4. Strengthen mental health, crisis response, and early intervention supports

Year Three. 2027-28.

• Action Item 1.3.5. Develop programs to foster social connection and belonging
• Action Item 1.3.6. Implement social connection and belonging programs across campus

Year Four. 2028-29.

• Action Item 1.3.7. Promote a culture of flourishing and care
• Action Item 1.3.8. Enhance accessibility and equity in wellness resources

Year Five. 2029-30.

• Action Item 1.3.9. Support work-life integration and balance
• Action Item 1.3.10. Establish ongoing assessment and continuous improvement

Goal 2. Growing (inter)disciplinary research

Objective 2.1. Grow research that positively impacts lives in the Commonwealth, the nation, and the world.

Year One. 2025-26.

• Action Item 2.1.1. Increase awareness of existing University-level and Berks-level resources and support for research.
• Action Item 2.1.2. Present accurate and up-to-date information on faculty research and expertise on public-facing platforms (e.g., Berks website).

Year Two. 2026-27.

• Action Item 2.1.3. Enhance undergraduate research visibility by promoting existing programs or creating new opportunities.
• Action Item 2.1.4. Create a standardized process for sharing research stories with the local community (e.g., through social media, campus news).

Year Three. 2027-28.

• Action Item 2.1.5. Expand partnerships with local community organizations interested in research collaboration.
• Action Item 2.1.6. Provide educational opportunities for students to develop a more robust understanding of undergraduate research.

Year Four. 2028-29.

• Action Item 2.1.7. Create a structure to encourage faculty to seek external funding for community-based research.
• Action Item 2.1.8. Establish methods that bring community members to campus to learn about faculty research (e.g., campus speaker events).

Year Five. 2029-30.

• Action Item 2.1.9. Work to secure additional funding to support faculty and student research.
• Action Item 2.1.10. Create a storytelling strategy to highlight faculty and student research to the wider community.

Goal 3. Increasing land-grant impact

Objective 3.1. Leverage our assets and strategic partnerships to build resilient, sustainable communities for the betterment of the Commonwealth.

Year One. 2025-26.

• Action Item 3.1.1. Establish a comprehensive baseline of Penn State Berks’ regional economic and community impact.
• Action Item 3.1.2. Launch a learning lab to engage students, faculty, and community partners in applied learning and workforce development.

Year Two. 2026-27.

• Action Item 3.1.3. Advance campus and regional connectivity initiatives that promote access, wellness, sustainability, and integration of our community.
• Action Item 3.1.4. Conduct a comprehensive Community Needs Assessment (CNA)—in collaboration with Penn State Outreach if possible—to identify existing community-centered resilience and sustainability initiatives and reveal gaps or opportunities where Penn State Berks can support regional resilience, workforce development, inclusive access, and sustainability.

Year Three. 2027-28.

• Action Item 3.1.5. Pilot, evaluate, and scale solutions that improve physical and transportation access between Penn State Berks and the surrounding community.
• Action Item 3.1.6. Expand inclusive education and workforce access through targeted outreach, bilingual programming, and data-informed academic and continuing education alignment.

Year Four. 2028-29.

• Action Item 3.1.7. Develop strategic downtown partnerships aligned with regional economic, cultural, and community priorities.
• Action Item 3.1.8. Evaluate and scale successful regional connectivity and access initiatives to ensure long-term sustainability.

Year Five. 2029-30.

• Action Item 3.1.9. Conduct a comprehensive multi-year impact study evaluating Penn State Berks’ contributions to regional economic development, access, and sustainability.
• Action Item 3.1.10. Formalize long-term partnerships, governance, and sustainability plans to sustain Penn State Berks’ community engagement and access initiatives beyond the current strategic plan cycle.

Objective 3.2. Amplify our academic enterprise through partnerships with business and industry, non-profit groups, communities, and residents.

Year One. 2025-26.

• Action Item 3.2.1. Institutionalize data gathering process- e.g. tools, measurements, definitions and centralize.
• Action Item 3.2.2. Solidify our connection with partners, bidirectionally, by engaging in academic opportunities and developing our academic portfolio that lead to career opportunities.

Year Two. 2026-27.

• Action Item 3.2.3. Enhance/expand a successful career focused relationship with community partners.
• Action Item 3.2.4. Respond to a gap concerning engagement with partners that enhance academic opportunities that develop career connections/pathways.

Year Three. 2027-28.

• Action Item 3.2.5. Expand/scale up successful program.
• Action Item 3.2.6. Establish collaborative opportunities with successful programs/industry partners.

Year Four. 2028-29.

• Action Item 3.2.7. Highlight successful areas and integrate throughout campus
• Action Item 3.2.8.  Identify success stories.

Year Five. 2029-30.

• Action Item 3.2.9. Implement successes throughout campus.
• Action Item 3.2.10. Define campus as an integrated model.

Objective 3.3. Galvanize an engaged and effective network of advocates and investors in Penn State.

Year One. 2025-26.

• Action Item 3.3.1. Identify and plan engagement with elected officials.
• Action Item 3.3.2. Prep for public launch of $13.5M goal in For the Future Campaign.

Year Two. 2026-27.

• Action Item 3.3.3. Advisory Board: review membership through identifying individuals which will add value and tangible support to students, faculty and staff.
• Action Item 3.3.4. Improve volunteer engagement for campus and program advisory boards and other opportunities.

Year Three. 2027-28.

• Action Item 3.3.5. Build out communication framework for all with salient and tangible outcomes and a mechanism for feedback from these partners.
• Action Item 3.3.6. Evaluate fundraising campaign progress and develop steps needed to reach goal.

Year Four. 2028-29.

• Action Item 3.3.7. Enhance relationship with central Government and Community Relations to expand support and awareness for the campus.
• Action Item 3.3.8. Engage campus community in campaign initiatives (i.e. faculty/staff campaign)

Year Five. 2029-30.

• Action Item 3.3.9. Engage Berks students for advocacy and share opportunities for alumni, advisory board, retirees, faculty/staff for Advocate Penn State registration.
• Action Item 3.3.10. Use and implement feedback from volunteers, government officials.

Goal 4. Fostering DEIB

Objective 4.1. Address institutional barriers to close student outcome gaps.

Year One. 2025-26.

• Action Item 4.1.1. Establish a baseline on outcome gaps and process frictions across the student journey.
• Action Item 4.1.2. Create centralized coordination for equity initiatives, standards, and communications.

Year Two. 2026-27.

• Action Item 4.1.3. Examine current advising and support practices to advance opportunities for more student-centered, inclusive, and accessible academic and student support within campus-level control.
• Action Item 4.1.4. Test interventions where barriers are highest; evaluate for scale.

Year Three. 2027-28.

• Action Item 4.1.5. Institutionalize what works with policy/process alignment and resourcing.
• Action Item 4.1.6. Ensure equitable access to High-Impact Practices (HIP’s) and First-Year Experience (FYE) elements that drive progression and completion.

Year Four. 2028-29.

• Action Item 4.1.7. Strengthen student transitions that reduce early attrition and close entry gaps.
• Action Item 4.1.8. Systematically identify and simplify policies/processes that disproportionately impact some students.

Year Five. 2029-30.

• Action Item 4.1.9. Align effective equity-oriented practices with campus-level policies, procedures, and budgeting processes to support consistency, clarity, and sustainability.
• Action Item 4.1.10. Strengthen readiness for the next strategic planning cycle by intentionally examining emerging student needs, demographic shifts, and campus capacity in order to anticipate future equity priorities and opportunities.

Objective 4.2. Cultivate a deep sense of belonging for faculty and staff, with opportunities for professional development and an employee population that reflects the classrooms of tomorrow.