Pro Deo et Patria

Building Capacity for Servant-Leadership and Adaptability through a UD Education
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a. Community engagement

i. Community Innovation Center strategy

ii. Fitz Center’s “Dayton Corps”

iii. Hanley Sustainability Institute’s Lincoln Hill Gardens

b. Innovation, applied creativity, and entrepreneurship

i. Planning for the Innovation Hub at the Dayton Arcade

ii. GEMnasium/Growth Education Mindset test lab on opioid addiction         

iii. Policies and practices to support faculty and staff venture creation

c. Intercultural and global engagement

i. Affordable/accessible opportunities for education abroad and intercultural immersion


ii. UDayton Global partnership for international student recruitment and success       

iii. Immigration Working Group          

iv. Strategy team for global and intercultural education

d. Residential and co-curricular experiences  

i. Infuse Commitment to Community throughout campus life

ii. Foster self-authorship, intercultural competence, and skills for community living through residential curriculum

iii. Develop a campus-wide culture of health and well-being

iv. Cultivate socially-responsible leadership and intercultural learning through co-curricular experiences

Enhancing Interdisciplinary Research
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a. Sustainability and human rights

i. National searches for executive directors for Hanley Sustainability Institute and Human Rights Center

ii. Achievement of AASHE STARS Gold rating    

iii. Application to host U.S. Secretariat for the UN Global Compact

iv. Third Biennial Social Practice of Human Rights conference

v. University-wide workshop on the Global Goals

vi. Expansion of research expertise in energy informatics

b. Autonomous systems

i. Assessment of federal and corporate partners’ needs for research and education

ii. Creation of new graduate certificates

c. Health and bio-sciences

i. Assessment of funding opportunities and academic competition in health-related bioscience/bioengineering research

d. Expanded support for undergraduate research

i. Enhanced infrastructure and improved assessments through the new Director of Experiential Learning

e. Evaluation of faculty research policies and workload

i. Revision of policies for additional compensation and outside employment                     

Empowering the Faculty and Staff of the Future
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a. Academic Senate task force on promotion and tenure

b. Faculty merit review task force     

c. Interdisciplinary faculty seminar, “What is the university for?”

d. Building faculty critical mass in the research focus areas

Advancing Graduate Programs
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a. Expansion of hybrid programs in partnership with 2U

i. MBA@Dayton

ii. Master of Educational Leadership and Principal Licensure

iii. Master of Applied Behavior Analysis

iv. Doctorate of Education (Ed.D.) in Leadership for Organizations

v. Master of Business Analytics

vi. Hybrid, part-time J.D. degree

b. UDayton Global

i. Master-level pathway programs in every academic unit            

Affirming Our Foundation
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a. Affordability and access

i. UD-Sinclair Academy

ii. Flyer Promise Scholars Program

iii. American Talent Initiative

iv. Transfer and dual enrollment strategy

b. Diversity and intercultural inclusion

i. Enrollment Management strategies (see 1a. above)

ii. Office of Diversity and Inclusion

→ Courageous conversations at the senior level

→ Inclusive Excellence Scholar Residency

→ Diversity and Inclusion Assessment Task Force

→ Expanding capacity for inclusive faculty and staff recruitment, retention, and advancement

→ Diversity mapping and campus experience studies

c. Integration of the arts and humanities


i. Strategic plan for new scholarly focus and organizational structure for IMRI     


ii. Interdisciplinary faculty seminar, “What is the university for?”

d. Dialogue between faith and reason

i. “Difficult Conversations at the Intersections of Faith and Culture”      

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