Our Strategic Plan
A strategic plan should keep an institution true to its mission, advance its vision, and honor its values. We developed our strategic plan (2018-2023) through a 10-month collaboration between students, faculty, staff, administration and community stakeholders. Following a series of internal assessments, analysis of best practices, and review of current opportunities, core teams proposed various strategic focuses and critical tasks aligned with five key pillars. All University stakeholders were invited to provide feedback through open forums and digital response platforms. It was endorsed by our Board of Trustees in March 2018.
Each of the five key pillars is supported by a Strategic Implementation Team (SIT), tasked with the ongoing identification of best practices, key goals, success metrics and next steps. These teams remain responsible for implementing these goals within the timelines and budgets they established.
Our strategic plan reflects our strengths and supports new aspirations. As we make progress toward the milestones we have defined together, Embry-Riddle becomes an even more innovative and collaborative place to work, learn, and grow.
Develop an enrollment vision and an associated management plan that supports our unique identity and mission. Learn more about Enrollment Management.
Student Experience and Success
Create lifetime success – through a holistic approach to student development and success which transforms the student experience. Learn more about Student Experience and Success.
Research and Innovation
Be known internationally for groundbreaking aerospace/aviation research and innovation in select, signature areas, and for discovery-driven undergraduate programs. Learn more about our Research and Innovation.
Philanthropy and Alumni Engagement
Establish a culture of philanthropy, rooted in lifelong relationships with alumni, friends, corporation and foundations, that supports advancement and aligns with the goals of its strategic plan. Learn more about Philanthropy and Alumni Engagement.
Each March and October, our strategic initiatives and their status are presented to the Board of Trustees with ongoing assessment of critical task benchmarks throughout the year. The Board also approves an annual budget associated with each Strategic Plan goal. Review completed tasks on the most recent version of the Strategic Plan.