Dixie State University

Strategic Planning

2020-2025 Strategic Plan

Working Draft of
Values, Vision, Mission, and Goals

Vision

DSU will be nationally distinctive as an open and inclusive comprehensive polytechnic university.

Mission

DSU is a comprehensive university serving lifelong learners in southern Utah and the West. The University provides open and inclusive access to academically distinctive programs, emphasizing active learning, so students acquire the knowledge, skills, and habits of mind to achieve their potential and enable success.

Strategic Goal Categories

1. Academic Distinction

2. Strategic Enrollment Management

3. Institutional Capacity and Performance

4. Community as University

5. Faculty and Staff Life

Core Values

  • Academic Distinction
    A premiere open access learning ecosystem that is flexible, active, integrated and lifelong to foster knowledge, skills, responsibility, innovation and GRIT
  • Student-Centered Success
    A university culture where students are empowered by a community who supports and fosters their persistence, achievement of an academic award, career placement, and transformational growth
  • Equity & Inclusion
    A community of diverse individuals, ideas, and beliefs who practice and facilitate open and civil discourse and collaboration
  • Purposeful Discovery
    The capacity to think and act critically and creatively by exploring across boundaries to solve complex problems both individually and collaboratively
  • Professional Culture
    A campus culture grounded on principles of honesty, integrity, transparency, accountability, mutual respect, and freedom of inquiry
  • Public Service
    Effective leadership of civic, educational, economic, and cultural entities and initiatives to transform communities
  • Local and Global Resources
    Mutually beneficial partnerships that integrate local and global resources into educational experiences, with an emphasis on southern Utah resource
  • Innovation and Responsiveness
    Responsiveness to local and regional needs and opportunities through institutional innovation and entrepreneurship

Community Comments

Community Comments

Comments on draft versions of the 2020-2025 Strategic Plan

What portion of the Strategic Plan you are commenting on?
0 is very unhappy, 5 is neutral, and 10 is very happy
Please be specific, and give us concrete suggestions.

2020-2025 Plan Tentative Completion Timeline

  • Nov. 3-4: Finalize Vision, Mission, Core Values, Core Themes, Select Goals
  • Week of Jan. 22: Finalize Outcomes
  • Week of March 22: Finalize Strategies
  • End of March: Complete Draft of Strategic Plan
  • End of April: Finalize the Plan
  • May: Implementation Meeting

Letter From President Williams

Dear Trailblazer Nation,

Guided by the six goals of our last strategic plan, Dixie 2020: Status to Stature, Dixie State University has grown tremendously in the number and diversity of programs offered, student attendance, and facilities available in the past five years. This growth has garnered immense excitement for the future of our beloved institution. Building off this momentum, we are eager to create the next strategic plan that will guide our growth into the year 2025.

Now that we have successfully achieved university stature, this next strategic plan will shape what our university will look like for generations to come. Some things will never change: we will continue to rank our students’ success as our top priority, offer educational and cultural opportunities to our community, and meet the needs of our faculty and staff, as they play a vitally important role in fulfilling our educational mission and meeting our strategic goals.

As we prepare to launch our new plan in the fall of 2020, the Strategic Plan Steering Committee is already hard at work. As part of this process, the committee is hosting town hall meetings and conducting research to ensure the voices of the entire campus and Washington County communities are heard. With this feedback, the committee is refining DSU’s core values, vision and mission; developing desired outcomes; formulating strategies; developing the implementation plan; and ultimately completing the strategic plan.

Within each step of the process, there is ample opportunity for community-wide involvement and feedback. I encourage you to take full advantage of this and share your ideas in the Community Comments section above to ensure the plan we craft accurately reflects on the values and priorities of Dixie as a whole.

Thank you in advance for all your hard work in building up Trailblazer Nation and making every day a great day to be a Trailblazer!

DR. RICHARD “BIFF” WILLIAMS,
PRESIDENT

Meeting Notes

Contact

Richard B. Williams

University President

Email: president@dixie.edu

Phone: 435-652-7502

Office: South Admin
Dixie State University
225 South University Avenue
St. George, UT 84770