Office of the President
206 Old Main
Laramie, WY 82071
Phone: (307) 766-4121
Fax: (307) 766-4128
Email: uwpres@uwyo.edu
At the “gateway” to the University of Wyoming, a woman rider breaking through a sandstone wall welcomes all to campus. “Breakin’ Through” captures the spirit of Wyoming and its university: Our students break through to the future for the Cowboy State and the Equality State.
Wyoming’s dual identity has shaped this university from its origins through to the present day. John Hoyt, as territorial governor and UW’s first president, was determined that Wyoming’s lack of statehood would not stand in the way of its citizens’ access to higher education. If the Morrill Act excluded territories from the land-grant mission, he decided, that was no reason to wait to build Wyoming’s university. Indeed, the law would have to change. So, he “broke through”—twice. He worked with western governors to get the Morrill Act changed, eventually allowing UW to become a land-grant university. And, in 1887, three years before Wyoming became a state, this university opened its doors to 42 students and five faculty members. On this first day, the university became the flagship for Wyoming’s future. It welcomed women and men alike. Then in 1890, when Wyoming gained statehood, the state’s first legislators went further. Recognizing the rich humanity that made up their new state, they declared that UW should stand “equally open to students of both sexes, irrespective of race or color.” Wyoming’s university ushered in the “Equality State.”
Here, on the high plains of a windswept territory, John Hoyt built the foundations for a world-class university. His UW was the flagship for a state, meeting the wide land-grant mission “to promote the liberal and practical education of the industrial classes in the several pursuits and professions of life.” Its trademark became innovation and ingenuity in pursuit of educational access, excellence and relevance. For Hoyt, this heritage mandated that UW provide its students with a complete education, one that balanced Agriculture and Engineering with Arts and Humanities. With that aim, he provided a rich curriculum, teaching classes from History to Engineering, while his wife, Elizabeth, took on Psychology and Logic. Hoyt set the pattern for generations of Wyoming faculty, who “break through” to bring their students tomorrow’s opportunities today.
Hoyt’s refusal to accept barriers for Wyoming, its citizens and the education that the state’s university would offer to all of its students set the tone for UW’s future. To this flagship and land-grant university, student opportunity is everything. Indeed, the University of Wyoming is poised to break through once again.
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As the Equality State’s university, we strive to break through barriers and explore new frontiers of teaching and learning. Through the unfettered pursuit of knowledge, we aim to apply innovation, intelligence and tenacity to meet the economic, social and environmental challenges of today, and to create a sustainable, diverse and equitable world without borders for tomorrow.
We honor our heritage as the state’s flagship and land-grant university by providing accessible and affordable higher education of the highest quality; rigorous scholarship; the communication and application of knowledge; economic and community development; and responsible stewardship of our cultural, historical and natural resources.
In the exercise of our primary mission to promote learning, we seek to provide academic and co-curricular opportunities that will:
As Wyoming’s only public university, we are committed to scholarship, outreach and service that extend our human talent and technological capacity to serve the people in our communities, our state, the nation and the world.
Our values represent beliefs and principles that drive the culture and priorities of the entire university community and provide the crucial framework within which decisions are made. Regardless of role, student, faculty, staff, trustee, alumni and other stakeholders alike recognize the importance of embedding these values in their day-to-day activities to assure that the institution and its graduates succeed and are exemplars of the best of Wyoming and the world.
Exploration and Discovery
Free, open and unfettered exploration and discovery supported by rigorous peer review and the communication and application of that scholarship, constitute the core principles and practices of this university.
Innovation and Application
Creative thinking leads to new knowledge, inspires student achievement and brings practical innovation to our communities.
Disciplinarity and Interdisciplinarity
Knowledge advances through intense and focused study and also in the intersection of ideas and disciplines. UW cultivates the energy of individual and collaborative advances.
Integrity and Responsibility
Outstanding teaching, learning and scholarship rely on the principles of integrity, responsibility and trust throughout our community.
Diversity and Internationalization
A diverse and international community that includes and respects different ethnicities, genders, sexualities, abilities, cultures and worldviews multiplies our capacity to explore, innovate and educate.
Engagement and Communication
Engagement with local, state, tribal, national and global constituencies inspires our daily work. We are committed to active outreach and clear communication with our extensive communities.
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Goal 1: Driving Excellence
Join together as an intellectual community already renowned for its regional, national and global relevance and impact by fostering and rewarding excellence in teaching, scholarship, innovation and creative endeavor.
Goal 2: Inspiring Students
Inspire students to pursue a productive, engaged and fulfilling life and prepare them to succeed in a sustainable global economy.
Goal 3: Impacting Communities
Improve and enhance the health and well-being of our communities and environments through outreach programs and in collaboration with our constituents and partners.
Goal 4: A High-Performing University
Assure the long-term strength and stability of the University by preserving, caring for and developing human, intellectual, financial, structural and marketing resources.
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Goal 1: Driving Excellence
Join together as an intellectual community already renowned for its regional, national
and global relevance and impact by fostering and rewarding excellence in teaching,
scholarship, innovation and creative endeavor.
PERFORMANCE INDICATORS | BASELINE | 2022 TARGET |
Changes in external recognition of scholarly work | Invest in a database | 1 decile improvement from baseline indicators |
External research funding: awards and expenditures | $95.33 M external awards/$106 M in expenditures for 2016 | $115 M External funding |
Income-bearing IP licenses | 2 to 3 per year | 5 or more per year |
Degree programs created, substantially modified, or eliminated | 192 degree and certificate programs | 8 new academic programs; 4 modified or eliminated |
Number of international students (undergraduate and graduate) | 791 | 1,050 |
Number of students and faculty participants in study abroad | 425: 395 students, 30 faculty | 650 students and faculty |
Goal 2: Inspiring Students
Inspire students to pursue a productive, engaged and fulfilling life and prepare them
to succeed in a sustainable global economy.
PERFORMANCE INDICATORS | BASELINE | 2022 TARGET |
Overall enrollment (enrollment growth projected for both in-state and out-of-state students) |
12,366 | 13,500 |
Enrollment of transfer students | 967 | 1,200 |
Enrollment of underrepresented students | 13% | 17% |
Retention rate for FTFT (First-time, full-time, baccalaureate degree-seeking) | 76% | 80% |
Construction of new residence halls | Create a 10-year plan for student housing | 10-year plan in implementation; 2-3 new residence halls in construction or completed |
Student participation in support services | 16% | 25% |
4- and 6-year graduate rates for undergraduates | 25.8%/54.4% | 33%/60% |
Percentage of students completing an experiential transcript | Institute co-curricular transcript | 25% of seniors have co-curricular transcript |
Placement one year following graduation | TBD from new database | 85% in jobs or advanced degree programs |
Percent of graduates with credential from Honors College | 4% | 8% |
Goal 3: Impacting Communities
Improve and enhance the health and well-being of our communities and environments
through outreach programs and in collaboration with our constituents and partners.
PERFORMANCE INDICATORS | BASELINE | 2022 TARGET |
Carnegie community engagement classification | Not designated | Qualified to submit for 2024 deadline |
Attendance at intercollegiate athletics events | 275,372 | 310,000 |
Goal 4: A High-Performing University
Assure the long-term strength and stability of the university by preserving, caring
for and developing human, intellectual, financial, structural and marketing resources.
PERFORMANCE INDICATORS | BASELINE | 2022 TARGET |
Campus climate and environment | Fall 2018 campus climate survey | TBD from survey data |
Employee job satisfaction | Participate in Chronicle of Higher Education “Great Colleges” job satisfaction survey | Improvement from 2017 baseline |
Number of endowed faculty positions | 36 | 60 |
Total annual university revenue | $505.6 M | $555 M |
Growth of university endowment | $450 M | $650 M |
Deployment and full utilization of Enterprise Management Systems | Underway | Completion |
Implementation of an incentive-based, decentralized budgeting system | Beginning | Completion |
Review and update of all university regulations and policies | Underway | Completion |
Campus Sustainability Ranking (STARS) | Not designated | Bronze |
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The 2016 – 2017 strategic planning process for the University of Wyoming was led by a Leadership Council composed of the following individuals:
Ex-Officio
The council wishes to acknowledge the work of the co-leaders of topical, university-wide listening sessions:
Finally, the council expresses special thanks to Dr. Phil Roberts, Wyoming historian, who was instrumental in verifying the historical context outlined in the plan’s preamble.
The University of Wyoming Board of Trustees in July 2017 adopted “Breaking Through
2017-2022: A Strategic Plan for the University of Wyoming” following an extensive
planning process that began in September 2016.
Leadership Council: The process began with a kickoff event at the Marian H. Rochelle Gateway Center,
where members of the Strategic Planning Leadership Council were announced. The council
was appointed by President Laurie Nichols, following consultation with campus constituency
groups, to provide overarching leadership for development of an integrated, comprehensive
strategic plan to guide the university for the next five years. The president solicited
nominations and received 175 nominations of 117 individuals (some people were nominated
multiple times). A website, www.uwyo.edu/president/strategic-plans[BROKEN LINK], was established to inform the campus community and the public throughout the strategic
planning process.
Campus Listening Sessions: The leadership council, headed by Provost Kate Miller, directed a series of campuswide
dialogue and listening sessions on 12 different topics in November, December and January.
The sessions were led by leaders selected by the council from among UW’s faculty and
staff. Input was recorded and reported to the leadership council.
Unit Meetings: Separately, Provost Miller and members of the leadership council met with individual
colleges, departments and units to discuss priorities and strategies to help shape
the future.
Statewide Listening Sessions: A series of statewide listening sessions also was conducted by President Nichols
in Jackson, Cody, Torrington, Rock Springs, Riverton, Casper, Cheyenne, Laramie, Gillette and Sheridan in November and December. The sessions were attended by hundreds of people, and their
input was recorded and reported to the leadership council.
First Draft and Town-Hall Meetings: The leadership council began crafting the strategic plan in February and released
a first draft in March, inviting the public to comment on it. The council also conducted
four town-hall meetings in April, three in Laramie and one in Casper streamed live
on the web, to present the draft and receive input. The draft also was presented to
the Board of Trustees for its input.
Constituent Groups’ Input: Other constituent groups – including the UW Foundation board, the UW Alumni Association
board, the UW Faculty Senate and the UW Staff Senate – received drafts of the plan,
with invitations to provide input.
Revisions and Completion: Based upon all input received, the leadership council and UW’s administration produced
multiple revisions of the strategic plan document before presenting it to the Board
of Trustees before the July 18-21 meeting in Rock Springs, where it was approved unanimously.
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Office of the President
206 Old Main
Laramie, WY 82071
Phone: (307) 766-4121
Fax: (307) 766-4128
Email: uwpres@uwyo.edu