Johnson & Wales is a resilient and dynamic university. For more than 100 years, we have been driven and guided by our mission, which was simply stated by our founders, Gertrude Johnson and Mary Wales in 1914, and endures today: preparing students for what lies ahead. This mission continues to unite us in our goal to provide an exceptional education that inspires professional success and lifelong personal and professional growth.
MESSAGE FROM THE CHAIR
Our strategic 10-year vision, launched in the fall of 2021, is purposely designed in three “Powered by…” phases. This allows us to be dynamic in our response to the ongoing demographic and economic changes impacting higher education, while being rooted in a foundation of values and principles. Each component is intended to lay the groundwork for the next phase and achieve the key elements of our long-term strategy.
As we conclude the first installment of the “Powered by ...” strategic plan, Powered by Purpose, it is important to celebrate our achievements to date. Thanks to the great work and dedication of our campus communities in Providence and Charlotte, in three years we have:
• Made key investments in academic programming to respond to in-demand industries, such as nursing, clinical nutrition and physical therapy, and in wrap-around services to support the student experience and strengthen retention, persistence and graduation rates.
• Advanced our academic standing and quality through seeking specialized accreditation for programs and colleges, while maintaining strong standings in the U.S. News & World Report rankings.
• Launched advisory councils for every college, engaging industry experts in supporting students and faculty.
• Invested in staff and consolidated resources, increasing our endowment and reducing our debt to the lowest it has been in 30 years.
Looking forward, our dynamism makes us nimble in our response to the rapidly changing higher education landscape. We are energized by innovation, including the new approaches and ideas that we want JWU to be known for, as we continue to chart our course for the future and prepare our students for what lies ahead.
Johnson & Wales has always been about the promise of an untapped and unrealized future. Today, we are energized to uncover and expand those possibilities.
John E. Taylor Jr. ’18 Hon. Chair of the Johnson & Wales University Board of Trustees
Boldness and courage have been the foundation of our university since our founding in 1914. Now, as the 21st century marches forward, it is imperative that we continue to innovate to meet the ever-evolving needs, both of our university and of higher education, so that we can continue to deliver upon our mission and prepare our students for what lies ahead.
MESSAGE FROM THE CHANCELLOR
Boldness and courage have been the foundation of our university since our founding in 1914. Now, as the 21st century marches forward, it is imperative that we continue to innovate to meet the ever-evolving needs, both of our university and of higher education, so that we can continue to deliver upon our mission and prepare our students for what lies ahead.
In 2021, we took a major step forward when we launched our current strategic plan, Powered by Purpose. Today, the second installment of our 10-year strategic vision, Powered by Possibility, builds on our accomplishments and positions our university for a strong and sustainable future. At its core, our plan delivers on the promise of a Johnson & Wales education — academic excellence that is both affordable and accessible.
This includes the recent approval by our accrediting body, the New England Commission of Higher Education (NECHE), for Johnson & Wales to be one of the first higher education institutions in the nation to offer a 90 –96 credit undergraduate degree and the first to be in-person. We will also offer the degree in select online programs. This three-year degree option is designed for students who enter college knowing the career they want to pursue, who are interested in programs that carry few financial burdens and who want to get real work experience faster. It is also a bold new opportunity for Johnson & Wales to increase the number of students pursuing a college degree and help solve the workforce needs of our core industries.
Through Possibility 2027, we continue our efforts to consolidate and centralize functions so that we can operate more efficiently and also have the resources to invest in growing our academic programs in career-focused tracks. Experiential education extends across every college and academic program, ensuring that hands-on learning and industry-based experience are fully integrated into our practices. In addition, we continue to grow professional partnerships that expand student opportunities and provide workforce education as a central component to our academic offerings through the College of Professional Studies.
For so many of our students, a JWU education is transformative, filled with the promise of their potential. When we began conceiving this strategic action plan, we challenged ourselves to imagine the brightest and most aspirational future possible. We are pleased to share our goals, strategies and plans for propelling the university forward Powered by Possibility.
With
Wildcat
Pride, Mim L. Runey, LP.D. Chancellor
A time to be bold
The launch of the 90–96 credit bachelor’s degree
Higher education faces many new challenges. Following unprecedented disruptions, the time for transformational innovation is now. Across the country, enrollments continue to decline across many institutions while there is a growing skepticism of the value of higher education. According to a 2023 Pew Research Center survey, only 1 in 4 American adults say that it is extremely or very important to have a four-year degree as a means of getting a goodpaying job. Some industries and governmental agencies no longer require a bachelor’s degree for employment.
As educators, we must work doubly hard to prove that we have students’ best interests at the center of our mission. Industries and student mindsets are changing, and it is the responsibility of higher education institutions to meet these needs. We must live our values and deliver higher education in a way that is both affordable and accessible, reducing the cost and helping more students access the promise of higher education.
With that in mind, Johnson & Wales University applied to the New England Commission of
Higher Education (NECHE) this past spring to request approval to offer three-year, 90 –96-credit, career-focused bachelor’s degrees in computer science, criminal justice, graphic design and hospitality management at our Providence campus and online.
Following our approval in late September, JWU is pleased to announce that it will begin to offer this new degree path in the Fall 2025 semester. Students in these four majors will have the opportunity to earn their degree and get out into the workforce faster, saving them time, money and helping to address ongoing shortages in these in-demand careers.
Our Career-Focused B.S. degree programs have been developed in close collaboration with industry leaders, ensuring that our graduates are not only prepared to meet current workforce demands but are also
positioned as leaders in shaping the future of their respective fields. To meet students where they are through an individualized approach to education, we will continue to offer our traditional four-year, 120-credit degree programs in the four highlighted areas of study to those who want them. Both three-year and four-year programs will include the Arts and Sciences Core Experience for a well-rounded educational foundation and experiential learning components that are integrated into every course.
Johnson & Wales University has a history of entrepreneurial vision, a career-driven student demographic, and industry-experienced faculty. We are the first accredited university in the nation to offer this three-year bachelor’s degree program in-person, answering demands from parents, students and employers across the country for colleges and universities to graduate qualified, industry-ready candidates faster and with less debt. This is the way that we rise to meet the changing needs of our society — and launch our Powered by Possibility strategic plan.
Through the success of Possibility 2027, Johnson & Wales University will continue to invest in building a sustainable operational model that encourages strategic growth and to deliver a relevant and premier educational experience.
MISSION
Johnson & Wales University ... an exceptional education that inspires professional success and lifelong personal and intellectual growth.
GUIDING PRINCIPLES
In support of our mission and recognizing the importance of preserving our distinctive student-centered culture, we are guided by the following principles:
• Undertake continuous improvement and planning for a sustainable future.
• Foster an evidence-based teaching and learning environment.
• Support faculty scholarship to advance our status as a comprehensive university.
• Maximize student potential by further enriching our academic programs with experiential and work-integrated learning.
• Value our faculty and staff.
• Embrace diversity for a richly inclusive community.
• Practice ethical citizenship in all aspects of university life.
• Act as a good steward of our resources to support the needs of our students, faculty and staff.
Advance an Educational Experience Rooted in Excellence
Academic standards and measures of excellence are hallmarks of our strategy and will remain so as we continue to launch new programs, refine academic delivery and raise our standing among our peers. Elevating our position as a teaching institution that values excellence and industry experience, JWU will attract and retain well-prepared students who seek diverse and successful academic journeys.
JWU faculty provide academic leadership for the university, embodying the industry and content expertise which they teach. The strength of our exceptional faculty is reflected in the accreditation processes which have been successfully completed and ones which are currently in process. We will continue to expand on the work begun in the Powered by Purpose as we build new strategies.
To develop and launch new, diverse academic programs to meet the evolving needs of students and the job market, we will:
• Create an innovative three-year bachelor’s degree program, answering the call from students and families for a rigorous higher education in less time and with less financial burden.
• Launch new associate and graduate degree programs to complement our current offerings for in-demand fields.
• Ensure that experiential education is offered in every classroom.
• Continue to value and support our interdisciplinary approach to education.
To strengthen the university’s academic reputation by achieving and maintaining high standards of accreditation and credentialing, we will:
• Continue to elevate our accreditation holdings and status, seeking rigorous review of our peers to ensure that we are upholding the highest standards.
• Continue to pursue key specialty accreditations to support professional licensures and certifications where appropriate.
• Implement a strategic and focused approach on building successful recruitment and retention for recently launched degree programs such as the Master of Science in Clinical Nutrition and Dietetics (launched Fall 2024), Accelerated Bachelor of Science in Nursing (launched Fall 2023), Doctor of Physical Therapy (to launch June 2025) and the Master of Public Health (launched 2023) degree programs.
• Create a simplified infrastructure for our Academic Program Review process that meets accreditation standards and focuses on student outcomes.
To attract and retain highly qualified faculty who bring exceptional teaching and learning methods along with industry-based practice into all programs, we will:
• Continue to embrace a student-outcomes centered approach to learning and instruction enhanced by industry experience and experiential learning.
• Continue to attract the best-of-class faculty with academic credentials complemented by industry relevant certifications as both full time and adjunct faculty.
• Continue to provide support for faculty development through fellowships, grant support, and research opportunities, with an emphasis on pedagogy and high impact practices.
GOAL 1 IN ACTION:
New Accelerated Nursing Program
To address the nationwide nursing shortage, JWU launched an accelerated second-degree Bachelor of Science in Nursing program at its Providence and Charlotte campuses. The 16-month, four-semester program serves as a secondary degree program for students who already hold a bachelor’s degree. These students gain the skills they need to enter the field in less than half the time of a traditional degree path.
Talented nursing faculty simulate nearly every medical scenario imaginable using our high-
fidelity mannequins. In addition, specific task trainers allow students to gain confidence as they practice invasive procedures like IV catheter insertion, blood drawing, intubation and other essential skills. The program’s cohort model allows students to support one another as they advance.
The state-of-the-art simulation labs create a welcoming, safe environment where the students can learn at the accelerated pace that the program demands. Far from being cold or clinical, the new space is animated by the students’
excitement and the warm expertise of the faculty.
“Our innovative program will allow our students to get the training they need on an accelerated timeline and prepare them to join the healthcare workforce to meet industry demand,” says David Hudson, DNP, RN, JWU Charlotte’s nursing program director.
Strengthen Industry Connections
From our founding, JWU’s connections to the industries that employ our graduates have been central to our unique brand of education. We will continue to contribute active thought leadership to these industries while retaining partnerships with them that will remain fully integral to our delivery of educational experiences. These industry linkages will be strengthened by our faculty, staff and students as well as by alumni engagement.
To develop integrated degree programs that attract high-caliber students by offering streamlined educational pathways, we will:
• Create more pathways for a seamless graduate education connected to the bachelor’s experience.
• Continue to grow the College of Professional Studies’ partnerships with corporations, businesses and industries, providing workforce education as a central component to our educational offerings including forcredit degree programs, certificate programs and on-demand trainings.
To enhance educational experiences and career opportunities through robust industry partnerships and active professional engagement, we will:
• Further strengthen college and campus advisory councils through marquee events and participatory engagement.
• Continue to expand professional partnerships that offer students new opportunities, reciprocally bringing industry experts into the classroom and students into the workplace.
To maintain and elevate the university’s role as a thought leader through signature events and influential industry engagements, we will:
• Continue to elevate the reputation of our signature events by bringing thought leaders together to create opportunities for students and to solve real world problems. Our university is a convener within the industries where we are highly influential.
GOAL 2 IN ACTION:
Bringing a World of Expertise to Life
Hosted by JWU’s College of Food Innovation & Technology (CFIT), the FIT Symposium brings together food professionals and thought leaders from all corners of the industry to network and expand their professional horizons.
The 2024 FIT Symposium brought a world of culinary techniques to Providence through a lively and diverse two days of expanded programming. A full day of interactive
workshops allowed attendees to try new working methods and learn directly from experts in soba making, plant-based pastry, coffee cupping, chocolate-making and more.
In addition, Jacques Pépin ’10 Hon. and Farmer Lee Jones shared wisdom from their long careers — Pépin of his 70 years of making people happy with his cooking, whether on PBS or Instagram, and Farmer Lee Jones of his 40 years of sustainable farming.
The 2025 event’s theme is “Cultivating Food Literacy.” The two-day Symposium will feature panel discussions, presentations and breakout sessions designed to inspire discussion, collaboration, and interdisciplinary brainstorming for solving problems and exploiting opportunities.
3
Strengthen our Institutional Foundation
Building upon the significant work achieved to ensure our financial strength, Johnson & Wales will continue to foster a strong community of talented leaders and colleagues who are focused on the core mission while also demonstrating entrepreneurial approaches to growth.
To ensure financial stability and growth through strategic management of resources and investments, we will:
• Continue to invest in the key areas which measure our financial health — enrollment, retention and persistence.
• Continue to carefully manage and grow our endowment while reducing debt.
To foster a supportive and engaged community through initiatives that promote care, inclusivity and professional development, we will:
• Advance our culture of shared responsibility related to resources, modeled by leaders and communicated to all levels of staff, ensuring that JWU’s financial stability is created not by a few but all.
• Celebrate and invite diverse perspectives and cultural differences.
To optimize campus facilities and services that support a modern and efficient learning and working environment, we will:
• Continue to evaluate how we inhabit, work in and use our facilities on campus, adjusting to a smaller footprint for staff, faculty and students.
• Ensure that our auxiliary services match our reputation and that we keep pace with the needs of our students, both fiscally and socially, as we understand that housing and dining are central to the place-making of a campus.
GOAL 3 IN ACTION:
Sustainable Future
What will tomorrow look like? As the number of enrollment-aged students has declined, JWU has taken steps to ensure that its campus and operations footprint is designed to accommodate a more realistic student population. Many schools’ enrollments are down 20% from last year due to issues with the new FAFSA launch. But with JWU’s investments in its future, fall enrollment at the university has increased. This trend is part of an ongoing strategy to grow our enrollment in a targeted way.
Overall, we continue to steward and manage our operational health with a keen eye towards long term stability. “Moody’s, Standard & Poors, banks that we do business with, accreditors, they all complimented Johnson & Wales. What we are doing is what [other colleges] should be doing,” says Joe Greene, vice chancellor of finance and administration.
Over a decade ago, the university worked to make its $200 million endowment equal its debt. Today, JWU has applied its investment in facilities and retooled its financial model to create a $380 million endowment (as of September 2024) with debt totaling less than
$40 million. This allows the university to invest in its current and new programs, marketing, employees and residential life. As citizens and students compete for housing due to local community shortages, JWU has consulted with city councils and is offering more on-campus housing options from singles to quads at price points that meet a variety of financial needs.
The university has also invested dramatically in dining to align with its reputation around food and student demand. It is preparing food made to order, extending dining hours and creating a robust option that allows more meals per week. The goal is to combat student food insecurity, which affects 23% of undergraduates and 12% of graduate students nationwide according to the National Center for Education Statistics. Overall, these housing and dining options give parents peace of mind that their students can stay and thrive on campus.
Foster our Culture to Advance our Mission
The foundation of our strength as an institution are the people who contribute to our JWU community. Students are the center. Employees power our legacy. Alumni and donors embody our future. Community members connect us to the world. We will foster these communities and build a culture that uplifts our mission.
It is time for Johnson & Wales to be recognized for our contributions to the cultural, economic and civic vitality of many communities in and around our Providence and Charlotte campuses, through our online College of Professional Studies and beyond. We will become purposeful storytellers sharing the JWU legacy with a broad range of new and old friends, empowering our internal and close friends to be ambassadors.
To strengthen Johnson & Wales’ reputation and influence through active community engagement and purposeful storytelling, we will:
• Foster our campus communities of Providence, R.I. and Charlotte, N.C. serving as good neighbors and partners in civic engagement.
• Engage and excite alumni and donors to invest in our future success with their financial support and through their networks.
• Further elevate the name, recognition and visibility of the university among our peers, external stakeholders and key partners.
To nurture a culture of inclusion and pride among all Johnson & Wales University community members, we will:
• Attract, retain and grow our talented staff through high touch engagement, competitive compensation and benefits, and continued learning opportunities. This culture will be informed by staff input, surveys, face-to-face meetings, virtual town halls and best practices in the industry.
• Nurture and further strengthen an inclusive environment that embraces the broad range of diversity of all members of our community.
• Prepare our students to contribute to the industries and communities where they work and live.
GOAL 4 IN ACTION:
JWU Serves
Coinciding with Earth Day this year, JWU’s Providence Campus came out in full force for the inaugural JWU Serves. More than 150 student, faculty and staff volunteers planted trees, cleaned up parks and coastal greenways, volunteered for shelter pets and spruced up more than 10 different sites for a total of 300 service hours.
Most of the volunteer sites were centered around the Washington Park neighborhood where JWU’s Harborside Campus is situated. These included:
• Providence Animal Rescue League (PARL): oncampus and onsite opportunities to make pet toys and beautify the shelter environment.
• Washington Park: neighborhood cleanup and tree planting.
• Urban Coastal Greenway: waste pick-up on and around the coastline that runs from Save the Bay’s headquarters to Harborside.
• Plant-A-Tree: on-campus tree planting.
Given the massive success of the day, plans are afoot to make JWU Serves a regular occurrence, with service days being planned for the spring and the fall. Building community and camaraderie while strengthening our connections to our chosen city is a great way to foster JWU pride — here’s to another JWU tradition!
We have laid the foundation for a new era of prosperity at Johnson & Wales University. Building upon our current momentum, we launch Possibilities 2027 with an outpouring of optimism rooted in pragmatic approaches and data-driven decision-making. We understand the immense responsibility that we hold and how generationally transformative a JWU education can be. Our graduates leave JWU with a different perspective on their lives. They are filled with the JWU promise — an untapped potential that is “Powered by Possibility.”
