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Executive Strategy and Planning

Institutional Research Accreditation

Ensign College is committed to the core values that are aligned with its mission statement. The Strategic Priorities and Objectives plan was developed to further emphasize these values and outline Ensign College’s goals. They are reviewed annually by the President’s Executive Council.

This plan helps guide internal decision-making and refines the strategies implemented by Ensign College toward projected and desired growth in the foreseeable future. Adjustments and improvements to this plan can be made as Ensign College continues to grow and move toward its core goals and objectives.

Strategic Priorities & Objectives

Mission: Develop Trusted and Capable Disciples of Jesus Christ

Expand the Reach

Magnify Capabilities as Applied Curriculum Provider

Ensure Professional Preparedness

Continue to be a committed partner with BYU-Pathway Worldwide and BYU Idaho in order to serve & retain more students worldwide

Improve in the design, development, and delivery of applied curriculum through the Learning Signature

Increase institutional effectiveness in the expertise of applied learning & teaching

Obtain sustainable Ensign enrollment & retention with a focus on under-served populations and online options for current students & non-completers

Build students' spiritual & temporal self-reliance through applied learning

Integrate career preparation, certifications, and internships that lead to in-demand market skills and quality employment into all programs

Innovation: Innovate new models & approaches in applied, skills-based education to better meet the needs of adult learners and a worldwide audience

Strategic priorities describe specific actions Ensign College focuses on to further its mission and institutional objectives. These strategic priorities:

  • Are assigned under the direction of the President’s Executive Council in response to internal and external data, trends, etc.
  • Provide institutional focus by clearly defining the areas college leadership has determined currently need attention,(i.e. they are not meant to be a comprehensive list of every effort across the university)
  • Generally describe efforts on a short-term basis (as anticipated for the next few years)
  • Are specific and measurable/reportable (i.e. strategic priority plans should describe specific objectives and key results rather than only provide an aspirational statement)
  • Are each discussed and reported on annually in university leadership settings (the President’s Executive Council, Strategy & Alignment Council, and at times in other settings across campus)

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