A message from President Wilson and Provost Kregel
Dear members of the University of Iowa community,
Year 3 of our 2022–27 Strategic Plan turned ambition into outcomes. From classrooms to clinics, research labs to communities across Iowa, we are delivering results that strengthen our state and elevate our standing nationwide.
Demand for an education from the University of Iowa has reached an all-time high, with more than 31,000 applications and 5,561 new first-year students for fall 2025. Even more importantly, the students who choose Iowa are thriving. This year, we achieved record highs in first-year retention, four-year graduation, and six-year graduation rates, already surpassing our original five-year strategic plan goals.
All of this outstanding progress is made possible by the hard work of members of the university community who are helping execute the strategic plan, as well as by putting Public–Private Partnership (P3) revenues to work in direct support of it. Since FY 2021, the university has invested more than $80 million in P3 funding to strategic initiatives spanning all 12 colleges—expanding access to AI education, supporting cancer research, strengthening teaching and student advising, and recruiting and retaining world-class faculty.
Thank you to every member of our community whose work is fueling our success. Your talent, drive, and dedication are building momentum we can measure.
Barbara J. Wilson |
Kevin C. Kregel |
90.9 %
for students who entered fall 2024
66 %
for students who entered fall 2021
3.21M
for UI Health Care for FY25
A Destination University
Demand for an Iowa education is stronger than ever. The university received a record-breaking 31,000 applications and welcomed 5,561 new first-year students for fall 2025.
This success is driven by targeted outreach and authentic storytelling. The Office of Strategic Communication and Enrollment Management collaborated on a national brand campaign that reached prospective undergraduate students through nearly 40 creative assets on Instagram, Snapchat, Spotify, YouTube, and connected TV.
13 %
in total applications
"We began investing in this class more than 20 months before they ever set foot on campus. By collaborating with campus partners to align our marketing strategy more closely with the admissions funnel, we were able to achieve record levels of brand exposure for the incoming class.”
96.3 %
In FY 2024
40
Earned by UI faculty since 2023
$21M +
Supporting 77 faculty recruitments and 35 retentions since 2021
Our commitment to being a destination for talent extends to the scholars, researchers, and creators who are at the heart of our academic enterprise.
This year, we welcomed two world-class leaders under the Transformational Faculty Hiring Program: Mark Burkard, director of Holden Comprehensive Cancer Center and C.E. Block Chair of Cancer Research, and Martin Grace, professor and Clement T. and Sylvia Hanson Family Chair in Finance and faculty director of the Vaughan Institute of Risk Management and Insurance. Their arrival has added unparalleled expertise in cancer and risk management, elevating our research and creating incredible new opportunities for our students.
Creating and maintaining an environment where exceptional faculty choose to build their careers is a key measure of our faculty success efforts. Through the strategic plan, we have launched and enhanced a wide range of targeted support and development programs.
Helping Faculty Thrive
- Strategic Investments
In addition to the High-Impact Hiring Initiative (HIHI), university-funded initiatives such as the Investment in Strategic Priorities fund, Scholarly Teaching Program, and SoTL Scholars offer development opportunities for faculty in various career stages and tracks. - Fostering Mentorship
A new faculty mentoring resources webpage and a peer mentoring program for instructional-track faculty are helping foster a stronger sense of community. - Empowering Leaders
New onboarding tools, data resources, and leadership programming ensure Departmental Executive Officers (DEOs) have what they need to lead their departments effectively.
Making Student Success a Top Priority
Holistic approach to cultivating teaching excellence
Strategic plan investments have increased professional development opportunities for instructors and advanced knowledge of teaching and learning across the university. The Building a Culture of Scholarship of Teaching and Learning (SoTL) P3-initiative helps faculty from all disciplines research, implement, and share the most effective, evidence-based teaching methods.
Finding structural barriers to student success
The Curricular Analytics P3 project used transcripts and financial aid data to identify instances where courses in a student’s program of study may be delaying time to graduation. Analysis of ten student cohorts revealed that majors with rigid, homogeneous course paths are linked to lower four-year graduation rates, particularly for students with average or below average test scores.
Expanding experiential learning and career preparation
With support from a $300,000 grant from the Strada Education Foundation, the university is scaling My Career Path, a P3-supported online tool that helps students explore interests, map experiences, connect with employers, and build résumés.
Understanding student academic experiences
Students as Partners, an initiative led by the Center for Teaching, integrates student voices into the design and delivery of large lecture courses. Through semester-long collaborations, instructors are paired with one or two trained undergraduate student partners who offer constructive, real-time feedback on course structure, pedagogy, and student engagement.
Making Student Success a Top Priority
The University of Iowa is committed to ensuring all Hawkeyes are given the opportunity to achieve their goals. Our strategic plan has helped make student success one of the core principles of how nearly every college, department, and unit approaches its work.
By building a culture that appreciates the value of teaching and learning, seeks to eliminate barriers, and provides in-demand skills and experiences, we are achieving exceptional outcomes when it comes to student success.
3,517
"For our first semester, first-year course in the College of Engineering, our student partner has provided an invaluable perspective on how we can best connect with and engage the students."
Powering our Progress
The Strategic Plan Action and Resource Committee (SPARC) serves as the collaborative engine driving our plan forward, bringing together leaders from across campus to ensure our efforts are coordinated, effective, and aligned with our mission.
12
44
Completed during the first three years of the plan
112
In progress or planning
Additional Highlights from 2024-25
The university's strategic plan is ingrained in work happening across campus every day. Below are just a few of the examples of the progress happening across our campus.