Introduction

In order to integrate our Mission, Vision, Values, Commitment and Catholic Identity, we will:

• promote understanding and ownership of the core values expressed by our founders and sponsors, the Sisters of St. Joseph of Carondelet; and
• strengthen and reshape a relevant and vibrant working relationship with Sisters of St. Joseph of Carondelet; and
• fulfill the spirit of our sponsorship by empowering the University community to live the core values of diversity, inclusiveness and respect; and
• strive to create a positive environment by recognizing disparate cultures and differences in people.

In order to emphasize academic excellence in all programs, thereby creating a preferred destination for students, we will:

• review current programs for viability, targeting for growth those deemed essential while providing additional resources for those with a demonstrated trend of success. New programs will be developed based on student need and faculty interest; and
• develop new revenue sources through the addition of graduate and undergraduate OPTIONS programs in the accelerated format for the working adult; and
• establish the first endowed chair at the University, increase the number of full-time faculty, review workloads as well as adjust compensation to meet established benchmarks; and
• investigate offering additional distance education opportunities; and
• recruit and retain academically strong freshmen, transfer students and graduate students while broadening our geographic reach through recruitment and marketing efforts; and
• increase recruitment and retention of diverse faculty and students and develop courses and programs that promote student learning about the contributions of other cultures to our society; and
• create a comprehensive plan to assess general education as well as program and degree requirements; and
• continue improving on technology fronts with a complete conversion of classrooms and conference rooms and by expanding the campus wireless network.

In order to strengthen a healthy and balanced University experience and learning environment, as well as reaffirm ethical principles and practices, we will:

• restructure multiple positions within the Student Affairs Division in order to better address a growing and diverse student population; meet students’ spiritual, social and professional development needs; and increase the focus on multicultural affairs and international students; and
• renovate and/or upgrade facilities and increase staffing in the registrar’s office, library, Kinkel Center and Curriculum Resource Center; and
• consider the addition of 5-6 six new sports teams (e.g., men’s and women’s lacrosse, men’s volleyball, women’s golf, men’s and/or women’s bowling) recognizing both the value of athletics in attracting male students and fulfilling Title IX requirements; and
• create a comprehensive plan to assess all aspects of campus life and student services; and
• continue to support and expand campus ministry initiatives.

In order to provide a safe, functionally efficient and aesthetically pleasing environment for the University community, we will:

• complete the Campus Master Plan and implement components of that plan in order to address parking issues, residential hall space, renovation of the Caf’ student activity area as well as various other construction needs; and
• increase the number of locations for OPTIONS programming to reach segments of the population not currently being served by the University; and
• focus on quality improvement in the housekeeping, physical plant public safety departments by looking at training, automation, staffing and feedback; and
• institute a long-term planning process to examine the needs and opportunities for additional facilities away from the Clayton campus.

In order to strengthen the financial foundation of the University, we will:

• launch a comprehensive campaign and during the “quiet phase” raise 60 - 75% of the goal. Increasing the endowment will be 50% of the total campaign goal; and
• provide all members of the Board of Trustees and Council of Regents with a clear orientation of their fundraising responsibilities in order to facilitate 100% gift giving participation and encourage gifts from other sources; and
• develop new programs and/or enhance existing ones in order to facilitate donations to the University — such as a “Parents’ Program,” annual scholarship program, class agent/reunion class gift program, and senior class gift program; and
• increase partnerships between the grants office and faculty to successfully obtain more grants; and
• foster stronger relations with alumni through a variety of programs targeted at different demographics by establishing alumni chapters in other cities and by continuing to make improvements to reunion weekend; and
• develop a public relations/communications plan directed to the community and prospective donors as well as establish a comprehensive philanthropic educational component for all students from orientation to graduation.

In order to enhance all areas of support and administration, we will:

• develop 3-5-year budgets based on strategic plan objectives for revenue and expenses as well as a risk assessment plan that identifies key “auditable areas” and assigns a level of risk (high, medium, low) to each of the areas; and
• improve budget management and financial reporting through implementation of software, training and appropriate staffing; and
• assist departments with an internal financial consulting component that could help with development of new business plans and provide cost analysis of current programs; and
• develop and implement a short-term investment program to maximize income and investment return on excess cash; and
• monitor and improve, where necessary, the processes involved in the timely collection of accounts receivables, book distribution, bookroom inventory, financial aid processing, advising, assignment of faculty, curriculum development and revision, and recruitment of students; and
• continue and/or improve upon productivity and service levels achieved in the OPTIONS program in regard to financial and operational issues; and
• increase recruitment and retention of diverse staff, as well as increase focus on diversity training sessions; and
• continue development of web-based functionality, online registration, and human resources interactive programs as well as enhance customer service training; and
• implement communications and marketing initiatives to include advertising, communication materials, and public relations efforts to support recruiting, image, presence, and the fund-raising needs of the University.

In order to create a welcoming work environment, we will:

• re-validate the staff salary grade schedule against the market for similar positions and verify faculty salary benchmarks; and
• evaluate possible enhancements to the benefit plan by looking at retirement, health insurance, sick leave and short-term disability; and
• review and implement appropriate recommendations presented for approval by the Diversity Task Force; and
• develop management training in conflict resolution, University policies and legal issues.

Looking Ahead