ACTION PRIORITIES

Transcription

1 Strategic Direction MISSION Key Accountability Committee (Executive) Cabinet Leader President ACTION PRIORITIES Explicitly link University vision and mission with every school, college and program. 1.2 Complete funding for Liberal Arts and Women s Education Distinguished Professorships and Program Funds. 1.3 Implement mission-centered formation/development program for trustees, key administrators and new faculty. 1.4 Enhance campus ministry program and presence and reputation for liturgical excellence. Strategic Direction STRUCTURE 2.1 Establish administrative structure and leaders for schools. 2.2 Establish administrative structure and leaders for colleges, focusing first on graduate college and the College for Women. 2.3 Develop strategic implementation plan for each school; align with University Strategic Plan and implement strategies and action priorities for each school. 2.4 Develop strategic implementation plan for each college; align with University Strategic Plan and implement strategies and action priorities for each college. 2.5 Implement St. Catherine University assessment plan, inclusive of academic program review. 2.6 Prepare for and conclude successful Higher Learning Commission accreditation in Section 7A-1

2 Strategic Direction 3.0A CURRICULUM 3.1 Attain or sustain national and/or international recognition for programs, beginning with Psychology, STEM, ASL/Interpreting, Montessori, Sales, and selected Henrietta Schmoll School of Health programs. 3.2 Develop and implement comprehensive plan for digital learning, including necessary HLC approval. 3.3 Secure accreditation for new programs (MLIS, Montessori, Opthalmic Technician, OTD, ASL/Interpreting, DNP, DPT, EXSS). 3.4 Establish a system to create and launch new and innovative programs and to evaluate and sunset low-performing programs. 3.5 Implement the ACTC Urban Sustainability Initiative. Strategic Direction 3.0B CO-CURRICULUM Key Accountability Committee (Student Affairs) Cabinet Leader Vice President for Enrollment Management and Student Affairs 3.6 Improve the vibrancy of campus life by providing more social activities, performing arts experiences, and growing the Residence Life program to 1,000 (920 in St. Paul and 80 in Minneapolis). 3.7 Develop and implement a named program to link key co-curricular programs and services directly to academic programs of study, including areas such as academic advising, career development, service learning, leadership and internship experiences, learning communities, social justice and volunteer experiences. 3.8 Enhance Athletic program quality and competitiveness with continued investment in staff, adding new teams, expanding existing teams with JV s, increasing fundraising and improving facilities. 3.9 Improve overall quality of student experience through effective communication with and among students and enhance commitment to multicultural understanding. Support the Presidents Climate Commitment. Section 7A-2

3 Strategic Direction 4.0 ACADEMIC EXCELLENCE and LEADERSHIP 4.1 Increase profile and prestige of the Honors Program. 4.2 Design and implement student-faculty undergraduate collaborative research program. 4.3 Establish and enhance resources for research and scholarship in each graduate program, especially Library Science. 4.4 Establish structure and systems to result in attainment of prestigious scholarships (Fulbright/Truman, etc.). 4.5 Design and implement plan for internationalizing undergraduate and graduate curriculum. 4.6 Create a highly visible pre-professional advising program for students aspiring to post-baccalaureate and graduate study. 4.7 Implement Leadership Task Force recommendations. Strategic Direction 5.0 PARTNERSHIPS Key Accountability Committees (Committee on Trustees, Academic Affairs, Executive) Cabinet Leader Vice President for External Relations 5.1 Complete and implement BOT governance plan. 5.2 Develop plan and organizational structure for strategic advisory councils for schools/colleges, president and key institutional functions or planning priorities. 5.3 Establish and implement plan for the future of alumnae relations and alumnae/i engagement. 5.4 Strengthen partnerships with healthcare organizations, Jesuit universities, CSJs, corporations and organizations which align with curricular priorities. 5.5 Develop 3-4 business and curricular partnerships that enhance the strategic priorities of the University. 5.6 Strategically position faculty and staff on external boards and engage with targeted organizations. Section 7A-3

4 Strategic Direction VISIBILITY Key Accountability Committee (Communications, Marketing, and Recruitment) Cabinet Leader - Vice President for External Relations 6.1 Position St. Catherine University with an integrated branding and advertising plan that supports enrollment vision and goals. 6.2 Build national reputation and visibility of the University and its targeted academic programs, student leadership development and competence in serving diverse students. 6.3 Benchmark key visibility drivers of St. Catherine University against comparable variables in Catholic institutions listed in Top 10 Master's 1 universities in all four US regions; establish goals and metrics for 2020 horizon; develop improvement plans and assess incremental progress. Strategic Direction 7.0 ENROLLMENT Key Accountability Committees (Executive, Communications Marketing and Recruitment) Cabinet Leader - Vice President for Enrollment Management and Student Affairs 7.1 Establish and attain enrollment and net tuition revenue goals as outlined in the 2020 VISION Strategic Plan Enrollment Forecast. College for Women Day program Weekend program 2,900 students 2,050 students 850 students College for Applied and Continuing Learning Associate 945 students Graduate College 1,788 students 7.2 Reorganize admission and enrollment management functions to align with strategic plan for the Graduate College. 7.3 Invest in effective admission strategies, build responsive organizational enrollment management structures, expand retention infrastructure, and leverage the student information system. 7.4 Offer a competitive and financially responsible financial aid program. 7.5 Develop and implement a plan for enrollment management which is datadriven and responsive to market opportunities. Integrate with academic affairs strategic planning at the program-of-study, school and college level. Section 7A-4

5 Strategic Direction 8.0 RESOURCES Key Accountability Committees (Council on Resources and Subcommittees; Development) Cabinet Leader - Vice President for Finance and Administration Cabinet Leader - Vice President for External Relations Facilities 8.11 Implement the Master Space Plan, recalibrated and realigned with the 2020 Vision Strategic Plan; consider changes in program delivery and student mix Maintain prioritized list of deferred maintenance needs, develop a plan to sustain funding, and monitor progress. 8.2 Technology 8.21 Integrate IT Strategic Plan with Academic and Administrative Technology initiatives. 8.3 Financial Develop policies/plan to achieve BOT goals for reserves, compliance, covenants in order to meet debt covenants, achieve balanced budgets and make progress on strategic priorities, especially regarding compensation Conduct viability study for O Shaughnessy and determine future. 8.4 Human Resources 8.41 Establish sustainable compensation plans that support changing skill set needs and increase and/or maintain market competitiveness Strategically align human resources to address strategic plan priorities and increase employee flexibility, i.e., cross-training 8.5 Development 8.51 Prepare and establish timeline for the next fund-raising campaign Continue "mini-campaign" strategy for fund-raising through period of economic downturn/ instability Establish new funding for financial aid Secure funding for key academic and co-curricular programs. Measures by which accomplishment of the action priorities for follow. Metrics are keyed to the aforementioned Action Priorities. Section 7A-5