Strategic Plan 2014‐2019
OUR MISSION (What we do, for whom we do it, and the benefit)
Xavier University of Louisiana, founded by Saint Katharine Drexel and the Sisters of the Blessed Sacrament, is Catholic and historically Black. The ultimate purpose of the University is to contribute to the promotion of a more just and humane society by preparing its students to assume roles of leadership and service in a global society. This preparation takes place in a diverse learning and teaching environment that incorporates all relevant educational means, including research and community service.
OUR GOALS (Broad aims that define accomplishment of the mission)
A. Student Success
Maximize graduation and post‐graduate success and overall student satisfaction.
B. Faculty and Staff
Maximize the development and engagement of faculty and staff.
C. Programs
Provide mission‐driven programs that respond to changing needs of students, the workforce, and society
D. Campus
Strengthen the infrastructure to support a comprehensive range of campus and community activities.
E. Financial Stability
Maximize the financial stability of the university.
F. Reputation and Community
Be recognized globally for our mission effectiveness, educational excellence, and community engagement.
OUR POSITIONING (Specific areas of focus to achieve success over the time horizon – How we will win!)
Enrollment: We believe there will be continued declines in our traditional pool of prospects. Therefore we must:
• Expand our recruiting efforts to other student pools and major cities
• Intensify our marketing to our traditional pools
• Integrate academic programs that attract non‐
traditional students
• Increase retention efforts
• Increase financial aid in strategically targeted areas
• Implement strategies to improve yield
Brand Awareness: We believe Xavier is not as well known nationally as it deserves. Therefore we must: • Enhance the marketing of our brand
• Enhance our overall marketing efforts
• Revisit our brand to ensure that it is current and relevant
Student Outcomes: We believe there is increased pressure from the government and general public for improved graduation rates and demonstrable post graduate success. Therefore we must: • Improve collection and analysis of data
• Improve our models of student risk for both colleges
• Monitor and continuously improve our academic support programs and activities
• Increase internships, research opportunities, and global experience for all students that will enhance their career and continuing education opportunities upon graduation
Financial: We believe there are reduced opportunities from federal and other financial sources. Therefore we must: • Diversify our revenue sources
• Increase our cost effectiveness
• Evaluate and advertise our current business model Our Objectives
C. Programs
B. Faculty & Staff
A. Student Success
1
2
3
D. Campus
E. Financial
Base
1st Year
5th Year
Arts and Sciences (% of total first degrees by year 6) Base = FR‐07
45%
48%
55%
College of Pharmacy (% of total RxD by year 4) Base = COP‐07
Increase % of students to professional /Graduate Schools or working in a profession related to their academic degree
Arts and Sciences
College of Pharmacy
72%
75%
85%
50%
65%
52%
67%
60%
70%
81%
59%
83%
62%
85%
75%
1%
5%
1%
5%
1%
5%
1%
3%
0
2
10
4.06
4.10
4.25
Baseline May‐2015
+5%
+20%
Base aggregate
95% of base
85% of base
Listing
1 item
3 items
Increase graduation rates
Increase overall student satisfaction
Arts and Sciences (senior survey)
College of Pharmacy (graduating student survey)
1
2
3
4
1
2
3
1
F. Reputation
(Specific, measurable targets that define accomplishment of the goal)
2
Increase scholarly productivity of faculty as measured by faculty update sheets
4.1
Increase teaching effectiveness rating of faculty as measured by overall rating on 4.31/4.0
student and chair/head evaluation scores
Increase engagement by faculty and staff as measured by self‐reported participation in University activities, civic engagement and decision‐
Base
making/governance
Increase effectiveness in communication, planning/organizing and problem solving of staff through participation in workshops, conferences and 2 development Define Base
opportunities./semester (Measured by Human Resource and Unit Assessment Instruments)
Increase number of new undergraduate, graduate, certificate, and online programs added over base year.
Increase mean overall student satisfaction with academic departments on Inst. Effectiveness survey
Increase the number of students participating in internships, study abroad, and other partnerships using the senior survey, NSSE, and Career Advancement for data
Reduce the level of deferred maintenance as measured by reduction in net total from base year of deferred maintenance
Maintain an updated listing of most important technologies impacting student learning, research and collaboration, addressing items from the listing
3
Achieve scheduled replacement of furniture, fixtures and equipment as measured by master list of present value (PV) funds set aside
4
Increase overall student, staff and faculty satisfaction with the campus facilities and physical environment by “capture” survey
1
Increase net resources (cumulative over the five years)
2
3
4
Increase the composite financial index to 4.50 from 3.0 1
Maintain #1 ranking in three areas: (a) graduating AA students earning UG degrees in Biology, Chemistry and physical sciences; (b) AA entering and completing medical schools; (c) AA Students achieving PhDs in life sciences
Improve ranking among liberal arts colleges in southern region
2
3
4
Define PV
Fund Yr‐1 Fund Yr‐
PV Lvl
5 PV Lvl
Base
2%
10%
Increase endowment by 5% annually from $166 million base
$400K
5%
$300K
5%
$1,500K
5%
Limit controllable costs to 3% annually from base $48 million
$48M
$49.4
$51M
2.9
3.0
4.5
1
1
1
161
1 place
5 places
2662
2900
3300
Increase press and national recognition as measured by the number of positive articles/mentions of Xavier in the news Maintain or improve ranking among HBCUs in HHS (#6) and NSF (#12) in dollars funded
NA – Not available TBD – To be determined
#6 and #12 #6 & #12 #6 & #12 rank
or better or better
Priority Strategy
Our Critical Success Factors
Our Strategies
(Key conditions that must be created for success)
(Activities required to achieve an objective, control a CSF, or overcome a barrier.)
CSFs
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High retention
High % of student who are academically prepared
Quality advising
Quality teaching
Quality student support
Service leveraging (integration)
Effective mentoring
CSFs
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
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
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Adequate support for faculty engagement in scholarly pursuits
Adequate training, coaching and support for how to teach effectively
Adequate rewards that shows value for technology
Strong desire to help students learn
A maturation environment that makes them want to get involved Quality training programs for staff
Engagement in decision making process
CSFs



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
Adequate awareness and response to marketplace and demand for specific student programs/offerings
Appetite for creative programming
Flexibility in delivering of programs
Adequate resources for engagement of faculty in process
Strategic pursuit of potential partners
CSFs




Adequate finances and HR to reduce deferred maintenance and replacement Staff expertise in emerging technologies
Awareness of and response to areas of dissatisfaction
Adequate capital resources for renovation and upgrades
CSFs
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


Sustainable enrollment
High level of grants and other external resources
Effective use of endowment
Cost effectiveness processes, operational efficiency
Effectiveness investment of our human capital
Perceived value for educational product
CSFs
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


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Continued recruitment and graduation of high preferring students
High volume of AA students recruited and graduated
Active student involvement in research
High quality faculty
Heighten awareness by media of our achievement and value
High volume of scholarly activity by faculty and staff
Strategic pursuit of partners
A1
A2
Establish and communicate a financial literacy program for Xavier Students to aid in financial management, financial aid and resource allocation.
Revise the current student advisement program to ensure that it has an effective mentoring component.
A3
Establish a comprehensive student support program that promotes academic excellence and quality of life.
A4
Create a comprehensive database of students and graduates (alumni) using emerging technologies (e.g. social media) and various data sources to evaluate value of a Xavier Education and implement learnings.
Expand existing early identification programs with graduate and professional schools to increase the number of students going to graduate and professional schools.
Establish service oriented internship and related experiences to provide opportunities for experience in post‐
graduate service.
A5
A6
B1
B2
B3
B4
B5
Provide support to faculty and staff to effectively execute appropriate campus events that align with the mission and goals of the university.
Develop a mechanism for staff members to provide regular input into university decisions that impact their performance (including satisfaction with facilities).
Implement a staff incentive program to recognize performance achievements of staff.
Develop a “master” calendar for coordination of all university activities that will increase awareness and participation by faculty, staff, students and community.
Provide adequate resources (financial and other) to advance the scholarly activities of faculty.
B6
Implement an institutional professional development program for staff that will enhance performance in communication, planning, organization and problem solving.
C1
C2
Establish relationship with corporations and companies where our alumni are employed to provide co –
curricular experiences. Establish an Xavier Center for continuing studies and distance education to attract adult population.
C3
Utilize merit based raises to incentivize those who are developing creative programming.
C4
C5
Include questions concerning “program effectiveness and relevance” in current and academic program review process.
Establish new programs based on surveys of student satisfaction with current academic programs and desires for new programs; work with employers to determine current workforce needs of marketplace in all areas including certificate programs.
D1
Develop and implement a plan to assess technology and recommend utilization appropriate for university.
D2
D3
Establish partnerships with recreational and entertainment venues to offer access to facilities not available on campus.
Establish a prioritized scheduled replacement for furniture, fixtures and equipment.
D4
Establish relationships with vendors to attain expertise and stay abreast of emerging technology.
D5
Utilize the existing processes for faculty and student voice and input to address site and campus facilities.
E1
Expand our target student population in order to increase enrollment (e.g., non AA, adults). E2
Align faculty and staff size of programs with standard enrollment to achieve sustainable bottom line.
E3
E7
Develop and implement a revised enrollment strategy to achieve enrollment targets that meet operational requirements and includes: accountability targets for admission counselors and departments; revised roles from collaborative discussions with departments, alumni and others; reserve allocations; strategies to drive targets; low financial risk families.
Implement finance capital resource strategy to increase capital resources for renovations, upgrades and deferred maintenance.
Target endowment resources to high priority areas in order to achieve best value (i.e., ROI and scholarships).
Diversify non‐tuition revenue streams in order to increase net resources (e.g. increase rentals from convocations center).
Target very wealthy donors and foundations in order to increase major gifts.
F1
Develop a summer research program for highly motivated high school students to increase enrollment.
F2
Develop program to engage more undergraduate and professional students in research to increase the number going to graduate and professional school.
Implement a process to bring key stakeholders together to work with a marketing specialist to develop a brand.
E4
E5
E6
F3
F4
F5
Identify and retain a marketing firm to develop and implement a strategic communication plan for outreach locally, nationally and globally.
Implement a Xavier awards for high schools to recognize achievement and to market our value.
Our Priorities
(What we will start first)
Priority Strategy
Deliverables
Name
A2. Revise the current student advisement program to
ensure that it has an effective mentoring component
• Revised advisement program with targets
• Results from the implementation (against the targets)
Anil,
Vaneshette
A4. Create a comprehensive database of students and
graduates (alumni) using emerging technologies (e.g. social
media) and various data sources to evaluate value of a
Xavier Education and implement learnings
• Database
• Procedures and resources to manage and maintain the
database
• Evaluation plan and report of value of Xavier education
(including strengths and weaknesses)
• List of learnings (and how they were implemented)
Ron, Daniel
B3. Implement a staff incentive program to provide
performance achievements of staff
• Incentive program implemented with targets identified
• Results from the implementation (against the targets)
Ralph, Joseph
B6. Implement an institutional professional development
program for staff that will enhance performance in
communication, planning, organization and problem solving
• Institutional professional development program with
targets
• Results from the implementation (against the targets)
Nedra
C2. Establish an Xavier Center for continuing studies and
distance education (to attract adult population)
• Center implemented, targets, staffed, policy,
procedures, resources, budget
• Results from the implementation (against the targets)
Anil
D3. Establish a prioritized scheduled replacement for
furniture, fixtures and equipment
• Schedule
• Identified resource streams to support schedule
Marion
E3. Develop and implement a revised enrollment strategy to
achieve enrollment targets that meet operational
requirements and includes; accountability targets for
admission counselors and departments: revised roles from
collaborative discussions with departments, alumni and
others; reserve allocations; strategies to drive targets; low
financial risk families.
• Enrollment strategy (with desired targets)
• Results from the implementation (against the targets)
Winston
E6. Diversify non-tuition revenue streams in order to
increase net resources (e.g. increase rentals from
convocations center)
• Plan for increasing non-tuition revenue streams with
targets
• Results from the implementation (against the targets)
Ed, Ralph
F1. Develop a summary research program for highly
motivated high school students to increase enrollment
• Summer research program implemented with targets,
staffed, policy, procedures, resources, budget
• Results from the implementation (against the targets)
Loren, Gary
Donaldson
F4. Identify and retain a marketing firm to develop and
implement a strategic communication plan for outreach
locally, nationally and globally
• Branding plan (includes defining what we want the
brand to be, desired targets)
• Results from the implementation (against the targets)
Kenneth
F5. Implement a Xavier awards for high schools to recognize
achievement and to market our value
• Xavier awards program with targets
• Results from the implementation (against the targets)
Ron, Lasana
When
Our Monitoring Plan
Monthly
Are we doing what we said we were going to do?
Strategy leaders will update status of action plans to ensure we are doing what we
said we were going to do. The plan coordinator will distribute a report of performance
to all members of the planning team.
Quarterly
Are we getting the results we want to get?
The planning team will meet to review status of strategies and progress on
objectives. The planning team will decide which current strategies to stop or continue
and what new strategies to start. The planning team will adjust objectives as
warranted based on issues and priorities.
Annually
What adjustments do we need to make to our targets and our priorities?
The planning team will meet for a one-day retreat to review progress for the year,
identify new barriers and critical success factors, change objectives and re-establish
priorities and action plans.
Our Strategy Partner
www.leFdstrat.com