Strategic Plan 2015-2019
Revised 6-23-2015
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 nontraditional students
• Increase retention efforts
• Increase financial aid in strategically targeted areas
• Implement strategies to improve yield
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
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
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
D. Campus
C. Programs
B. Faculty & Staff
A. Student Success
Our Objectives
1
E. Financial
a. Arts and Sciences1
b. College of Pharmacy2
Achieve graduate rates
2a Achieve retention rates in Arts & Sciences (Yr-1 = 2013 cohort)
2b Increase % of Chemistry Pre-Pharmacy majors who are admitted to the College of Pharmacy
Year 1
Year 2
Year 5
42%
82%
71%
20%
45%
85%
73%
21%
55%
90%
80%
25%
3a
Achieve number of Arts & Science graduates attending graduate/professional school within 2
years, as measured by NSCH
50%
52%
60%
3b
Achieve number of Pharmacy graduates with employment in profession, as measured by those
passing NAPLEX exam
75%
80%
90%
4
Achieve overall student satisfaction as measured by I/E survey
70%
71%
72%
73%
80%
80%
a. Arts and Sciences
b. College of Pharmacy
1
Achieve average number of primary scholarly outcomes as define in faculty handbook
NA
TBD
TBD
2
Achieve % of faculty scoring below TBD overall rating on student ratings who improve the
following year
NA
25%
50%
3
Achieve % of faculty and staff self-reporting participation in at least 1 university activity per
year3
NA
Base
50%
4
Achieve % of staff self-reporting participating in at least one developmental activity (e.g.,
workshop, conference) annually.
NA
Base
20%
2
4
10
84%
85%
85%
83%
84%
85%
93
100
120
1
Increase number of new undergraduate, graduate, certificate, and online programs added over
base year
2
Achieve % of students satisfied with academic environment4
a. Arts and Sciences
3
b. College of Pharmacy
Increase the number of students participating in internships, study abroad, and other
partnerships5
1
Reduce level of deferred maintenance as measured by reduction - base (31.5M)
29.5M
90% base
85% base
2
Address items from a prioritized list of important and emerging technologies
1 item
2 items
3 items
3
Achieve scheduled replacement of furniture, fixtures and equipment as measured by master
list of present value (PV) funds set aside
78.7M
Fund Yr-1
PV Lvl
Fund Yr-5
PV Lvl
a. Student
Base
Base+2%
Base+10%
4
Achieve overall satisfaction with campus facilities/physical
environment6
b. Staff
Base
Base+2%
Base+10%
c. Faculty
Base
Base+2%
Base+10%
$300K
$600K
$1,500K
5%
5%
5%
$49.4M
$50.9
$55.6M
3.0
3.5
4.5
1
F. Reputation
(Specific, measurable targets that define accomplishment of the goal)
Achieve net resources (cumulative over the five years)
2
Achieve contributions to endowment by 5%
3
Limit controllable costs to 3% annually from base $48 million
4
Achieve the composite financial index to 4.5 from 3.0
5
Achieve enrollment flow of 2953 by 2019 (aggregate headcount – fall)
2861
2879
2953
6
Achieve number of new students in targeted diversity categories (aggreg. Appls)
2810
3434
4050
7
Increase net tuition revenue (all areas)
$48.170M
$50.346M
$58.713M
#1-Biol
#7-Phy Sci
Top 10
Top 10
1
Maintain top ten
ranking for AA
students
b. Entering and completing medical schools
Top 10
Top 10
c. Achieving PhDs in life sciences
Top 10
Top 10
6
1 place
2 places
annually7
a. Earning UG degrees in biology, chemistry and physical sciences
2
Improve US News ranking among HBCUs
3
Increase press and national recognition as measured by the number of positive
articles/mentions of Xavier in the news
3072
3150
3300
4
Maintain or improve ranking among HBCUs based on sponsored research expenditure
#25
#20
#10
5
Increase annual sponsored research dollars received
$22.0M
$24.0M
$30.0M
Our Critical Success Factors
Our Strategies (for spacing purposes, some strategies have been abbreviated here)
(Key conditions that must be created for success)
CSFs







High retention
High % of student who are academically
prepared
Quality advising
Quality teaching
Quality student support
Service leveraging (integration)
Effective mentoring
CSFs







Adequate support for faculty engagement
in scholarly pursuits
Adequate training, coaching and support
for how to teach effectively
Adequate rewards that show 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





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
(Activities required to achieve an objective, control a CSF, or overcome a barrier)
A1
A2
A3
A4
A5
A6
B1
B2
B3
B4
B5
B6
B7
C1
C2
C3
C4
C5
C6
D1
D2
D3
D4
D5
CSFs
E1
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
E2
E3
E4
E5
E6
E7
E8
CSFs







Continued recruitment and graduation of
high-performing 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
F1
F2
F3
F4
F5
F6
Establish and communicate a comprehensive financial literacy program for Xavier students to aid in financial
management, financial aid and resource allocation.
Revise the student advisement process for all students to ensure that it has an effective mentoring component.
Establish a comprehensive student support program that promotes academic excellence and quality of life.
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.
Expand internships and related experiences to provide opportunities for experiences in post-graduate careers.
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 to provide regular input into university decisions that impact their performance.
Provide adequate resources (financial and other) to advance the scholarly activities of faculty.
Continue the implementation of an institutional professional development program for staff that will enhance
performance in communication, planning, organization and problem solving.
Develop an assessment of student satisfaction and set baseline to support objective 2.
Develop through the Research Committee a university-wide electronic assessment of scholarship and set baseline to
support objective 1.
Examine the staff and faculty compensation and evaluation process to reflect a more merit-based system, and more
transparent with clarity.
Establish relationship with corporations and companies where our alumni are employed to provide co-curricular
experiences
Establish a Xavier center for continuing studies and distance education to attract adult population; develop and
implement enrollment strategies to expand target student population (e.g., non AA; adults) to increase enrollment
Utilize incentives to faculty who are developing creative programming.
Include questions on “program effectiveness and relevance” in the current 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.
Review all academic programs to determine to ensure their viability and linkage to the mission of the university–
BOARD PRIORITY
Develop a comprehensive plan for an annual review of current and emerging technologies through assessment and
strategic partnerships with vendors.
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 (Action plan: include input
from faculty, staff and students; consider beginning with dormitories).
Utilize the existing processes for faculty and student voice and input to address site and campus facilities
Develop a “master” calendar for coordination of all university activities that will increase awareness and participation
by faculty, staff, students and the community.
Develop and implement enrollment strategies to expand our target student population (e.g., non-AA; adults) in
order to increase enrollment.
Align faculty and staff size and programs with standard enrollment to achieve sustainable bottom line.
Develop and implement a revised enrollment strategy to achieve enrollment targets that meet operational
requirements and includes: accountability targets for admission counselors and depts.; revised roles from
collaborative discussions with departments, alumni and others; reserve allocations; strategies to drive targets.
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 Convocation
Center, Animal Care and Use Facility, residential properties
Target very wealthy donors and foundations in order to increase major gifts.
Develop, implement, and enforce realistic objective criteria for “contracts” with students to pay balances including
no carry over from year to year
Develop program to engage more undergraduate and professional students in research to increase the number going
to graduate and professional school
Implement a strategic communication plan for outreach locally, nationally, and regionally (Action plan: Hold
stakeholder focus groups to help define our key messages. Identify and retain a marketing firm to develop)
Identify and retain a marketing firm to develop and implement a strategic communication plan for outreach locally,
nationally, and regionally.
Implement Xavier awards program for high schools to recognize achievement and to market our value.
Develop and implement an institutional proposal response strategy each year to focus the efforts of faculty and staff
directly on university needs and priorities for external funding.
Target proposal development efforts on MSI designated federal funds.
Our Priority Strategies
Deliverables
Name
A1*
Establish and communicate a comprehensive financial literacy program for Xavier
students to aid in financial management, financial aid and resource allocation.
Program design; Implementation and
communications plan; Plan executed
A2*
Revise the current student advisement process for all students to ensure that it has an
effective mentoring component.
Revised program ; Implementation and
communications plan; Plan executed
Examine the staff and faculty compensation and evaluation process to reflect a more
merit-based system, and more transparent with clarity.
Establish a Xavier center for continuing studies and distance education to attract
adult population; develop and implement enrollment strategies to expand our target
student population (e.g., non-AA, adults) in order to increase enrollment
Revised program; Implementation and
communications plan; Plan executed
Center design and approval;
Implementation and communications plan;
Plan executed
Review all academic programs to determine to ensure their viability and linkage to
the mission of the university– BOARD PRIORITY
Review designed; Review executed; Results
presented and approved by Board
Develop a comprehensive plan for an annual review of current and emerging
technologies through assessment and strategic partnerships with vendors (include
non-academic areas).
Develop a “master” calendar for coordination of all university activities that will
increase awareness and participation by faculty, staff, students and the community.
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.
Diversify non-tuition revenue streams in order to increase net resources (e.g. increase
rentals from convocation center, Animal Care and Use Facility, residential
properties).
Implement a strategic communication plan for outreach locally, nationally, and
regionally (Action plan: Hold stakeholder focus groups to help define our key
messages. Identify and retain a marketing firm to develop)
Comprehensive plan and review process
designed; First review executed; Results
presented and approved
Calendar design; Implementation and
communications plan; Plan executed
B7*
C2*
C6*
DI*
D5*
E3*
E6*
F2*
When
Ralph
Anil,
Marguerite
Nedra
Marguerite,
Anil
Sister
Monica,
Deidre
Tony
Marion,
Deidre
Strategies identified and budgets approved;
Strategies executed; Results reported
Winston
Diversification plan developed and
approved; Implementation and
communications plan; Plan executed
Deb, Ralph
Plan developed; Plan executed
(Delayed
until dept
head hired)
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.
Footnotes
1.
2.
3.
Graduate Rates Arts and Sciences 2008 Cohort + 6 years; year-5
will be the 2011 cohort; the 2014 cohort graduates in 2020-21
College of Pharmacy 2010 P-1 Cohort + 4 yrs; year-5 will be the
2013 cohort; 2014 cohort graduates in 2018-19
University activities include University sponsored events,
civic engagement and decision-making/ governance.
4.
5.
6.
7.
As measured by IE survey
As measured by using the senior survey, NSSE,
and Career Advancement Center for data
As measured by “capture” survey
Specifically EXCLUDES increases or decreases to
the investment portfolio
Our Strategy Partner
www.leadstrat.com