Xavier University's Strategic Plan In Historical Perspective
June 29, 2010
Spring 2001
- President Graham's Listening Sessions - "began the next phase of strategic planning".
- Recommended renovation of Alter Hall and McDonald Library, more interdisciplinary work and service learning, substantial progress in technology, and salary enhancement.
Fall 2001
President Graham wrote to the University community: "I ask all of us to reflect on. . . how do we create a learning community that is at once challenging and diverse; open and engaged; that values scholarship, service and teaching; and that sustains the ethos of care for which we have been traditionally recognized."- President Graham established the Ad Hoc Committee on Academic Vision to construct a vision of the academic future of the University.
- Approved by the faculty, president, and trustees in the spring of 2002, the Academic Vision called for a more collaborative, learning engagement within the University and more engagement in the community.
Spring 2002
- Established a Planning Steering Committee that, in turn, established numerous task forces.
- Guided by the University's Mission and Academic Vision, it identified and highlighted the pillars of Xavier's Strategic Plan.
Summer 2003
- Established the Academic Planning Task Force. Recommended a center for teaching and learning to promote innovative teaching methods, interdisciplinary teaching, a center for civic education and community engagement, more diversity among students and faculty, better coordination of study abroad programs, more undergraduate student research and mentoring, and faculty development. December, 2003 -- Established the Steering Committee, which formed planning teams.
- Oversaw planning that led to plans for the Hoff Academic Quadrangle, namely renovation of Alter Hall and Library, and construction of a Learning Commons and building adjacent to Hailstones Hall. In the spring of 2005 the latter was changed to the construction of a new Williams College of Business.
STRATEGIC PLAN
(Guided by Mission and Academic Vision)
I. Pillar One - Recruit, Retain, and Develop Students to Achieve Our Outcomes
2000-2010: Undergraduate first-year student applications increased from 3,370 to 9,282 (as of
6/23/2010) an increase of 5,912 or 175%.
2009-2010: Undergraduate first-year student applications increased from 7,158 to 9,282 (as of
6/23/2010) an increase of 2,124 or 30%.
2001-2009: Total University enrollment increased from 6,523 to 6,966 or 6.7%.
2008-2009: Enrolled 1,174 first-year students, which was the largest first-year class in Xavier
History.
Spring 2006: Launched the Road to Xavier accepted student website.
Fall 2007: Established a new division for student enrollment to oversee admission, financial
aid, and non-traditional and summer session programs.
Summer 2010: Hired an Executive Director for International Education, one responsibility of
which is to work with the division for student enrollment to increase the number of international
students at Xavier.
II. Pillar Two - Foster Integrated Learning and Academic Programs of Distinction
Fall 2001: Created the new Division of Information Resources to improve service as well as applications of technology for teaching and learning. Established summer Information Fluency Institute for faculty development.
2003-2005: Replaced administrative information systems with the SCT Banner System. Established more instruction computer labs, interactive classrooms, new web sites for departments, implemented a language lab, and laid the foundation for a wireless campus, completed in 2006.
Spring 2007: Began implementing a new technology infrastructure (Microsoft Active Directory/Exchange). Laying the foundation for a collaborative computing environment.
2001-2004: Filled 26 new tenure track lines.
Spring 2003: Established a third honors interdisciplinary program, Philosophy, Politics, and the Public. Created a new interdisciplinary minor, Catholicism and Culture.
Fall 2003: Established the Master's in Occupational Therapy Program.
Spring 2004: The faculty, president, and trustees approved the Protocol for Campus Public Speakers and Events.
June 2004: Created the Provost Administrative Structure, conjoining four divisions: Academic Affairs, Information Resources, Student Development, and Mission and Ministry (becoming Mission and Identity). Increasing interaction across the divisions, highlighting Xavier's commitment to foster an integrated learning community.
Summer 2007: The Division of Student Development became Student Life and Leadership. It incorporates Campus Ministry, Peace and Justice Programs, and the newly-created Women's Center to help enrich integrated learning and community engagement.
December 2004: Established the Academic Reorganization Committee that led to a reconfiguration of the College of Social Sciences, which became the College of Social Sciences, Health, and Education in June 2007.
December 2005: Established the Committee on Career Services that led to a reinvigoration of Career Services and its relocation to Academic Affairs in 2006.
Summer 2006: Established a Multicultural Fluency Institute for faculty development.
2006-2007: Restructured the Information Resources Division to strengthen research and planning capabilities and to make it more compatible with the integrated learning goals of the Provost model. Established the Ernest E. Just Society for science and nursing students.
Spring 2006: The Williams College of Business launched the Distinguished Speaker Series.
Fall 2006: Established the Mettiman laboratory in the Nursing Department.
Spring 2007: Established a discernment group to help lay the foundation for the Mission and Identity Division.
Fall 2007: Implemented a STARS (Student Achievement in Research and Scholarship) grant to support faculty-guided research for students of color. Established a prototype Center for Teaching Excellence, preliminary for the Center for Teaching, Learning, and Research in the Hoff Academic Quadrangle. As part of academic reorganization, began crystallizing efforts to integrate services provided by Academic Advising, TRIO, Learning Assistance Center, Office of Success and Retention, and Career Services Center in order to improve academic preparedness, success, retention, graduation, and pursuit of career. As part of academic reorganization, initiated efforts to coordinate and enhance international education and study abroad programs. The Career Services Center laid the groundwork for mentoring and (summer) internship programs in the College of Arts and Sciences and the College of Social Sciences, Health, and Education.
Spring 2008: Laid the foundation for the establishment of the Institute for Politics and Public Life. Established the Graduate School of Business in the Williams College of Business. Established common reading for all colleges in which faculty will facilitate discussion with first year student groups during Manresa.
2009-2010: Planning began to establish Faculty Fellows, a competitive program to support faculty
members undertaking teaching-related projects that will substantially impact the curriculum
and/or learning environment. In Fall 2009, the first Conway Fellow for Ignatian Pedagogy was
selected, and in Spring 2010 the first Eigel Fellow for Community Engaged Learning and the
Sustainability Fellow were chosen.
Spring 2010: An ad hoc Center for Teaching Excellence (CTE) faculty advisory committee was
established and a faculty director and administrative director were appointed to plan
programming for, and oversee operation of, the new CTE.
Spring 2010: A pilot program was established to support the formation of five Faculty Learning
Communities (FLC) for the academic year 2010-2011. During this year the FLCs will address
laboratory instruction in the sciences, career issues of newly-tenured faculty, sustainability, the
effective use of technology in the classroom, and a topic to be determined. Facilitator training
was provided during the summer of 2010.
Spring 2010: Established Discernment Group II, comprised of all of the University's associate vice
presidents and associate deans, to offer recommendations on deepening the Jesuit, Catholic
identify of the University.
Summer 2010: Plans to reorganize, integrate and enhance academic services and support for
students moved forward with the appointment of an Executive Director for Student Academic
Support Services (SASS) who will oversee student success and retention, academic advising,
TRIO/SSS, and the Learning Assistance Center. Integration will be further enhanced by the
relocation of all SASS offices and staff to the 5th floor of the Conaton Learning Commons.
III. Pillar Three - Create a Community Engaged Learning Network
Summer 2002: Established Xavier's Community Building Collaborative.
Fall 2004: Received a Three-Year Community Outreach Partnering Center grant.
Summer 2007: Office for Community Engagement placed in the Provost administrative structure.
Fall 2002: Established the Philanthropy Program.
Fall 2003: Received Initiative for Catholic Schools grant to work with area Catholic schools.
Spring 2007: Established the Center for Catholic Education.
Fall 2005: Xavier became the home of Project SEARCH, a program designed for students with disabilities who are interns transitioning from high school to work.
January 2004: Established Corporate Connections in the Williams College of Business.
February 2004: Established the Executive Mentor Program in the Williams College of Business.
February 2006: Established the Network for Executive Education and Leadership (XNET).
March 2006: Established the Distinguished Speaker Series in the Williams College of Business.
Summer 2007: Began integrating and coordinating community engagement efforts by the Office of Student Life and Leadership and the Office for Community Engagement, among others, to create organized community engagement learning experiences for the students, faculty, and staff.
Fall 2007: Office for Community Engagement became part of Provost area.
Summer 2008: Established Office for Interfaith Community Engagement in the Division for Student Life and Leadership. The Career Services Center launched its Mentoring program.
Fall 2008: Established the James and Delrose Eigel Center for Community Engaged Learning.
Summer 2009: Announcement of the reorganization of Campus Ministry, Peace and Justice, and Interfaith Community Engagement into the Center of Justice, Faith, and Ministry.
Fall 2009: Hosted the national Gender-Based Violence Conference.
IV. Pillar Four - Develop the People of Xavier
2001-2007: Approximately 33 percent of faculty hired enhanced diversity.
Spring 2001: Established the Committee on the Status of Women.
Spring 2002: Established the Diversity Advisory Committee.
2003-2007: AFMIX (Assuring the Future Mission and Identity of Xavier) became the foundational program for the campus with over 100 people completing two years of mission and identity education.
Spring 2004: Created Xavier's Ensuring a Climate of Respect document.
Fall 2004: Xavier launched the Ignatian Mentoring Program for faculty. Collaboration between Faculty Compensation Committee and administration led to enhancement of faculty compensation goals to 80th percentile among IIA Master level institutions. Established Xavier's Advocacy Program.
Spring 2005: Appointed first Vice Provost for Diversity.
Summer 2005: Faculty began participating in the annual national Magis retreat.
Fall 2005: Launched the Loyola Mentoring Program for support staff.
Spring 2006: Six Xavier members (faculty and administrative staff) began participating in the annual Ignatian Pilgrimage in Spain and Rome.
Fall 2006: Established the Diversity Reading Circles for faculty and staff. Established Employee Development Program. The Division for Mission and Ministry offered the Administrators Discussion group.
Fall 2007: The Ignatian Spiritual Exercises are offered on campus to faculty and staff. Launched the Jesuit Resource, a national web-based site on Jesuit education.
2007-2009: Charged the 14-member Mission and Identity Discernment Group to envision the future of the division.
Fall 2008: Created the position of Director of Faculty Programs in the Center for Mission and Identity.
Fall 2009: Received Lilly Fellows Program in the Humanities and Arts Grant for faculty mission- focused program. Restructured the Division of Mission and Identity into the Center for Mission and Identity.
Spring 2007: Established the Support Staff Task Force. Launched harassment code training for members of the Xavier community. Established Women of Excellence Group. Board of Trustees established the Diversity and Inclusion Committee.
Summer 2007: Established the Women's Center.
Fall 2007: Launched the Leadership Academy for professional development of employees. Appointed new Associate Vice President for Human Resources. Began delivering New Employee Development Programs for campus community.
Spring 2008: Initiated the development of core competencies for the People of Xavier. Engaged the Xavier community (all divisions-15 sessions) in collectively strategizing about building core/organizational competencies using a Conversation Café approach. Gathered, revised and published the Xavier University Human Resource Policies & Procedures Manual. Designed and completed new Human Resource space. Established the Accessibility and Disability Resources Advisory Board in the Division of Student Life and Leadership.
Fall 2008: Developed and issued a Staff Handbook.
Spring 2009: Established Compensation Committee of the Board of Trustees. Launched a threeyear
Manager-Leader Program for supervisors consisting of courses based upon core Competency
model. Created an ongoing Brown Bag series designed to promote employee engagement and
culture change in support of work/life effectiveness.
Spring 2009: Created and opened the Interfaith Prayer Chapel.
Summer 2009: Established "Educating for Justice," a gift-supported opportunity for faculty to
integrate the promotion of social justice and service into the curriculum through direct student
contact with the marginalized.
Fall 2009: Integrated Strengths Based Leadership into Leadership Academy and piloting in
strategic ways. Revised existing staff professional development program and introduced
Developing Employees to their Highest Potential consisting of sessions based upon the core
competencies model.
Spring 2010: Created an e-seminar on Jesuit identity for Xavier's Board of Trustees and other
leaders in education.
Spring 2010: Developed an initiative in support of building a Strengths Based Campus with
emphasis on faculty, staff and students. Facilitated session with University leadership and
conducted a campus-wide awareness and commitment building session. Selected first set of
university employees to serve as strength coaches.
Summer 2010: Xavier hosted the Heartland Delta VI triennial conference.
Comprehensive Initiatives
Spring 2001: Established the Ad Hoc Group of 50. Promoted greater collaborative and shared governance.
Spring 2002: The faculty, president, and trustees approved the Principles of Shared Governance.
2004-2007: Launched To See Great Wonders campaign, Xavier's most ambitious and comprehensive financial campaign in its history. As of 2007, the University realized 75% of its financial goal of 200 million dollars. The Annual Fund program, with a membership of over 1,000 members, has more than doubled since 2001. Xavier acquired neighboring properties that cleared the way for the future development of the Hoff Academic Quadrangle and the Xavier Square. The Marketing and Public Relations offices developed and implemented a University brand platform, incorporating continuity and consistency of messaging.
January 2005: Enlarged Facilities Planning Committee to help develop the University's Campus Master Plan.
Spring 2005: Sale of WVXU-FM provided funding for future campus development.
2005-2009: Invested $6 million in the renovation of the Village Apartments, Commons Apartments and Brockman Hall.
2006-2007: Adopted University Strategic Diversity Plan, 2006 - 2010. Created an Emergency Management and Business Continuity Plan. Established the Emergency Response Team (ERT) and Procedures.
Spring 2007: Developed a Facilities Assessment Study. Produced an inventory of renewal and replacement needs. Established a Five-Year Strategic Planning Budget Task Force. Produced a Five-Year Financial Plan.
Fall 2007: Launched XU Alert Me Campus Notification System. Established the President's Cabinet.
2007-2008: Acquired property adjacent to campus for development consistent with Master Facilities Plan. First floor of McDonald Library remodeled as a prototype for the Learning Commons. Achieved conceptual development of Xavier Square.
Spring 2008: Xavier became a signatory to the American College & University Presidents' Climate Commitment. Formed a Sustainability Committee. Refinanced existing University debt to more strategic position.
Fall 2008: Groundbreaking for Phase 1A of Hoff Academic Quad (Learning Commons, Williams College of Business, Central Utility Plant). Established Structural Review Task Force. The University received its first public credit rating, issued as A category credit with a stable outlook by Moody's and Standard & Poor's.
2008-2009: Xavier successfully contracted with a new bond remarketer, favorably replacing interest rate swaps.
2009-2010: Enhanced on-line presence of Human Resources. Providing greater access to
information 24/7, it included the development of an on-line benefits open enrollment process as
well as the launch of a virtual hiring guide in partnership with the Office of Diversity to include
communication and resources for members of search committees. Moved to a Human Resources
Business Partner model to more proactively support divisional planning and workforce
development. Instituted a new market driven structural review process for staff positions.
Conducted a Dependent Eligibility Audit as a proactive approach to controlling health plan costs.
Spring 2009: A comprehensive departmental analysis was completed by the American College
Health Association that culminated with the restructuring of the McGrath Health and Counseling
Center. The Center was renamed the McGrath Health and Wellness Center, with a Director of
Health Services and a Director of Counseling Services.
Fall 2009: The University's self-study commences as part of the Higher Learning Commission's
accreditation process.
Fall 2009: Received first credit rating from Fitch, established at A category. Maintained ratings
with Moody's and S&P. Successfully completed Xavier's third municipal bond financing in 19
months.
Fall 2009: Established new XU Student Equity fund, a $1 million equity portfolio managed by
Xavier undergraduate students with guidance from finance faculty. Together with the existing $1
million bond portfolio managed by Xavier graduate students, these portfolios provide students
with genuine investment management experience.
Spring 2010: Laid the foundation for the establishment of the University Planning and
Resourcing Council, launched in the 2010-2011 academic year.
Spring 2010: Launched a broadly representational special purpose team to address safety issues.
The charge was twofold: to accurately and effectively communicate safety statistics and issues,
and to develop recommendations for safety improvements on campus and in the immediately
surrounding neighborhoods.
Spring 2010: Began construction of 535 bed, 800 seat residence hall and central dining complex
in the core of campus; scheduled opening is fall 2011.
Summer 2010: Opened Xavier's new utility plant.
Fall 2010: Opening of the James E. Hoff, S.J., Academic Quad (Stephen and Dolores Smith Hall
of the new Williams College of Business and the Conaton Learning Commons). In the Learning
Commons, the new Center for Teaching Excellence, located on the third floor, in close proximity
to the office of Grant Services, Information Resources staff, and the Connection Center, will
provide comprehensive programming and resources to support faculty. The fifth floor houses
The Center for Student Excellence, comprising International Education, Career Services, and
Student Academic Support Services, in addition to the Honors Seminar room. In close proximity,
the Writing Center, Modern Languages Lab, and Math Tutoring Lab are located on the fourth
floor.