XAVIER UNIVERSITY STRATEGIC PLAN

 

As good stewards of our university mission, we establish the following strategic goals for FY19-FY21.

 

Goal 1. To embody the gifts of our Ignatian heritage and the Universal Apostolic Preferences of the Society of Jesus (2019-2029) amidst a robust educational experience in a nurturing, safe, well-maintained, and beautiful campus environment.

 

Goal 1 will be achieved through the following actions.

  • By upholding the University’s Jesuit mission and identity.
  • By ensuring that our Jesuit culture is fully integrated into the academic experience and student learning outcomes.
  • By executing our individual and institutional goals to create a more diverse, inclusive, supportive, and socially just campus climate that enhances the surrounding community.
  • By capitalizing on and leveraging our visibility in mission driven intercollegiate athletics.
  • By strengthening Xavier’s brand through collaborative efforts across all divisions.
  • By developing a pervasive culture of safety, security, and compliance.
  • By providing and maintaining facilities, building, and grounds that support the academic, spiritual, and recreational needs of our Xavier University community.

 

 

Goal 2. To develop and maintain dynamic undergraduate academic programs that are built upon our Jesuit core curriculum and led by committed faculty and staff. These programs will be high quality, distinctive, compelling, and provide a pathway for students to obtain internships, graduate and professional school entrance, and meaningful jobs.

 

Goal 2 will be achieved through the following actions.

  • By becoming a regional center of healthcare expertise through excellence in Population Health, Nursing, and related health fields while supporting our current academic centers of excellence and expanding our affinity partnerships, especially in the health care space of the HUB and University Station.
  • By creating new academic programs in data science, cyber security, and medical sciences to be responsive to regional and national needs.
  • By assessing Academic Program Health (APH) for all of our academic programs on an annual basis to increase the quality of our Core and Departmental academic programs.
  • By implementing the Immersive Learning Experience and developing the Vocation/Discernment Experience completing the major components of the four-year student Road through Xavier.

 

Goal 3. By being responsive to regional and national needs, in light of our strong Jesuit principles and committed faculty and staff, develop and grow dynamic graduate programs. These programs will be high quality, distinctive, compelling, and provide a pathway for students to obtain meaningful jobs.

 

Goal 3 will be achieved through the following actions.

  • By growing the number of online graduate programs by at least one per year.
  • By increasing the number of online graduate credit hours by 10% each year.
  • By growing the graduate credit hours by 5% each year in the Williams College of Business and the College of Professional Sciences and supporting the graduate credit hours in the College of Arts and Sciences.
  • By investing in technology and online instructional opportunities to support the growing online graduate course offerings.
  • By improving the use of Ignatian pedagogy in all graduate course offerings, especially in the online space.

 

 

Goal 4. To ensure the financial and operational future of Xavier University.

 

Goal 4 will be achieved through the following actions.

  • By reaching our  For OthersCampaign goal of $250MM that will grow our Annual Fund, meet our current Capital needs, and enhance our Endowment.
  • By strategically growing the undergraduate student population to 5000 undergraduates with an emphasis on increasing the diversity of our student body to assure the best educational outcomes for all students.
  • By decreasing the discount rate to at least 49%, and increasing first-year retention to at least 90%.
  • By careful resource stewardship via the Management Accounting System, Academic Program Health, and improved business practices.
  • By developing a GAP formatted Long-Range Financial Model to support our credit ratings and Strategic Plan development.
  • By launching new targeted revenue generators (e.g. expanded ABSN locations, online graduate programs, APEX, a new MSW degree in partnership with SLU, new partnerships with Orbis, etc.).
  • By supporting the strategic workforce needs of the University through the recruitment, development, and retention of diverse, talented, highly-qualified, and appropriately compensated faculty and staff.
  • By supporting faculty as they develop new programs and curricula.
  • By addressing the deferred maintenance needs of the University.
  • By continuing to drive ERM perspectives and activities into the operations and governance of the University.

 

Xavier Values

We commit to fulfilling these goals in a climate that is diverse, inclusive, accessible, collaborative, and that meets the intellectual, social, and emotional needs of our students, staff, and faculty, and speaks to our Jesuit Mission and Values.

This Strategic Plan is designed to provide measureable goals for all major units across the University. The Provost and CBO will share the lead for developing and annually assessing the Strategic Plan.