President’s Proposed Strategic Priorities
Increase efficiency and effectiveness of academic & administrative governance (re-structure)
- Cabinet (Thinking Institutionally)/Council
- Strategic spending – Investment vs. need
- Collaboration and empowerment
- Reinforcing productive culture
- Inter-departmental Communications
- Assessment and annual review of staff positions – (JDs)
- Faculty and staff professional development
- Internal/external branding
Plan for Financial Stability
- Satellite campuses – Community Colleges
- International Students -CHSU/TUG admissions
- Online Students – DC, Grad/Seminary, Professional Development
- Academic Plans – new programs, new delivery
- Campus beautification
Student Retention Strategies – TUG, DC, Grad, Online
- Student Affairs
- Spiritual Formation
Advancement Plans (fund development coordination)
- Advancement Org. Restructure (Prospect Research)
- Comprehensive capital campaign (including CTA)
- FPU Foundation – endowments
- Strategic grants team
Strategic Reserve investment/deferred maintenance
Facilities use– Conferences: Summer, Sports Camps?
Cut inefficient and unproductive operations.
Develop an Academic Plan
- Faith integration
- New Programs (market demand)
- Innovative delivery systems (program review)
- Use of Technology
- Undergraduate research & service projects
- Community Partnerships
- Diversity integration
Strengthen the links between main and satellite campuses (student identity)
Identify cost and plan to address deferred maintenance
Design and initiate a Comprehensive Capital Campaign to include: a Cultural and Arts Center, endowments, scholarships, deferred maintenance, Infrastructure/Technology, professional development, Athletics, and Seminary for Main and Regional Campuses.
Strengthen collaborations between Seminary and other academic programs.
Develop a collaborative governance model between faculty and staff.
Appointment and revision of a permanent Provost’s position.
Identify funding priorities for 2018-19.