President’s Proposed Strategic Priorities

2017-2018

  1. Increase efficiency and effectiveness of academic & administrative governance (re-structure)

    1. Cabinet (Thinking Institutionally)/Council
    2. Strategic spending – Investment vs. need
    3. Collaboration and empowerment
    4. Reinforcing productive culture
      1. Connections
      2. Convocations
      3. Inter-departmental Communications
    5. Assessment and annual review of staff positions – (JDs)
    6. Faculty and staff professional development
    7. Internal/external branding
  2. Plan for Financial Stability

    1. Enrollment Plans
      1. Satellite campuses – Community Colleges
      2. International Students -CHSU/TUG admissions
      3. Online Students – DC, Grad/Seminary, Professional Development
      4. Academic Plans – new programs, new delivery
      5. Campus beautification
    2. Student Retention Strategies – TUG, DC, Grad, Online
      1. Student Affairs
      2. Athletics
      3. Spiritual Formation
      4. AI
    3. Advancement Plans (fund development coordination)
      1. Advancement Org. Restructure (Prospect Research)
      2. Comprehensive capital campaign (including CTA)
      3. FPU Foundation – endowments
      4. Strategic grants team
      5. Seminary/Centers
      6. Athletics
    4. Strategic Reserve investment/deferred maintenance
    5. Facilities use– Conferences: Summer, Sports Camps?
    6. Cut inefficient and unproductive operations.
  3. Develop an Academic Plan

    1. Faith integration
    2. New Programs (market demand)
    3. Accreditations
    4. Innovative delivery systems (program review)
    5. Use of Technology
    6. Undergraduate research & service projects
    7. Community Partnerships
    8. Diversity integration
  4. Strengthen the links between main and satellite campuses (student identity)

  5. Identify cost and plan to address deferred maintenance

  6. 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.

  7. Strengthen collaborations between Seminary and other academic programs.

  8. Develop a collaborative governance model between faculty and staff.

  9. Appointment and revision of a permanent Provost’s position.

  10. Identify funding priorities for 2018-19.