Strategic Plan Initiatives
Initiative 1: Lasallian Catholic Initiatives
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Appoint advisory committee on Lasallian Catholic identity:
- Values-based assessment framework
- Diversity and inclusion strategy and leadership role
- Wellness/ student mental health innovation
- Expand the scope of the Hendrickson Institute to develop curricular programs for character education and virtue formation
- Pilot a certificate series in faith-based education (Jubilee Centre/ Kern Foundation)
Strategic Plan Goal Alignment: 1, 2, 3, 4, 5
Impact
- Differentiation
- Enrollment Growth
- Student Retention
- Program Innovation
- Use of Existing Assets
Initiative 2: Collaborative Nursing Program Suite
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Develop a suite of nursing programs:
- Launch an undergraduate B.S. in Nursing
- Launch a Doctorate of Nursing Practice (blended online and residential)
- Expand healthcare management program offerings for nurses
- Create a stackable credential in healthcare management
- Expand strategic partnerships with leading healthcare systems near Rochester, Winona, the Twin Cities, and in rural Minnesota
- Evaluate partnership opportunities with other educational institutions
Strategic Plan Goal Alignment: 2, 3, 4, 5
Impact
- Student/ Market Demand
- Enrollment Growth
- Program Innovation
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Use of Existing Assets
Initiative 3: Pilot Pathway Concept in Business
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Pilot a suite of pathway programs in business:
- Identify a market need for initial focus
- Launch an accelerated completion pathway program (Bachelor’s completion, 2+2)
- Launch an undergraduate to graduate pathway (3+2, 4+1)
- Develop a stackable degree
- Identify specific strategies to leverage partnerships for growth in Rochester
- Complete feasibility study for a trade guild partnership and integrate into the pathway
- Develop maker’s space to support innovation
- Evaluate corporate partnerships
Strategic Plan Goal Alignment: 2, 3, 4, 5
Impact
- Student/ Market Demand
- Flexibility/ Access
- Enrollment Growth
- Program Innovation
- Use of Existing Assets
Initiative 4: Philanthropic Growth
- Complete the feasibility study for a capital campaign to support new university initiatives
- Expand endowment to $100 M in five years: student scholarships, endowed chairs and institute leaders, facilities
- Incorporate naming opportunities for schools, programs, institutes, and facilities
Strategic Plan Goal Alignment: 5
Impact
- Long-term financial sustainability
- Funding for strategic initiatives
Initiative 5: Institutional Effectiveness, Planning, and Analytics
- Develop an effectiveness framework across the university
- Establish a data warehouse and related infrastructure
- Add analysts and leadership to advance planning, support lifecycle analytics, and improve efficiency
Strategic Plan Goal Alignment: 5
Impact
- Need for market-based review and program growth
- Improve quality and use of data
- Improved strategic decisions