Strategic Plan Initiatives

Initiative 1: Lasallian Catholic Initiatives

  • 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

  • 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
  • Use of Existing Assets
     

Initiative 3: Pilot Pathway Concept in Business

  • 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

Initiative 6: Saint Mary’s Future Model

  • Develop growth strategy in the Rochester area:
    • Create sustainable academic and related programming (events, conferences, forums, meetings, etc.) to serve students and the community at our Rochester Campus
    • Create vibrant life in and use of our facility in Rochester through a variety of programming
    • Create partnerships that strengthen our ability to offer highly market-relevant programs, increase enrollment, grow experiential learning opportunities, increase friend and fundraising, and serve the community
  • Optimize academic operations:
    • Migrate to a coordinated universitywide academic calendar that meets the needs of faculty and students
    • Increase and streamline summer programming through expanded offerings
    • Optimize course schedules to offer the right courses at the right time and create greater flexibility for learners of all ages
    • Create pathways for continued education at the College and Schools of Graduate and Professional Programs
  • Examine global online strategy:
    • Focus on online program management partnerships
    • Optimize efficiencies
    • Establish a revenue and funding model for an internal OPM
    • Evaluate infrastructure, organization, and online training for faculty and students

Strategic Plan Goal Alignment: 2, 3, 4, 5

Impact

  • Enrollment Growth
  • Program Innovation
  • Use of Existing Assets
  • Strategic Partnerships

Initiative 7: Trade Guild

  • Complete research and market analysis to provide pathway to employment and further education through skills and job training for adult learners
  • Create new pathways into undergraduate and graduate programs through the trade guild program and expanded transfer enrollment

Strategic Plan Goal Alignment: 1, 2, 3, 4, 5

Impact

  • Enrollment Growth
  • Program Innovation
  • Student/ Market Demand
  • Flexibility/ Access
  • Differentiation

Initiative 8: Student Services Innovation

  • Develop and implement a plan to provide universitywide core services to directly support undergraduate and graduate students, with a focus on:
    • Mental health
    • Career guidance
    • Student/ Market Demand
    • Learning assistance
  • Forge opportunities for community partnership, online/virtual solutions, and building internal capacity

Strategic Plan Goal Alignment: 1, 4

Impact

  • Student/ Market Demand
  • Student Retention