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Goals Set / Met

2016-17 STRATEGIC GOALS

KEY STRATEGY ONE
Advance SOCIALLY RESPONSIBLE PRACTICE in the University’s activity and reach.


Create an innovation incubator for socially responsible practice to support faculty in community engagement.


Criteria for sabbatical projects and grants was changed to require scholarship specifically consistent with the University’s definitions of socially responsible practice and social justice. One sabbatical was awarded in Chicago, and seven seed grants were awarded across all three campuses.

KEY STRATEGY TWO
Diversify the UNIVERSITY’S ACADEMIC OFFERINGS in socially responsible practice.


Launch one new Vancouver Campus academic program and expand Chicago Campus academic program accreditation.


The Master of Arts in Public Policy and Administration started September 2016 in Vancouver, the University’s first non-psychology program in Canada. In Summer 2016, the Master of Arts: Specialization in Clinical Mental Health Counseling achieved CACREP recognition for eight years, and the Master of Arts in Couple and Family Therapy achieved COAMFTE recognition for five years.

KEY STRATEGY THREE
Create EXCELLENCE and innovation in education and community engagement.


Deliver outcomes described in Excellence Plans for 10 key operational domains.


Stretch goals were defined and pursued for all domains, operationalizing excellence to raise standards for student success, management quality growth through all planning and execution, and cultivating continuous quality improvements in all University processes.

KEY STRATEGY FOUR
Ensure FISCAL SUSTAINABILITY of the University.


Invest in, build, and occupy new Vancouver Campus facility.


The campus was occupied in February 2017, and a week of Grand Opening activities for students, faculty, staff, alumni, partners and the external community was celebrated in May 2017.

2016-17 FINANCIAL GOALS


Grow revenues 10 percent over FY16 Budgeted Revenue.


Revenues 8 percent more than 2015-16 budgeted revenues at $39.4 million.


Deliver positive change in net assets.


Change in net assets—$2.1 million—and enrollment growth have been realized while achieving significant markers of quality.