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Goals Set / Met

2017-18 STRATEGIC GOALS

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


Implement decision matrix to clarify and extend shared governance across the University.


A decision matrix, which defines rules of engagement for participation in decision making for all stakeholders in shared governance, was used to make several key decisions throughout the year. A 20-member Cabinet replaced the nine-member Leadership Team to provide wider participation to form, interpret, and implement university planning and policy.

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


Augment marketing and information technology infrastructure to support enrollment growth across the University.


The University enhanced our admissions, marketing, and information technology processes to meet enrollment goals at our three campuses.

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, managing quality growth through all planning and execution, and cultivating continuous quality improvements in all University processes. For example, the University developed an online version of our signature learning experience, the Social Justice Practicum, for Online Campus programs and established a leadership development program for employees.

KEY STRATEGY FOUR
Ensure FISCAL SUSTAINABILITY of the University.


Establish giving societies to build infrastructure for the Community Phase of the Comprehensive Campaign.


Five giving societies were created at various gift levels with benefits that promote recognition and inclusion in the University community.

2017-18 FINANCIAL GOALS


Hold revenues consistent with FY17 revenues.


Totaling $37.9 million, FY18 revenue was within 3.8% of FY17 revenue.


Deliver positive change in net assets.


Change in net assets—$1.5 million—and enrollment growth have been realized while achieving significant markers of quality.