strategic goal 1. promote the distinctive catholic …spp.cua.edu/res/docs/approved university...

Strategic Goal 1. Promote the Distinctive Catholic Culture of the University

Objective 1.1. Ensure the continuance and deepening of a strong, mission-based, academically rigorous Catholic identity.

Strategic Plan – Approved Version pg. 1

Initiative 1.1.1. Support increased awareness of and commitment to the university’s Catholic academic identity across the curriculum.

Action Item 1.1.1.1. Timeline Metric Responsible Party

Undertake an annual review to examine progress in meeting standards of Catholic

Mission expressed in curriculum. 2013 Implementation of annual review schedule

Provost, Dean of Graduate Studies, Dean of

Undergraduate Studies

Initiative 1.1.2. Identify components of a reconfigured general education at undergraduate level which are transparently reflective of the Catholic Intellectual Tradition.


Review applicable course curriculum of each undergraduate program to adapt and

incorporate elements of the Catholic Intellectual Tradition (CIT).

Periodic

cycle

Compilation of current CIT elements in undergraduate

programs

Dean of Undergraduate Studies, Deans of

Schools of Theology & Religious Studies and

Philosophy


Create curricular standards for elements of music and other expressive arts in

existing undergraduate programs 2013

Evaluation of current music and art elements in

programs

Dean of Undergraduate Studies, relevant

School Deans

Initiative 1.1.3. Position CUA as the leading institution in the nation for graduate programs of the ecclesiastical faculties.


Commission study of strengths and challenges of ecclesiastical faculties 2012, 2017 Identification of best practices of international

graduate programs with ecclesiastical faculties Provost, Deans of ecclesiastical faculties


Charge schools to develop plan to address 3-4 top metrics identified in Action Item

1.1.3.1. 2012, 2017 Metrics as identified in Action Item 1.1.3.1

Dean of Graduate Studies, Dean of

Undergraduate Studies, relevant School Deans




Initiative 1.1.4. Support the Catholic Intellectual Tradition through such distinctive programs as Early Christian Studies, Culture & Sacred Study (Architecture), Catholic Education,

Medieval & Byzantine Studies, Egyptian & Semitic languages, Sacred Music and Greek & Latin.


Develop communication plan to highlight unique strengths in the Catholic

Intellectual Tradition. 2016 Implementation of communication plan AVP Public Affairs, relevant School Deans

Initiative 1.1.5. Promote interdisciplinary collaboration among faculty on issues of relevance to mission and Catholic identity.


For graduate and undergraduate students, identify 5-10 key areas of research

overlap among faculty relating directly to mission and Catholic identity. 2013 Identification of key areas


Undergraduate Studies, Associate Provost for

Research, AVP Institutional Research


Organize an on-campus faculty/student symposium related to Mission/Catholic

Identity. 2013

Number/percent of faculty and student participation Director of Campus Ministry, Dean of

Graduate Studies, Dean of Undergraduate

Studies Number/type of symposium publications


Create robust fora that relate Catholic teaching to all disciplines of study at the

university. 2013

Number/percent of faculty and student participation Provost, School Deans

Number/type of fora publications



incorporate elements of the Catholic Intellectual Tradition. 2013

Annual Report of Undergraduate Studies regarding

CIT elements in course curricula; Master Plan


School Deans, VP Finance




Initiative 1.1.6. Strive to be leaders in a cohesive and coordinated effort towards environmental stewardship in keeping with the teachings of the Catholic Church.


Create a sustainability website to inform both internal and external communities of

CUA’s sustainability programs. 2013 Successful creation of website

CIO, CPIT, AVP Facilities, School Deans,

Student Life, Campus Ministries


In all new construction and renovation projects, where appropriate, incorporate a

high level of sustainable design and energy efficiency as informed by, and in

keeping with, the 2012 Master Plan.

2013 Project commissioning reports; Master Plan

AVP Facilities, VP Finance

Annual carbon footprint analysis reports


Objective 1.2. Ensure that all academic programs as well as faculty and staff reflect the university’s Catholic mission.


Initiative 1.2.1. Recruit and appoint Catholics so that those committed to the witness of the faith constitute a majority of the faculty.


Develop mechanisms in faculty recruitment and application processes to identify

Catholic faculty. 2012 Percentage of Catholic faculty in applicant pool Provost, School Deans


Require academic units to report periodically on how the faculty recruitment

process conforms to the requirements set by Ex Corde Ecclesiae. 2016

Annual Report of Provost regarding faculty

recruitment and Ex Corde Ecclesiae elements Provost, School Deans

Percentage of Catholic faculty in applicant pools


Seek out faculty candidates through Catholic affiliations, especially Latino, African

American, Asian, and Easter Rite Catholics. 2012

Percentage of Catholic faculty applicants identified

through the following channels: discipline-based

networks;, National Catholic Educational Association,

other Catholic universities

Provost, School Deans


Inventory all the university’s academic degree and certificate programs to assess

the extent of Catholic identity and mission. 2012

Annual Report of relevant schools regarding Catholic

identity and mission

School Deans, Dean of Undergraduate

Studies, Dean of Graduate Studies



incorporate the elements of the Catholic Intellectual Tradition (CIT). 2013


CIT elements in course curricula; Master Plan

Dean of Undergraduate Studies, VP Finance,

AVP Facilities


Build incentives to support and foster sponsored lectures, panel discussions, and

symposia with a central theme of Catholic identity and mission. 2013

Number/percent of faculty and student participation Provost, School Deans, Associate Provost for

Research, Director of Campus Ministry Number/type of publications




Initiative 1.2.2. Continue to build on the rich tradition of Catholic Social Teaching, so that these principles enrich such relevant academic areas as religious education, spiritual

formation, social service, and social and environmental policy formulation and analysis.


Provide in-service and information opportunities for faculty and staff in the areas of

Catholic Identity, teaching and culture. 2013 Number/percent of faculty and staff participation

Director of Campus Ministry, Provost, AVP

Human Resources, relevant School Deans


Create curricula standards for elements of Catholic Social Teaching principles in

existing academic programs. 2013 Creation of standards


Undergraduate Studies, relevant School

Deans

Initiative 1.2.3. Enhance, promote and support the diversity of both programs and the community.


Incentivize existing research centers and social action centers to identify core

diversity goals in delivery of programs. 2013 Identification of diversity goals Provost, relevant School Deans

Action Item 1.2.3.2 Timeline Metric Responsible Party

Evaluate recommendations from Hispanic Task Force Report (2011) for

implementation and extension. 2013

Longitudinal comparison of institutional demographic

profile

Hispanic Task Force, VP Student Life, Dean

of Graduate Studies, Dean of Undergraduate

Studies, Director of Campus Ministry,

relevant School Deans


Promote opportunities for research and collaborative teaching that highlight the

university’s leadership on issues of immigration. 2013

Number/percent of faculty and student participation Provost, Associate Provost for Research,

School Deans Number/type of programs created




Initiative 1.2.4. Promote staff recruitment and development central of the Catholic identity and mission.


Develop recruitment strategies that match perspective professional staff

appointments with mission, especially in areas of direct student support and

services.

2013 Development and application of recruitment strategies Provost, VP Finance, AVP Human Resources

Action Item 1.2.4.2 Timeline Metric Responsible Party

Develop staff training programs that educate new and continuing staff employees in

the Catholic Intellectual Tradition and Catholic Social Teaching. 2013 Development and application of staff training Provost, VP Finance, AVP Human Resources


Objective 1.3. Foster a community culture of academic pursuit of truth and virtue.


Initiative 1.3.1. Strengthen the presence of Campus Ministries and Student Life in the residential experience with a focus on enhancing formation of students.


Enhance residence hall life by encouraging prayer, participation in the Church’s

sacramental life, and the exercise of natural and theological virtues. 2013

Number of programs created

VP Student Life, Director of Campus

Ministry Annual Report of Campus Ministry regarding

residence hall life

Percentage/number of student participation


Evaluate the efficacy of the cohort of student ministers in each residence hall and

determine the need for student ministers in off-campus residential living.

2014 Survey results on need efficacy and need for off-

campus student ministers


Ministry


Develop suitable Catholic liturgical spaces in residence halls. 2013 Development of liturgical space VP Student Life, Director of Campus

Ministry, AVP Facilities


Evaluate the 2011-2012 pilot project to accommodate priests and other religious in

residence halls for further expansion. 2013 Survey results on efficacy and student satisfaction


Ministry

Initiative 1.3.2. Evaluate extended access to specific outreach by campus ministry to all students, faculty and staff.


Assess spiritual needs for commuter students 2013 Survey results on efficacy VP Student Life, Director of Campus

Ministry




Initiative 1.3.3. Continue to promote the Church’s core values of service to others.


Annually report service activity accomplished during each academic year. 2013 Annual Report of Campus Ministry on service

learning

Director of Campus Ministry, VP Student

Life


Collaborate with other campuses in the DC metropolitan area as well as with

Catholic institutions nationwide on sustainability efforts.

2014 (planning

stage)

Successful collaboration with Consortium

universities and Campus Compact

Provost, Dean of Undergraduate Studies,

Dean of Graduate Studies, relevant School

Deans


Engage in such educational activities as service learning, local outreach, mission

trips and sustainability. 2013

Number/percentage of faculty and student

participation

Director of Campus Ministry, VP Student

Life, relevant School Deans


Define service learning standards for all undergraduates. 2013 Evaluation of curricular changes

Director of Campus Ministry, Dean of

Undergraduate Studies, VP Student Life,

AVP Institutional Research, relevant School

Deans

Initiative 1.3.4. Make the university a welcoming home that reflects the current demography of American Catholicism, while continuing to provide a supportive environment to other

faith traditions.


Explore programs and places for Catholic faith formation for all members of the

CUA community including residential and commuter students, faculty, and staff. 2013

Percentage/number of faculty, staff, and student

participation Provost, Director of Campus Ministry, VP

Student Life, AVP Facilities Survey on efficacy





Develop or modify existing places for worship and spiritual reflection on campus. 2013 Worship place on campus AVP Facilities, Director of Campus Ministry


Provide ministry that is culturally sensitive to diverse communities, including Latin,

African American, Asian, and Eastern Rite Catholics. 2013 Outcome programs Director of Campus Ministry

Initiative 1.3.5. Promote the university as a leader in ethics education across all disciplines.


Review all curricula for integration of ethics component. 2013 Annual Report of Schools regarding ethics

components in curricula

School Deans, Dean of Graduate Studies,

Dean of Undergraduate Studies


Create a program of faculty incentives to support the development of periodic ethics

conferences/symposia. 2013

Percentage of faculty served by incentives

Provost, relevant School Deans Number of conferences/symposia

Number of publications

Initiative 1.3.6. Collaborate with other Catholic institutions and leaders worldwide.


Continue to expand collaboration with domestic and international mission

organizations. 2013

Annual Report of Campus Ministry on

collaboration Director of Campus Ministry, VP Student

Life, President’s Council Number of international mission projects





Create incentives for sponsorship by faculty and academic units to host conferences

of worldwide Catholic institutions regarding the implementation of Ex Corde

Ecclesiae.

2013

Percentage of faculty served by incentives

Provost, School Deans, Director of Campus

Ministry Number of conferences/symposia



Create incentives for sponsorship by faculty and academic units to host conferences

at CUA for leaders of industry regarding business ethics, policy and technical

development.

2014

Percentage of faculty and units served by

incentives Provost, School Deans, Associate Provost for

Research Number of conferences/symposia


Strategic Goal 2. Strengthen Academic Excellence

Objective 2.1. Strengthen undergraduate experience


Initiative 2.1.1. Consider new academic organizational units to support innovative and interdisciplinary programming such as the creation of a School of Business & Economics.


Solicit ideas from academic administration and faculty for successful innovative

and interdisciplinary programs within respective fields. 2013

Number of new interdisciplinary projects per faculty

participation

Dean of Undergraduate Studies, Dean of

Graduate Studies, Provost, relevant School

Deans


Charge Sponsored Programs to identify interdisciplinary funding opportunities

from grants agencies and foundations and to develop a monthly e-newsletter to

inform faculty of opportunities.

2013

Number/percentage of funding opportunities identified

in e-newsletter pursued and/or awarded by university

faculty

Associate Provost for Research


Evaluate current aspirational competition in undergraduate schools of business to

identify key success factors based on recent research in excellence in

undergraduate business education and in Catholic Social Teaching.

2013

Best-in-class and competitor undergraduate schools of

business Chair of Business & Economics, relevant

School Deans Key success factors and pursue competitive standing

among university competitors


Identify in the Master Plan the facilities requirement and appropriate location for a

School of Business & Economics. Master Plan Identification of facilities requirement AVP Facilities, VP Finance

Initiative 2.1.2. Examine consolidation of existing schools to reflect academic effectiveness, build excellence and promote interdisciplinarity.


Develop metrics to assess program impact (scholarship, research, education,

service, finances) of each school 2012

Formalize university system of program evaluation

and obtain approval of the academic deans

Dean of Undergraduate Studies; Dean of

Graduate Studies, AVP Institutional

Research, relevant School Deans





Identify collaboration and synergies between departments and programs and re-

organize, physically and or programmatically, to promote interdisciplinary

collaboration.

2014 Identification of collaboration synergies Provost


Fully implement multi-year analysis of program viability (Income Cost Model). 2012 Completed FY11 Income Cost Model, and formalized

reporting structure

AVP Institutional Research, AVP Finance,

VP Finance


Assess feasibility of creating organizational synergies to promote interdisciplinary

study in such areas as Humanities and Social Sciences, Performing and Creative

Arts, Ecclesiastical Studies, and Natural and Applied Sciences.

2013 Projects, participation


Graduate Studies, relevant School Deans,

Provost

Initiative 2.1.3. Build the Honors Program resources with increased flexible integration with majors, student scholarship support, awards, and nurturing programs for honors students.


Maintain existing housing and living learning centers for Honors Program

students. 2012

Number/percentage of Honor’s Program students

residing in living centers

Director of University Honors Program, VP

Student Life


Establish criteria for “Honors in Liberal Studies” and standards for undergraduate

research within the Honors Program 2013 Establishment of criteria and standards

Director of University Honors Program, Dean

of Undergraduate Studies, Associate Provost

for Research




Initiative 2.1.4. Consider the creation of an undergraduate unit that provides an optional vehicle to support a robust general education curriculum.


Within the undergraduate unit, provide an academic home as an option for

exploratory students from admission until declaring a major or up to 60 credits. 2013 Creation of academic home


School Deans


Establish within the undergraduate unit centers for first and second-year advising,

transition to major programs, and a Center for Service Learning. 2014 Establishment of centers


School Deans


Within the undergraduate unit, form an inter-collegiate faculty curriculum

oversight committee for general education. 2014 Formation of curriculum oversight committee


School Deans

Initiative 2.1.5. Examine the number of requirements in general education and in majors.


Pursue national benchmark standards for the proportion of undergraduate work

constituting a “major” and a “minor.” 2012


"major" and "minor" standards


School Deans


Pursue national benchmark standards for the proportion of undergraduate work

constituting “general education”. 2013


general education standards

Dean of Undergraduate Studies , relevant

School Deans


Promote interdisciplinary majors and minors. 2013 Number/percentage of undergraduates completing

interdisciplinary majors and minors


School Deans





Streamline the process of changing majors, within and across schools, with minimal

loss of credits toward degree completion. 2013

Number of undergraduates changing a major within

school each year / Graduation rate and time-to-degree

for students changing a major within school Dean of Undergraduate Studies, relevant

School Deans, Director of University

Libraries Number of undergraduates changing schools each year

/ Associated graduation rate and time-to-degree for

students changing schools


Integrate national standards regarding information literacy into the undergraduate

curriculum to ensure students leave the university prepared for a lifetime of

learning and are able to: identify an information need; locate and evaluate

information effectively; and use information appropriately and ethically.

2013 Annual Report of Undergraduate Studies regarding

establishment of information literacy standards


School Deans

Initiative 2.1.6. Provide opportunities for all undergraduates to participate in research and the arts.


Require a unit-based plan of research support that is inclusive of undergraduates,

graduates, and faculty. 2013 Submission of research support plan

Provost, Associate Provost for Research,

Deans of Undergraduate and Graduate

Studies, relevant School Deans


Incorporate undergraduate research into curricula under measurable milestones

(e.g., capstone projects). 2012

Number/percentage of research-related undergraduate

projects Dean of Undergraduate Studies, relevant

School Deans Number/percentage of students completing research

related to projects annually





Establish an “Office of Undergraduate Research” within the undergraduate unit to

develop and coordinate research opportunities and funding to support students. 2013 Establishment of “Office of Undergraduate Research”

Dean of Undergraduate Studies, Associate

Provost for Research, relevant School Deans


Develop database of internships/research opportunities and points-of-contact in

Career Services. 2012 Creation of research opportunity database VP Student Life, CIO CPIT


Establish collaborative learning centers that allow students and faculty the

opportunity to work informally outside the classroom. 2014 Creation of centers

Provost, Dean of Undergraduate Studies,

relevant School Deans


Establish an undergraduate research day to promote undergraduate research

activities. 2013

Number/percentage of students participating in

undergraduate research day annually




Develop funding sources to support summer undergraduate internships. 2014 Number/percentage of undergraduates participating in

funded and unfunded summer internships




Establish/develop on-campus summer housing options for interns. 2013 Number/percentage of undergraduate summer interns

living on campus during the summer

VP Student Life, Dean of Undergraduate

Studies, Director of Summer Sessions





Seek and reward external grants to support summer research internships (i.e., NSF,

REU’s). 2013

Number/dollar amount of external grants used to

support summer research internships Dean of Undergraduate Studies, Associate

Provost for Research, relevant School Deans Number/percentage of undergraduate research

internships supported by external funding


Establish process that supports researchers to link/match undergraduate students

as candidates to participate in research. 2013

Number/percentage of students matched with

researchers




Increase internships annually (internal/external funding) over the next 5 years. 2012-2017

Number/percentage of undergraduates participating in

funded and unfunded internships Dean of Undergraduate Studies, relevant

School Deans, Associate Provost for Research Number/percentage of undergraduates participating in

funded internship opportunities


Integrate student involvement in research and service-learning projects into

curriculum. 2013

Number/percentage of undergraduates participating in

research as a part of curriculum

Dean of Undergraduate Studies, VP Student

Life, relevant School Deans


Objective 2.2. Strengthen graduate experience


Initiative 2.2.1. Foster multi-year, full support of doctoral students with competitive packages.


Develop a strategic approach to foundations, corporations, government agencies,

and individual contributors to partner in raising funds or identifying opportunities

for scholarships, stipends, and research grants.

2013

Amount/percentage of scholarship support externally

funded President, VP Development

Number/percentage of externally funded university

stipend/fellowship/assistantships


Establish and foster relationships with area and national research foundations,

public policy institutes, research centers, and other such institutions to collaborate

on timely issues within society, science, and the environment. 2013

Number of partnerships with area and national

research foundations

Provost, Dean of Graduate Studies, Associate

Director for Research, relevant School Deans


Develop a plan that matches admissions with availability of multi-year support

packages for all students in each doctoral program 2013

Number/percentage of newly enrolled doctoral

students receiving multi-year support packages

Provost, Dean of Graduate Studies, relevant

School Deans


students receiving full tuition support


students receiving partial tuition support


students receiving stipend/fellowship/assistantship

support

Mean level of stipend/fellowship/assistantship support





Integrate extramural funds for student support with other sources, particularly for

doctoral students. 2013 Number/percentage of amount of extramural support


Provost for Research, VP Finance, relevant

School Deans

Initiative 2.2.2. Develop a financial plan to capture revenue for graduate student support.


Identify a resource pool for financial matches in foundation proposals for graduate

student support. 2013 Identification of financial matches

VP Development, Dean of Graduate Studies,

Provost


Commission a study to look at the opportunity for increased graduate support as

well as analyzing and quantifying the potential for the university. 2013 External consultants

Provost, Dean of Graduate Studies, relevant

School Deans


Expand small grants for dissertation research and travel funds for students to

present their research at conferences. 2014

Number of small research grants awarded

annually/Percentage of doctoral students receiving

small research grants annually


Provost for Research


Continue development of professional master’s programs as revenue generator for

graduate student support. 2014

Enrollment numbers in professional master’s

programs Provost, Dean of Graduate Studies, VP

Finance Percentage of funding revenue returned to graduate

student support




Initiative 2.2.3. Include career opportunities in the assessment of doctoral programs.


Establish benchmark based on previous 5-10 years of CUA doctoral programs

including areas of study/research, number of doctoral candidates, performance of

programs, and outcomes.

2012

Number/percentage of students receiving a doctoral

degree attaining a benchmark position upon

graduation


Deans


Increase focus on, and support of, doctoral students in Career Services. 2013

Number/percentage of doctoral students receiving

career placement assistance from the Office of Career

Services

VP Student Life, Dean of Graduate Studies


Objective 2.3. Increase Academic Profile


Initiative 2.3.1. In undergraduate admissions, improve academic selectivity while continuing to raise the minimum academic qualifications for admitted students.


In the context of the increased discount rate, raise scholarship funds to support

higher academic standards. 2013

Percentage of freshman scholarship/grant funds not

supported by fund 11

Provost, VP Development, VP Enrollment

Management


Develop a student financial support plan to allow all students to participate in

cultural and linguistic immersion programs abroad. 2013

Number/percentage of students studying abroad

Provost, VP Enrollment Management, AVP

Global Education

Number/percentage of graduating students who

studied abroad at some point during their career

Number/percentage of undergraduates studying abroad

who received some students of institutional support

for their studies

Initiative 2.3.2. Create a marketing program aimed at undergraduate students.


Assess current marketing practices and recommend marketing and promotional

programs in targeted regions based upon previous success and diversity goals. 2013

Annual Report of Enrollment Management regarding

marketing practices in targeted regions VP Enrollment Management


Assess current website management at unit, university, and IT level to monitor

website content for timeliness and accuracy.

2012 and

annually Assessment of website management and efficacy

VP Enrollment Management, CIO CPIT,

AVP Public Affairs, Dean of Undergraduate






Increase the resources for Enrollment Management in order to strengthen

recruitment. 2013

Number/percentage of freshman applicants

VP Enrollment Management

Number/percentage of freshman

Number/percentage of newly enrolled freshmen

Number/Percent of High Schools visited each year by

recruitment staff

Number/Percent of High Schools visited by

recruitment staff with at least one applicant each year

Average number of visits per High School by

recruitment staff


Review curricular offerings at other institutions to discern emerging new

opportunities and directions. 2013

Annual Report of Enrollment Management regarding

emerging degree programs

VP Enrollment Management, Dean of

Undergraduate Studies, Dean of Graduate



Enhance international student recruitment, programming and servicing in order to

remain competitive in the global market, increase diversity on campus, and improve

the overall student experience at CUA.

2013 Annual Report

VP Enrollment Management, Dean of

Undergraduate Studies, Dean of Graduate

Studies, AVP Global Education, relevant

School Deans




Initiative 2.3.3. At the doctoral level, increase yield for the best students by competitive packaging for prospective graduate students that includes multi-year support.


Survey peer institutions for data on stipend, tuition, benefits, etc., packages by

discipline in order to remain competitive. 2012

Continued participation in Oklahoma Graduate

Student Stipend Survey; discipline by discipline gap

between university awards and mean awards from

Oklahoma survey

Dean of Graduate Studies, AVP Institutional

Research

Initiative 2.3.4. Ensure that diversity is reflected in student body.


Seek external subvention to support tuition scholarships as both merit and need-

based for minority students. 2013 Number/percentage of amount of external support


Deans


Objective 2.4. Leverage academic support at all levels of programming.


Initiative 2.4.1. Enhance Center for Academic Success to provide transitional programs from entry through the declaration of major.


Continue programs of collaboration between Student Life and Academic Affairs

through the creation of an undergraduate unit of advising and general education. 2012 Creation of advising and general academic home


Students, relevant School Deans

Initiative 2.4.2. Protect and enhance the unique library and archive collections CUA has been entrusted to curate.


Improve exhibit spaces to showcase library, archive, and museum collections. 2014 Improved spaces; Master Plan Director of University Libraries, AVP

Facilities


Develop an infrastructure to allow for the systematic digitization and dissemination

of library and archival materials for preservation and access, thereby making more

of the collection accessible online.

2013 Number/percentage of online collections Director of University Libraries, CIO CPIT


Evaluate current support of collections as they relate to the university’s Catholic

mission and academic programs. 2013

Annual Report of University Libraries regarding

current support of university's collections Director of University Libraries


Increase the amount of study space available for individual research and

collaborative learning. 2014 Amount of study space; Master Plan

Director of University Libraries, AVP

Facilities




Initiative 2.4.3. Reconfigure Mullen Library as a learning hub with the flexibility and enhanced IT technology and assistance necessary to support a variety of learning styles and to

meet the ever changing research and learning needs of faculty and students.


Increase the number of and improve the quality of the workstations available for

research, instruction and creation in Mullen Library. 2013

Creation of operational definition of the types of

workstations sought


Facilities, VP Development

Number/percentage of workstations available in

Mullen Library Director of University Libraries

Annual usage of workstations by type Director of University Libraries

Creation of satisfaction index for Mullen Library

services and workstations


Institutional Research

Student satisfaction with Mullen Library services and

workstations


Institutional Research


Bring more academic support services into the library. 2012 Annual Report of University Libraries regarding

academic support presence

Director of University Libraries, Dean of



Explore relocation of special collections into new facilities with improved security

and environmental controls; restructure and incorporate subsequently vacated

spaces into an interdisciplinary learning center.

2013 Annual Report of University Libraries regarding

relocation and conversion of libraries


Facilities

Initiative 2.4.4. Increase access to primary and secondary literature resources.


Improve document delivery and acquisition on demand. 2012 Annual Report of University Libraries regarding

document delivery and acquisition. Director of University Libraries





Enhance discovery systems to support both university collections and those to

which the Libraries can provide quick delivery on demand, with a goal of seamless

access.

2013

(planning

stage)


current discovery systems Director of University Libraries


Improve support in the areas of print and electronic collections and storage and

preservation by strengthening the university’s agenda within the WRLC.

2012

(planning

stage)

Annual Report of University Libraries regarding the

university's relationship with the WRLC Director of University Libraries


Through a dialogue at the university, research the radical changes occurring as a

result of the migration to electronic publishing and in consideration of the high

costs to libraries in existing publishing models.

2013

(planning

stage)


university dialogue and potential costs Director of University Libraries


Objective 2.5. Sustain a culture of assessment for ongoing program evaluation.


Initiative 2.5.1. Ensure objective evaluation of faculty productivity and impact.


Develop comprehensive model to assess faculty contributions to scholarship,

research, teaching, mentorship, service, etc. 2012

Pilot participation of selected schools and departments

in Delaware Study of Out-of-Classroom productivity

reporting methodology

AVP Institutional Research

University-wide implementation of Delaware Study

of Out-of-Classroom productivity reporting

methodology

AVP Institutional Research

Annual participation in Delaware Study of Out-of-

Classroom productivity AVP Institutional Research

Annual participation in Delaware Study of

Instructional Costs and Productivity AVP Institutional Research

Initiative 2.5.2. Evaluate a plan to attain additional accreditations.


Identify programs where national accreditation may be the norm but not accredited

at the university. 2012


national accreditation approvals at the university





Identify programs where national accreditation is not yet the norm, yet where

gaining accreditation may provide unique “first mover” advantage and

opportunities for the university.

2012 Annual Report of Undergraduate Studies regarding

national accreditation approvals at the university





Objective 2.5. Sustain a culture of assessment for ongoing program evaluation.


Initiative 2.5.3. Evolve a plan in all academic units to enhance external measure of reputation.


Develop list of top 20-30 graduate programs in pertinent academic unit, identify

and prioritize key metrics on how rankings are generated in this field, while

identifying the impact factor for each metric.

2012 Annual Report of Graduate Studies regarding top

ranked graduate programs

Dean of Graduate Studies, AVP Institutional

Research


Reinstate the Ph.D. program in Human Development in the Department of

Psychology, focused on the family and on youth from disadvantaged backgrounds. 2012 Reinstatement of degree program

Department of Psychology, School of Arts &

Sciences

Initiative 2.5.4. Use the income-cost model to support adequately the interdisciplinary programs and research centers, particularly those that fall between current academic unit

structures.


Fully implement the transparent income-cost model that serves as a guide to direct

faculty and staff resources to serve the varying demands of academic programs. 2012 Full implementation of income-cost model

VP Finance, Provost, AVP Institutional

Research


Conduct an annual update of the income-cost model to facilitate decision support. 2012 Annual publication of university income-cost model

following the close of the fiscal year VP Finance, AVP Institutional Research


Objective 2.6. Create long-term resource plan to recruit, develop and retain outstanding faculty that will advance the mission of the university.


Initiative 2.6.1. Create a resource bank of family support in recruitment (e.g., spousal employment, child support).


Develop database of housing options for new faculty in the Metro area. 2012 Annual Report of Human Resources regarding faculty

housing AVP Human Resources


Develop database of child care options near CUA. 2012 Annual Report of Human Resources regarding child

care AVP Human Resources

Initiative 2.6.2. Incentivize research productivity.


Explore policies on faculty work load distribution to support research productivity. 2013 Annual Report of Provost regarding faculty work load Provost, School Deans


Change proportion of current indirect return distribution to increase return to

faculty labs in order to re-invest in research programs.

2013

(planning

stage)

Annual number and amount of sponsored research

proposals submitted (entire university and by

discipline

Associate Provost for Research


awards received (entire university and by discipline Associate Provost for Research

Annual amount of sponsored research expenditures

(entire university and by discipline) Associate Provost for Research


Objective 2.6. Create long-term resource plan to recruit, develop and retain outstanding faculty that will advance the mission of the university.



Establish policy that matches teaching load with the return on higher research

productivity. 2013

Annual number/percentage of faculty receiving

teaching load benefit Provost


proposals submitted and received by faculty receiving

teaching load benefit

Provost, Associate Provost Sponsored

Research


Develop proposal for a Center of Teaching Excellence to support research on

innovative pedagogy and dissemination of best practices. 2013

Proposal to address goals, structure, and necessary

resources, and success measures for Center. Provost


Objective 2.7. Invest in research administration structure to support expanded opportunities.


Initiative 2.7.1. Explore additional support staff with expertise in grant writing support, budget development, grants accounting, and media specialists into a seamless support system of

extramural support and create a single administrative entity that would provide strategic direction as well as support all research related activities.


Define position descriptions for grant writing support 2013 Submission of position description Associate Provost Sponsored Research, AVP

HR


Purchase grant administration/management software. 2013 Successful implementation of software Associate Provost Sponsored Research, CIO

CPIT


Expand responsibility of research administration structure to include foundation

funding for research. 2012 Establish foundation funding Provost, VP Development


Establish grant writing workshops for faculty, staff, and students. 2012

Creation of grant writing workshops

Associate Provost Sponsored Research

Annual number of grant writing workshops held and

annual attendance at workshops

Annual number and amount of new sponsored

research proposals submitted and received by grant-

writing workshop participants

Initiative 2.7.2. Increase the university’s academic and research profile.


Develop CUA research publication in both print and digital for external

distribution. 2013 Publication on CUA research

AVP Public Affairs, Associate Provost for

Research





Provide incentives for faculty to sponsor annual regional, national, international

conferences.

2013

(planning

stage)

Number of new and continuing regional, national, and

international conferences held annually Provost

Number of new and continuing incentivized regional,

national, and international conferences held annually


Sponsor graduate and undergraduate student research prizes.

2012

(planning

stage)

Creation of graduate and undergraduate student

research prizes, including criteria for participation Provost, Associate Provost Sponsored

Research, Dean of Graduate Studies, Dean of

Undergraduate Studies Annual distribution of graduate and undergraduate

student research prizes


Utilize all types of media, print, radio, TV, and electronic marketing campaigns to

have wide-reaching impact on diverse audiences.

2013

(planning

stage)

Annual Report of Public Affairs regarding marketing

campaigns AVP Public Affairs


Increase local outreach as well as to such external constituencies as the USCCB,

non-profits, federal agencies, and embassies.

2013

(planning

stage)

Annual number/funding amount of continuing local

research collaborations engaged by university faculty Associate Provost Sponsored Research

Annual number/funding amount of new local research

collaborations


Increase lobbying efforts through professional associations.

2013

(planning

stage)

Annual Report of Provost regarding lobbying Provost, School Deans





Promote endowed chairs in the priorities for fund raising.

2012

(planning

stage)

Creation of clearly defined endowed chair positions

for fund-raising support

Provost, VP University Development Amount of money raised annually to support newly

created endowed chair positions: annual progress

Number of newly endowed chair positions fully

funded (entire university and by discipline)

Initiative 2.7.3. Develop a plan of incentives to support inter- and multi-disciplinary research. Introduce an entrepreneurial culture for research collaboration.


Develop collaborative ties with local and regional laboratories, industry, non-

profits, and embassies to support research activities.

2013

(planning

stage)

Annual number/funding amount of continuing local

research collaborations engaged by university faculty Associate Provost for Research

Annual number/funding amount of new local research

collaborations

Initiative 2.7.4. Consider seed funds to support self-sustaining interdisciplinary research centers.


Establish a Research Excellence Committee whose role is to review potentially

impactful initiatives. 2013 Establishment of Research Excellence Committee Associate Provost Sponsored Research


Solicit from interdisciplinary faculty teams research proposals with high-impact

potential to be reviewed by the Research Excellence Committee for funding. 2014

Number of research proposals reviewed annually by

the Research Excellence Committee Associate Provost Sponsored Research

Number of research proposals granted seed funding

annually by the Research Excellence Committee


Objective 2.8. Improve infrastructure for education and research.


Initiative 2.8.1. Increase the number and enhance the quality of classrooms to meet recognized instructional standards.


Develop a classroom management plan that matches teaching needs with

technology availability including using classroom management software to identify

and prioritize classroom enhancements.

2012 Annual Report of Finance regarding classroom

management plan VP Finance, CIO CPIT


Enhance the role of the IT Governance Committee as the means to implement an

improved infrastructure. 2012

Annual/quarterly reports of the IT Operations

Committee on research and project support CIO CPIT


Engage a systematic program to upgrade teaching and research laboratories,

studios and performance spaces. Master Plan

Number of classrooms upgraded to newly created set

of classroom standards, Master Plan VP Finance, AVP Facilities

Number of classrooms below newly created set of

classroom standards


Increase investments in academic computing and software for e-learning,

computing, modeling, and simulation. 2012

Annual Report of CPIT regarding computing and

software purchases VP Finance, CIO CPIT

Strategic Goal 3. Enhance Student Collegiate Experience

Objective 3.1. Enhance the on-campus experience for all students.


Initiative 3.1.1. Ensure safety for all students and amenities, including dining, study space, recreational & athletics facilities, and social spaces, all of which accommodate students at

various ages.


Create lively and welcoming 24 hour destination spaces that promote safe and

responsible camaraderie for all students, including commuter and graduate. Master Plan

Annual Report of Student Life regarding

establishment of student space; Master Plan VP Student Life, AVP Facilities


Provide safe and convenient locker facilities for commuter students. Master Plan Annual Report of Student Life regarding commuter

student amenities; Master Plan VP Student Life, AVP Facilities

Initiative 3.1.2. Provide on-campus housing for all undergraduate students who want it.


Provide the right amount of traditional housing stock to meet the needs of first- and

second-year students that will contain support facilities fostering community,

academic and spiritual development.

Master Plan Percentage of first and second year students in

traditional housing VP Student Life, AVP Facilities


Provide the right amount of non-traditional housing stock to meet the needs of third

and fourth-year students that will contain support facilities fostering independent

living.

2013

(planning

stage)

Percentage of third and fourth year students in non-

traditional housing VP Student Life, AVP Facilities

Initiative 3.1.3. Explore housing needs for graduate students through near-campus accommodations.


Task Housing Services, Student Life, and Alumni Relations to develop a database of

near-campus housing options for all student populations. 2013 Development of near campus housing database

VP Student Life, Director of Housing

Services, Director of Alumni Relations


Objective 3.1. Enhance the on-campus experience for all students.



Establish a roommate matching system to link new incoming students. 2012 Establishment of roommate matching system VP Student Life, Director of Housing

Services


Determine need for the type of housing all students, both lay and clerical, would

find attractive so that a feasible business model may function. 2012 Report on housing types for lay and clerical students

VP Student Life, Director of Housing

Services


Objective 3.2. Consider creation of an undergraduate unit that will support a more collegiate undergraduate experience.


Initiative 3.2.1. Support a more holistic undergraduate experience through continuing collaboration of Academic Affairs and Student Life.


Develop a student and faculty/staff mentoring program to target “at risk” students

by early intervention. 2012


establishment of mentoring program; outcomes

assessment


Students


Develop a staff response team and protocol to assist those students affected by

another student’s tragedy or an emergency. 2012 Creation of staff response team and protocol

VP Student Life, Dean of Students, Director

of Campus Ministry


Centralize all student support services in the undergraduate unit to allow for

greater coordination of services and ease of access for students.

2013 and

annually Centralization of support systems

VP Student Life, Dean of Undergraduate

Studies


Upgrade through programmatic integration the Office of Career Services, Service

Learning, unit-based placement services for internships and practica experiences,

and international opportunities.

2013 Annual Reports of Career Services and Campus

Ministry regarding placement numbers


Ministry

Initiative 3.2.2. Develop and monitor a university core of undergraduate general education with a vision that is clear, real, compelling, and Catholic.


Ensure appropriate institutional structures so that all academic units serving

undergraduate students clearly and seamlessly support this vision. 2012 Survey on student satisfaction

Provost, relevant School Deans, Dean of



Objective 3.2. Consider creation of an undergraduate unit that will support a more collegiate undergraduate experience.



Use the undergraduate unit as a bridging vehicle to sustain the link between

general education and the overall student experience.

2013

(planning

stage)


education and the student experience Dean of Undergraduate Studies

Initiative 3.2.3. Address in a holistic way the sophomore year experience and gateway to the disciplines and to undergraduate majors within this undergraduate unit.


Establish academic student advisors to work closely with faculty advisors to

promote the academic success of the first and second-year college experience. 2014

Percentage of first year to second year retention Dean of Undergraduate Studies, relevant

School Deans Percentage of academic student advisors


Objective 3.3. Encourage faculty to mentor both undergraduate and graduate students.


Initiative 3.3.1. Utilize staff and alumni resources for student mentoring.


Establish a formal relationship between Career Services and Alumni Relations to

allow for students to network and/or find employment through alumni.

2013

(planning

stage)

Annual Report of Student Life regarding relationship

between Career Services and Alumni Relations

VP Finance, VP Student Life, Director of

Career Services, Director of Alumni Relations


Maintain accurate and up-to-date databases with alumni contact information and

career progress. 2014 Accurate and up-to-date databases VP Development, VP Finance, CIO CPIT


Objective 3.4. Expand co-curricular and extra-curricular programs and opportunities.


Initiative 3.4.1. Address the shortage of recreational facilities.


Convene a task force to develop and implement a five-year plan to expand

recreation space and participation opportunities on campus. The plan will need to

be financially feasible and should be developed in conjunction with the long-term

plans for on-campus housing and the Pryzbyla Center.

2012 Annual Report of Student Life regarding

establishment of Task Force; Master Plan

AVP Athletics, VP Student Life, VP Finance,

AVP Facilities


Provide the proper facilities (showers, lockers, etc.) in the health and fitness center

to increase access for commuter students. Master Plan

Annual Report of Finance regarding facilities in health

and fitness center; Master Plan VP Finance, AVP Facilities


Relocate administrative functions and non-student-related facilities from the

Pryzbyla Center to other buildings to allow for expanded student recreational use. Master Plan

Annual Report of Finance regarding Pryzbyla Center

future; Master Plan VP Finance, AVP Facilities

Initiative 3.4.2. Promote environmental stewardship in keeping with the teachings of the Catholic Church.


Provide sustainability programs for students.

2012

(planning

stage)

Formal identification of all sustainability programs

sponsored on campus VP Student Life, AVP Facilities

Creation of instrument to capture student participation

in sustainability programs


Ministry/Chaplain


Objective 3.5. Continue to support, promote and publicize competitive and intramural athletics as well as wellness programs that are reflective of the

mission of the university.


Initiative 3.5.1. Encourage and support a healthy balance between academic, athletic, and other co-curricular activities for student.


Create co-curricular standards for elements of health and wellness including

nutrition and exercise. 2012

Annual Report of Athletics regarding health and

wellness elements in the curriculum AVP Athletics


Foster a culture of participation, particularly for undergraduates, ranging from

campus cultural events to sports. 2012


undergraduate participation in campus events. VP Student Life, AVP Athletics, Director of

Campus Ministry Number/percentage of students participating in on-

campus activities annually.


Continue to build student center activities linked to Washington, as both a living

laboratory as well as a venue for fun. 2012

Annual Report of Student Life regarding off-campus

events VP Student Life, Dean of Undergraduate

Studies, Director of Campus Ministry Number/percentage of students participating in on-

campus activities annually.

Initiative 3.5.2. Build and maintain competitive athletic programs that contribute positively to the enrollment and retention goals of the university, while embracing the core

values of sportsmanship and the Division III philosophy.


Sustain diverse athletic offerings as a signature statement. 2012

(planning

stage)

Percentage of students in diverse athletics programs VP Enrollment Management, AVP Athletics

Number of athletics programs


Objective 3.5. Continue to support, promote and publicize competitive and intramural athletics as well as wellness programs that are reflective of the

mission of the university.



Develop collaborations between Athletics and Sports Management for Internships.

2012

(planning

stage)

Number of internships Chair of Business & Economics, AVP

Athletics

Initiative 3.5.3. Utilize the athletic program as a vehicle to increase student engagement, fund raising opportunities, and alumni involvement with the university.


Enhance athletic booster programs for campus community, alumni, and external

support.

2012

(planning

stage)

Annual Report of Athletics regarding athletic booster

programs

VP Development, AVP Athletics, Director

Alumni Relations


Take appropriate steps to ensure that athletic facilities and support for varsity

athletic programs remain at a level that is comparable to our conference, regional

and national competitors in Division III.

2013

(planning

stage)

Annual Report of Athletics regarding continued

financial maintenance of facilities and varsity

programs

AVP Athletics, AVP Facilities, VP Finance

Strategic Goal 4. Improve the Experience of Work

Objective 4.1. Improve competitiveness in salaries and benefits for faculty and staff.


Initiative 4.1.1. Engage a compensation study that supports a five-year plan aimed at achieving more competitive recruitment and retention of faculty and staff.


Select a consulting firm to assist the university in developing a total rewards

approach and strategy to support a five-year plan for faculty and staff. The total

rewards approach would comprehensively address compensation and benefits for

faculty and staff.

2013 Contract with external consulting firm AVP Human Resources


Create a “Strategic Bonus Pool” for key faculty and staff that builds over 5 years

and is paid out in the final year upon the successful achievement of defined

measureable goals, objectives, and outcomes determined in Year 1. 2013, 2018 Measures, goals, and outcomes VP Finance, Budget Committee


Develop a performance management system that provides clear direction, sets

goals, increases the ability of each employee to contribute to the university’s

success and provides financial incentives to employees based upon their

performance and achievements.

2013 Implementation of performance management system AVP Human Resources, President’s Council


Update staff salary grade model to be reflective of current compensation market.

Develop plan to keep model updated. 2013

CUA average annual staff salary action compared to

market index

AVP Human Resources, VP Finance


Develop a salary grade model for faculty that can be updated to reflect the current

compensation market 2013

CUA average annual faculty salary action compared

to Higher Ed index. Provost, AVP Human Resources, VP Finance


Objective 4.1. Improve competitiveness in salaries and benefits for faculty and staff.


Initiative 4.1.2. Develop a total compensation package, which includes salary, typical fringe benefits and creative benefit options (i.e., flex-time, job sharing, access to facilities,

public transit incentives, etc.).


Expand transit benefits to encourage the use of public transit and reduce the

amount of vehicular parking on campus. 2013

Number of student and staff vehicles registered on

campus

AVP Human Resources, Director of Public

Safety


Evaluate flex-scheduling and telecommuting for work hours to increase educational

and service volunteering opportunities for faculty and staff. 2013 Benchmark/survey results AVP Human Resources, President’s Council


Evaluate alternative employee benefits such as compressed work weeks, job

sharing, leave bank donations, attendance incentives and wellness programs.

Include opt-out option and financial incentive for employees with no need for

benefits.

2013 Benchmark/survey results AVP Human Resources, President’s Council

Initiative 4.1.3. Investigate non-salary vehicles for recruitment, including housing and dependent tuition exchange.


Conduct a benefits survey of faculty and staff to determine opportunities to enhance

alternative benefits. 2013 Evaluation of survey results

Provost, VP Finance, AVP Human

Resources


Objective 4.2. Ensure diversity in faculty and staff recruitment and hiring.


Initiative 4.2.1. Evaluate diversity status in terms of job categories.


Develop diversity goals and selection standards. 2012 EEOC Annual Report (as derived from Affirmative

Action Plan) AVP Human Resources


Create a report that focuses on the university’s progress towards reaching its

diversity goals and standards, addressing representation of Latino, African

American, Asian, and Easter Rite Catholics. 2012

EEOC Annual Report (as derived from Affirmative

Action Plan) AVP Human Resources

Initiative 4.2.2. Review recruitment strategies for optimal outreach.


Review recruitment sources and practices with the goal of expanding diversity. 2013 Number of new recruitment sources AVP Human Resources, Provost


Explore, identify and implement diverse recruitment strategies to support CUA’s

diversity goals. 2013 Number of new recruitment sources AVP Human Resources, Provost

Initiative 4.2.3. Examine possibilities for grow-your-own programs for developing future faculty and staff.


Institute annual review of staff development programs as part of Annual Human

Resources Review (AHRR) process. 2013

Annual Report of Human Resources regarding stall

development review AVP Human Resources


Identify and implement support roles where HR can add value to the faculty

recruitment process. 2012 Number new faculty recruited thru HR avenues Provost, AVP Human Resources


Objective 4.2. Ensure diversity in faculty and staff recruitment and hiring.



Identify and implement support roles where HR can add value to the staff

recruitment process. 2012 EEOC Annual Report President’s Council


Objective 4.3. Review and assess internal business processes for opportunities to operate more effectively and efficiently.


Initiative 4.3.1. Explore creative solutions leveraging existing strengths and assets.


Launch comprehensive review of all administrative functions to eliminate waste and

promote effectiveness and efficiency. 2014

Productivity benchmarks and quality measures

against the baseline

Provost, VP Student Life, VP Finance, VP

Enrollment Management


Develop sustainability design and operations guidelines for new and existing

buildings based on national standards and best practices. Master Plan Annual Sightlines Report AVP Facilities, VP Finance


Create a report focusing on vendor diversity. 2012 Percentage of vendors from underrepresented groups AVP Finance


Utilize existing technology to streamline business processes. 2014 Annual Report of Finance regarding business

processes VP Finance, CIO CPIT

Initiative 4.3.2. Develop strategic alliances to affect operating efficiencies.


Identify partners, alliances or entrepreneurs available to produce new and

approved support services. 2015 Annual Report of Finance regarding support services VP Finance, CIO CPIT


Evaluate operational options such as outsourcing with distinctive partners. 2015 Annual Report of Finance regarding operational

options VP Finance, CIO CPIT


Objective 4.4. Identify opportunities for faculty and staff to meet and socialize.


Initiative 4.4.1. Improve access to recreational and fitness facilities particularly for faculty and staff.


Identify and implement social functions for faculty and staff. 2012 Number of participants at faculty and staff functions AVP Human Resources


Assess establishing a faculty & staff club with space for socializing and facilities for

serving food (both for lunch and after-work interaction) and to serve as a technical

resource center. 2014

Annual Report of Facilities regarding faculty & staff

club AVP Facilities, Provost, VP Finance

Initiative 4.4.2. Consider the development of family friendly infrastructure for graduate students, faculty and staff, including child care.


Investigate partnering with nearby accredited child care center that students and

employees may consider for their child care needs. 2013

Annual Report of Human Resources regarding child

care options AVP Human Resources


Identify recruitment strategies specific to “family support” needs. 2013 Benchmark peer schools AVP Human Resources, Provost


Create database of family services such as childcare, babysitters, and housing.

Also provide information on other services available in neighboring university

area. 2013 Benchmark peer schools AVP Human Resources


Objective 4.4. Identify opportunities for faculty and staff to meet and socialize.


Initiative 4.4.3. Explore ways to improve communication and information exchange between the administrative offices and academic programs, faculty, and students.


Create secured online faculty and staff directory with phone numbers, office

locations, and ID photos. 2012 Creation and utilization of directory CIO CPIT, Director of Public Safety


Have quarterly update or town hall meetings open to all faculty, staff and students. 2012 Number of town hall meetings conducted annually President’s Council


Evaluate current communication tools and methods for effectiveness. 2013 Benchmark peer schools President’s Office, AVP Public Affairs

Initiative 4.4.4. Expand the university’s website for an “employee-only” section to promote connectedness.


Establish secured “employee only” area of university website for alerts,

newsletters, best practice sharing, tools, guides, forms, and policies. 2013 “Employee-only” website AVP Public Affairs, CIO CPIT


Develop and implement an electronic communication to feature an office, school, or

department each month that would include new initiatives, staff, faculty, or any

other updates to share campus-wide. 2013

“Employee-only” emails on specific units or

initiatives AVP Public Affairs, CIO CPIT


Objective 4.5. Improve staff development programs.


Initiative 4.5.1. Utilize faculty, staff, and alumni talent to forge mentoring relationships.


Investigate the feasibility of implementing a structured mentoring/coaching

program to facilitate career development and progression for junior/new staff

members. 2012 Recommendation on program structure AVP Human Resources


Develop and implement a mentoring program for professional and leadership-level

employees. 2013 Number of mentors/coaches; program participants AVP Human Resources


Create an on-boarding (group) program for new employees which is more than a

one-day orientation experience, but an ongoing process that helps new employees

understand the culture and expectations of the university. 2014 Recommendation on program structure AVP Human Resources

Initiative 4.5.2. Establish succession plan and career development paths towards career mobility, including education requirements, mentoring, and experience levels.


Develop and implement succession planning strategy and process for “key”

leadership roles (academic and non-academic). 2013

Annual Report of President's Council regarding

succession planning President’s Council


Identify training/development goals for CUA. 2014 Annual Report of Human Resources regarding

training goals AVP Human Resources





Develop and implement a supervisor/ manager training program for existing and

aspiring managers. 2015 Number of managers trained annually AVP Human Resources


Incorporate principles of succession planning, along with the performance

evaluation process, into a comprehensive (AHRR). 2015

Annual Report of Finance regarding succession

planning VP Finance, AVP Human Resources


Enhance performance feedback by integrating 360 and multi-rater feedback into

performance evaluation process. 2016

Annual Report of Human Resources regarding

performance feedback AVP Human Resources

Initiative 4.5.3. Develop standardizations in work environment, including, but not limited to things like software, etc.


Adopt American Society of Heating, Refrigeration and Air Conditioning Engineers

(ASHRE) 90.1 as a standard baseline for all new construction and renovation

projects. Master Plan

Annual Report of Facilities regarding ASHRE

standards; Master Plan VP Finance, AVP Facilities


Strive to meet the Indoor Environmental Quality Requirements of LEED. Master Plan Number of LEED certified buildings on campus AVP Facilities, VP Finance


Develop space allocation standards for workplaces. Master Plan Defined space allocation standards by employee class VP Finance, AVP Facilities, Provost


Develop a standard furniture pallet able to be semi-tailored for each work

environment. Master Plan Develop in conjunction with Action Item 4.5.3.3 effort VP Finance, AVP Facilities, Provost




Initiative 4.5.4. Develop standardized training programs, departmental and HR-related, for all employees.


Develop manager training seminars on mentoring, coaching, and managing the

workforce. 2014

Number of mentors/coaches; number of program

participants AVP Human Resources


Develop and implement online mandatory training for all employees (similar to

current FERPA training). 2012

Number of mandatory online courses required for all

employees AVP Human Resources

Initiative 4.5.5. Promote environmental stewardship in keeping with the teachings of the Catholic Church.


Provide sustainability programs for staff. 2014 Annual Sightlines Report VP Finance, AVP Facilities

strategic goal 1. promote the distinctive catholic …spp.cua.edu/res/docs/approved university...

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