Strategic Agenda

2014-2019
STRATEGIC AGENDA PRIORITY STATEMENT

Immaculata University will cultivate a new era of academic excellence, innovation, and creative risk-taking in the Catholic and IHM tradition.

 

Immaculata University’s Strategic Agenda

Immaculata launched the current strategic planning initiative in the spring of 2013 with the desire to develop a shared new vision and strategic agenda for the future. All areas of the institution – students, faculty, staff, trustees, administration, and alumni – actively contributed input. Through individual and small group interviews, Immaculata collected more than 250 strategic questions to consider in the process of designing the University’s future. The president appointed a broadly representative committee of 25 members of the University community, called the Strategic Agenda Planning Committee (SAPC), to lead the planning process. The SAPC organized the strategic questions into five categories, developed charges for each category, and then divided into five sub-groups to assess the internal and external environment and formulate strategic considerations for the University’s future.

The SAPC sub-groups worked tirelessly from May through September, 2013 to develop strategic white papers, which include their analyses and strategic considerations in the context of their charge. Three times during this period the sub-groups met with the Immaculata community in open campus meetings to test and revise their thinking on the institutional questions they were considering. The sub-groups also met with the Board of Trustees in September, 2013 with the same goals in mind. During the remainder of the fall, with the president’s leadership, the SAPC developed this strategic agenda from the white papers and utilized a financial planning model to test our vision from a financial perspective.

The SAPC assessed the strengths and weaknesses of the institution as well as the opportunities and threats extant in the external environment and, based on an appreciation for and understanding of the complex environment in which Immaculata operates, developed a priority for the future of the University – to cultivate a new era of academic excellence, innovation and creative risk-taking in the Catholic and IHM tradition. The strategies outlined in this strategic agenda are designed to build upon Immaculata’s many strengths and to take advantage of opportunities identified in the marketplace while preparing the institution to overcome internal challenges and respond to external threats.

 

STRATEGY I

Articulate Our Mission, Promote Our Identity, And Unify Our Brand.

To achieve this strategy we will pursue the following initiatives:

  1. Engage in a University-wide dialogue about mission, vision and identity; consider how they are reflected in the current mission and vision statements; and update the statements as appropriate.
  2. Develop a “mission-based” University brand, clarifying the value of an Immaculata degree and unifying the brand across all programs and colleges.

STRATEGY II

Ensure The Highest Standards Of Academic Excellence, Integrate Cutting-Edge Technology, And Provide Career-Oriented Liberal Education.

To achieve this strategy we will pursue the following initiatives:

  1. Deliver a graduate education responsive to the marketplace.
  2. Deliver an undergraduate education infused with the combination of liberal arts and career preparation.
  3. Ensure that all academic programs are of the highest quality and relevant to the marketplace.
  4. Explore and expand partnerships to broaden and enhance academic and other opportunities.
  5. Continue to leverage emergent technology trends in higher education and invest in technology initiatives.
  6. Consider restructuring the academic organization to maximize flexibility, cross-program collaboration, and responsiveness to market demand and competitive challenges.
  7. Develop an innovation incubator to encourage creative risk-taking and bring entrepreneurial educational concepts to life.
  8. Integrate an international perspective into the curriculum that provides greater opportunities to experience and develop global perspectives in the classroom as well as through multi-cultural co-curricular activities.
  9. Establish a Center for Teaching and Learning Excellence to support innovation in the classroom.

STRATEGY III

Foster A Thriving Campus Environment And An Engaged University Community.

To achieve this strategy we will pursue the following initiatives:

  1. Increase opportunities for campus life that provide a greater variety of appealing events and activities to engage and excite students.
  2. Improve the facilities, spaces and services needed to support the University community.
  3. Enhance our existing strong programs in athletics and recreation.

STRATEGY IV

Achieve Healthy Enrollment.

To achieve this strategy we will pursue the following initiatives:

  1. Strengthen the enrollment by creating and implementing a strategic enrollment management plan for undergraduate students.
  2. Strengthen the enrollment by creating and implementing a strategic enrollment management plan for graduate students.
  3. Implement a marketing strategy to establish a unique reputation in the marketplace, differentiating the IU educational experience from our competitors.

 

STRATEGY V

Ensure Financial Stability.

To achieve this strategy we will pursue the following initiatives:

  1. Align fiscal resources with institutional priorities.
  2. Strengthen the campus-wide culture of data-based decision-making, using market and internal data and analytical tools.
  3. Reassess the long-term Campus Master Plan.
  4. Develop a long-term facilities financial plan to provide the physical spaces that will support a vibrant campus environment.
  5. Implement a comprehensive fundraising campaign.
  6. Review and update our technology strategic plan annually.

STRATEGY VI

Enhance Organizational Culture.

To achieve this strategy we will pursue the following initiatives:

  1. Improve communication across the University.
  2. Promote innovative thinking and solutions through a culture of healthy communication, effective collaboration, and openness to ideas.
  3. Move toward more competitive compensation as our financial situation allows.
  4. Assess faculty workload and its impact on institutional effectiveness.
  5. Enhance operational effectiveness and service to students and other customers.
  6. Recruit a diverse faculty, staff and administration to more closely reflect the diversity of our student body and to serve as role models for students of diverse backgrounds.

Discover Immaculata

Grounded in IHM tradition and charism since 1920.

Find out what an IU education can do for your mind, your character and your future.