The CaTholiC UniversiTy of ameriCa
Strategic Plan
The Catholic University of America Strategic Plan
Letter from the President
As the national university of the Catholic Church in the United States, e Catholic
University of America has a distinct mission that sets us apart from other Catholic
and American institutions of higher learning: to discover and impart the truth through
excellence in teaching and research, in service to the Church, the nation, and the
world. I am pleased to present Catholic University’s Strategic Plan and Campus Master
Plan, which outline specic goals and objectives we have committed to in order to
build upon our tradition of excellence and chart our course for the future.
As the Church adapts to meet the needs of a globalized world and to address its many
challenges, so too our University must adapt to provide a world-class education in every
eld of human endeavor, informed by the Catholic intellectual, moral, and spiritual
tradition. is requires building upon the strength of our existing academic oerings,
developing our student life and cocurricular programming, and enhancing and
expanding our campus facilities.
Aer ve years, our current strategic plan has recently been updated to reect our
accomplishments, ongoing eorts, and new opportunities. As you will see, our
Strategic Plan and the Campus Master Plan each outline specic ways in which
Catholic University will meet the needs of its community and strengthen its place as
a comprehensive, Catholic, and American institution of higher learning.
e two plans are the result of an inclusive, collaborative process that involved
members of the community representing our constituents. I believe that the goals
and the concrete plans to achieve them will position us to provide our students with
a rich campus experience and a life of the mind, and will continue to attract world-
class faculty and sta committed to our mission.
e future of e Catholic University of America has its blueprint in our foundation.
I am condent that together, we will continue to make lasting contributions to our world.
John Garvey
President
Table of Contents
Strategic Plan Preamble ............................................................................................. 2
Strategic Goal 1:
Ensure that every aspect of the University is clearly and distinctively grounded in our Catholic identity .......................... 5
Strategic Goal 2:
Aim for the highest standards of academic and professional excellence ..................................................... 13
Strategic Goal 3:
Provide a vibrant, challenging, and upliing collegiate experience ......................................................... 25
Strategic Goal 4:
Oer a demanding, ecient, productive, and rewarding work environment ................................................. 31
Strategic Goal 5:
Use our distinctive identity as a basis for securing the resources needed to fund this Strategic Plan ............................. 39
Strategic Plan Preamble
In his magisterial statement on Catholic universities, Saint John Paul II observed that these institutions, “born from the heart of the
Church,” are “called to a continuous renewal, both as ‘Universities’ and as ‘Catholic.’”
1
e midcourse update of the University’s Strategic
Plan is an integral part of such renewal.
It is apt that the revision of the plan occurs at the present moment, for we are living through a period of considerable economic, political,
and cultural uncertainty. Financial turmoil at home and abroad has led to a widespread distrust in the existing economic order. Politically,
the nation is more polarized than it has been in many decades. ere is widespread agreement that the U.S. higher education system is in
turmoil but also extensive disagreement as to why that is and what can be done about it.
2
In such circumstances, the University faces some unusual challenges, but these challenges also aord us new opportunities: there is a great
need for what we have to oer.
As “the national university of the Catholic Church,” e Catholic University of America has always had a privileged role to play in the
education of priests as well as religious and Catholic laity. In our increasingly secularized and fragmented society, the imperative to instill
values, character, leadership, and sound decision-making skills in our students is more urgent than ever. e Catholic Church herself also
needs assistance in navigating many complex issues, including current threats to religious liberty, the implementation of economic justice,
and eective not-for-prot administration.
2 e Catholic University of America Strategic Plan
3e Catholic University of America Strategic Plan
As “a comprehensive Catholic and American institution of higher learning,” the University also oers a distinctive contribution to the
entire nation. In its commitment to the dignity of every human person, the Catholic intellectual tradition transcends political divisions.
And in “its free search for the whole truth about nature, man and God” it resists the temptation to limit the scope of human reason to
what can be counted or subjected to human control. Contrary to the self-interested focus on “credentials” and personal advantage, the
University engages in the pursuit of truth in light of “the authentic good of individuals and of human society as a whole.”
3
Our ability to accomplish the mission entrusted to us is informed by nancial constraints common to many institutions of higher learning.
e competition for students is strong. Government funding for research is declining. With state funding of public universities also
waning, universities such as ours must contend with increasing competition for philanthropic support. e imperative to be successful in
gathering sucient nancial resources is stronger than ever.
In the reemphasis on our identity as e Catholic University of America, we will nd both the solution to the nancial challenges we face
and the renewal of our distinctive mission, which is at once Catholic and academic. It is only in being true to our founding that we are
genuinely attractive to those who care about Catholic higher education: students, parents, and donors. Yet it is also only in being true to
our founding that we will authentically “serve the Church, the nation and the world”
4
and make a lasting contribution to each.
Strategic Plan Outline
1. Ensure that every aspect of the University is clearly and distinctively grounded in our Catholic identity.
a. Ensure the continuance and deepening of a strong, mission-based, academically rigorous Catholic identity in every academic unit
and program.
b. Ensure that all faculty and sta support and contribute to the University’s Catholic mission.
c. Foster a community culture of academic pursuit of truth and virtue.
2. Aim for the highest standards of academic and professional excellence.
a. Strengthen the undergraduate experience.
b. Strengthen the graduate experience.
c. Increase the academic prole.
d. Strengthen academic support at all levels.
e. Sustain a culture of assessment for ongoing program evaluation.
f. Improve infrastructure for education and research.
3. Provide a vibrant, challenging, and upliing collegiate experience.
a. Enhance the on-campus experience for all students.
b. Strengthen support for career preparation.
c. Expand cocurricular and extracurricular programs and opportunities.
d. Develop and maintain thriving, competitive recreational and wellness programs that are reective of the mission of the University.
4. Oer a demanding, ecient, productive, and rewarding work environment.
a. Improve competitiveness in salaries and benets for faculty and sta.
b. Ensure diversity in faculty and sta recruitment and hiring.
c. Review and assess internal business processes for opportunities to operate more eectively and eciently.
d. Strengthen faculty and sta morale.
e. Improve sta development programs.
5. Use our distinctive identity as a basis for securing the resources needed to fund this Strategic Plan.
a. Build up world-class advancement capability.
b. Grow the undergraduate applicant pool size and quality to increase undergraduate enrollment.
c. Expand research activity and funding.
1 Ex Corde Ecclesiae, “Introduction,” §7
2 See, for example, https://www.washingtonpost.com/posteverything/wp/2015/08/14/everyone-thinks-the-current-state-of-higher-education-is-awful-who-is-
to-blame/ and http://www.nytimes.com/2015/11/15/opinion/sunday/a-crisis-our-universities-deserve.html?_r=1
3 Ex Corde Ecclesiae, “Introduction,” §§4 and 7
4 CUA Mission Statement
4 e Catholic University of America Strategic Plan
5e Catholic University of America Strategic Plan
Action Item 1.a.ii.1.
Review applicable course curriculum of each undergraduate
program to adapt and incorporate elements of the Catholic
intellectual tradition.
Metric
Annual Report of Undergraduate Studies
regarding Catholic intellectural tradition
elements in undergraduate programs
Responsible Party
Dean of Undergraduate
Studies, Deans of schools
of eology and Religious
Studies and Philosophy
Action Item 1.a.ii.2.
Institute course offerings and curricular standards for fine
arts courses for nonmajors
Metric
Evaluation of ne arts courses and
curricular standards
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 1.a.ii.3.
Create forums for exploration and discussion of the
pertinence of Catholic teaching to all disciplines of study
at the University.
Metric
• Percent of faculty and student
participation
• Number/type of academic publications
Responsible Party
Provost, School Deans
Action Item 1.a.ii.4.
Inventory all the University’s academic degree and certificate
programs to assess the extent of Catholic identity and mission.
Metric
Annual Report of schools regarding
Catholic identity and mission
Responsible Party
School Deans, Dean of
Undergraduate Studies,
Dean of Graduate Studies
Action Item 1.a.ii.5.
Create curricular standards for elements of Catholic intellectual
tradition principles in existing academic programs.
Metric
Creation of standards and implementation
of annual review schedule
Responsible Party
Dean of Graduate Studies,
Dean of Undergraduate
Studies, relevant
School Deans
Strategic Goal 1
Ensure that every aspect of the University is clearly and distinctively grounded in our Catholic identity.
Objective 1.a.
Ensure the continuance and deepening of a strong,
mission-based, academically rigorous Catholic identity
in every academic unit and program.
Responsible Party
Provost
Action Item 1.a.i.1.
Establish mission-related faculty reading groups.
Metric
Number of faculty participating
Responsible Party
Provost
Action Item 1.a.i.2.
Develop communication plan to highlight University’s unique
strengths in the Catholic intellectual tradition through such
distinctive programs as Early Christian Studies, Culture and
Sacred Study (Architecture), Catholic Education, Medieval
and Byzantine Studies, Egyptian and Semitic Languages,
Sacred Music, and Greek and Latin.
Metric
Implementation of communication plan
Responsible Party
Executive Director,
University
Communications,
relevant school deans
Initiative 1.a.i. Support increased awareness of and commitment to the University’s Catholic academic identity across
the curriculum.
Initiative 1.a.ii. Identify components of a recongured general education at the undergraduate level that are
transparently reective of the Catholic intellectual tradition.
6
e Catholic University of America Strategic Plan
Action Item 1.a.ii.6.
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.
Metric
Annual Report of Undergraduate Studies
regarding establishment of information
literacy standards
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans, University
Librarian
Action Item 1.a.iii.1.
Evaluate graduate programs in the ecclesiastical faculties.
Metric
Best practices of international graduate
programs with ecclesiastical faculties.
Responsible Party
Provost, Deans of
Ecclesiastical Faculties
Action Item 1.a.iii.2.
Charge schools to develop plan to address metric identified in
Action Item 1.a.iii.1.
Metric
Metric as identied in Action Item 1.a.iii.1
Responsible Party
Dean of Graduate Studies,
Dean of Undergraduate
Studies, relevant school
deans
Initiative 1.a.iii. Position CUA as the leading institution in the nation for graduate programs
of the ecclesiastical faculties.
Action Item 1.a.iv.1.
For graduate and undergraduate students, identify 5-10 key
areas of research overlap among faculty relating directly to our
mission and Catholic identity.
Metric
Identication of key areas
Responsible Party
Dean of Graduate Studies,
Dean of Undergraduate
Studies, Associate Provost for
Research, AVP Institutional
Research
Initiative 1.a.iv. Promote interdisciplinary collaboration among faculty on issues of relevance to our mission
and Catholic identity.
Action Item 1.a.v.1.
Ensure appropriate institutional structures so that all
academic units serving undergraduate students clearly and
seamlessly support this vision.
Metric
Report from individual academic units on
creation and maintenance of appropriate
institutional structures.
Responsible Party
Provost, relevant
school deans, Dean of
Undergraduate Studies
Initiative 1.a.v. Develop and monitor a university core of undergraduate general education with a vision that is clear,
compelling, and Catholic.
Action Item 1.a.vi.1.
Ensure that the Undergraduate Advising Center works closely
with individual academic advisors in major programs.
Metric
Improvement of rst- to second-year
retention
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Initiative 1.a.vi. Address in a holistic way the sophomore year experience and the gateway to the disciplines
and to undergraduate majors.
7
e Catholic University of America Strategic Plan
Action Item 1.a.vii.1.
Create a sustainability website to inform both internal and
external communities of CUA’s sustainability programs.
Metric
Successful creation of website
Responsible Party
AVP Facilities
Action Item 1.a.vii.5.
Provide sustainability programs for staff
Metric
Annual Sightlines Report
Responsible Party
VP Finance, AVP Facilities
Action Item 1.a.vii.6.
Collaborate with other campuses in the D.C. metropolitan
area, as well as with Catholic institutions nationwide, on
sustainability efforts
Metric
Successful collaboration with Consortium
universities and Campus Compact
Responsible Party
Provost, Dean of
Undergraduate Studies,
Dean of Graduate Studies,
relevant school deans
Action Item 1.a.vii.2.
In all new const
ruction and renovation projects, where
appropriate, inco
rporate a high level of sustainable design
and energy efficiency as informed by, and in keeping wit
h,
the 2012 Master Plan.
Metric
• Project commissioning reports;
Master Plan
• Annual carbon footprint analysis reports
Responsible Party
AVP Facilities, VP Finance
Action Item 1.a.vii.3.
Develop sustainability design and operations guidelines for
new and existing buildings based on national standards and
best practices.
Metric
Annual Sightlines Report
Responsible Party
AVP Facilities, VP Finance
Action Item 1.a.vii.4.
Provide sustainability programs for students.
Metric
• Formal identication of all sustainability
programs sponsored on campus
• Creation of instrument to capture student
participation in sustainability programs
Responsible Party
AVP Facilities, VP Student
Aairs
VP Student Aairs,
Director of Campus
Ministry/Chaplain
Initiative 1.a.vii. Strive to be leaders in a cohesive and coordinated eort toward environmental stewardship
in keeping with the teachings of the Catholic Church.
Action Item 1.b.i.1.
Strengthen faculty recruitment process to improve hiring for
mission; e.g., develop mechanisms in faculty recruitment and
application processes to identify Catholic faculty.
Metric
Revised recruiting process that yields larger
numbers of qualied Catholic faculty who
are interested in mission and who apply for
vacant positions.
Responsible Party
Provost, School Deans
Initiative 1.b.i. Recruit and appoint Catholics so that those committed to the witness of the faith constitute a majority
of the faculty.
Objective 1.b.
Ensure that all faculty and sta support and contribute to
the University’s Catholic mission.
Responsible Party
Provost, other VPs
Action Item 1.b.i.2.
Require academic units to report periodically on how the
faculty recruitment process conforms to the requirements set
by Ex Corde Ecclesiae.
Metric
• Annual Report of Provost regarding
faculty recruitment and Ex Corde
Ecclesiae elements
• Percentage of Catholic faculty
in applicant pools
Responsible Party
Provost, School Deans
8
e Catholic University of America Strategic Plan
Action Item 1.b.i.3.
Seek out faculty candidates through Catholic affiliations.
Metric
Percentage of Catholic faculty applicants
identied through the following channels:
discipline-based networks, National Catholic
Educational Association, other Catholic
universities
Responsible Party
Provost, School Deans
Action Item 1.b.ii.1.
Provide in-service and information opportunities for faculty
and staff in the areas of Catholic identity, teaching, and
culture.
Metric
Number/percent of faculty and sta
participation
Responsible Party
Director of Campus
Ministry, Provost, AVP
Human Resources,
relevant school deans
Initiative 1.b.ii. 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.
Action Item 1.b.iii.1.
Evaluate recommendations from Hispanic Task Force Report
(2011) for implementation and extension.
Metric
Longitudinal comparison of institutional
demographic prole
Responsible Party
VP Student Aairs, VP
Enrollment Services, Dean
of Graduate Studies, Dean
of Undergraduate Studies,
Director of Campus
Ministry, relevant school
deans
Initiative 1.b.iii. Enhance, promote, and support the diversity of both programs and the community.
Action Item 1.b.iv.1.
Develop recruitment strategies that match prospective
professional staff appointments with mission, especially
in areas of direct student support and services.
Metric
Development and application of recruitment
strategies
Responsible Party
Provost, VP Finance, AVP
Human Resources
Action Item 1.b.iv.2.
Develop staff training programs that educate new and
continuing staff in the Catholic intellectual tradition and
Catholic Social Teaching.
Metric
Development and application of sta training
Responsible Party
Provost, VP Finance, AVP
Human Resources
Initiative 1.b.iv. Promote sta recruitment and development central to the Catholic identity and mission.
Objective 1.c.
Foster a community culture that encourages faith
development and commitment to service.
Responsible Party
Director of Campus Ministry,
VP Student Aairs
Action Item 1.c.i.1.
Enhance residence hall life by encouraging prayer,
participation in the Church’s sacramental life, and
the exercise of natural and theological virtues.
Metric
• Number of programs created
• Annual Report of Campus Ministry
regarding residence hall life
• Percentage/number of student participation
Responsible Party
VP Student Aairs,
Director of Campus
Ministry
Initiative 1.c.i. Strengthen the presence of Campus Ministry and Student Life in the residential experience,
with a focus on enhancing formation of students.
9
e Catholic University of America Strategic Plan
Action Item 1.c.i.2.
Determine the need for student ministers in off-campus
residential living.
Metric
Survey results on need for o-campus
student ministers
Responsible Party
VP Student Aairs,
Director of Campus
Ministry
Action Item 1.c.i.3.
Develop suitable Catholic liturgical spaces in residence halls
and academic buildings.
Metric
Development of liturgical space
Responsible Party
AVP Facilities, Director of
Campus Ministry
Action Item 1.c.i.4.
Evaluate the 2011-2012 pilot project to accommodate priests
and other religious in residence halls for further expansion.
Metric
Survey results on ecacy and student
satisfaction
Responsible Party
VP Student Aairs,
Director of Campus
Ministry
Initiative 1.c.ii. Evaluate extended access to specic outreach by Campus Ministry to all students, faculty, and sta.
Action Item 1.c.ii.1.
Assess spiritual needs for commuter students.
Metric
Survey results on ecacy
Responsible Party
VP Student Aairs,
Director of Campus
Ministry
Action Item 1.c.iii.2.
Engage in such educational activities as local outreach,
mission trips, and sustainability.
Metric
Number/percentage of faculty and
student participation
Responsible Party
Director of Campus
Ministry, VP Student
Aairs, relevant school
deans
Action Item 1.c.iii.1.
Annually report service activity accomplished during each
academic year.
Metric
Annual Report of Campus Ministry on
service learning
Responsible Party
Director of Campus
Ministry, VP Student
Aairs
Initiative 1.c.iii. Continue to promote the Church’s core values of service to others.
Action Item 1.c.iv.1.
Explore programs and places for Catholic faith formation for
all members of the CUA community, including residential and
commuter students, faculty, and staff.
Metric
Number/percentageof faculty, sta, and
student participation
Survey on ecacy
Responsible Party
Provost, Director of
Campus Ministry, VP
Student Aairs, AVP
Facilities
Initiative 1.c.iv. Make the University a welcoming home that reects the current demography of American
Catholicism while continuing to provide a supportive environment to other faith traditions.
Action Item 1.c.iv.2.
Develop or modify existing places for worship and spiritual
reflection on campus
Metric
Worship place on campus
Responsible Party
AVP Facilities, Director of
Campus Ministry
Action Item 1.c.iv.3.
Provide ministry that is culturally sensitive to diverse
communities, including Latin, African American, and Eastern
Rite Catholics.
Metric
Outcome programs
Responsible Party
Director of Campus
Ministry
10
e Catholic University of America Strategic Plan
Action Item 1.c.v.1.
Continue to expand collaboration with domestic and
international mission organizations.
Metric
• Annual Report of Campus Ministry on
collaboration
• Number of international mission projects
Responsible Party
Director of Campus
Ministry, Provost,
other VPs
Initiative 1.c.v. Collaborate with other Catholic institutions and leaders worldwide.
11
e Catholic University of America Strategic Plan
12 e Catholic University of America Strategic Plan
13
e Catholic University of America Strategic Plan
Strategic Goal 2
Aim for the highest standards of academic and professional excellence.
Objective 2.a.
Strengthen the undergraduate experience.
Responsible Party
Provost, VP of Student Aairs, VP of
Enrollment Management
Initiative 2.a.i. Consider new academic organizational units to support innovative and interdisciplinary
programming, such as the creation of a School of Business and Economics.
Action Item 2.a.i.1.
Solicit ideas from academic administration and faculty for
successful innovative and interdisciplinary programs within
their respective fields
Metric
Number of new interdisciplinary projects
per faculty participation
Responsible Party
Dean of Undergraduate
Studies, Dean of Graduate
Studies, Provost, relevant
school deans
Action Item 2.a.i.2.
Charge Sponsored Programs with identifying interdisciplinary
funding opportunities from grant agencies and foundations
and with developing a monthly e-newsletter to inform faculty
of opportunities.
Metric
Number/percentage of funding opportunities
identied in e-newsletter pursued and/or
awarded by University faculty
Responsible Party
Associate Provost for
Research
Action Item 2.a.i.3.
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.
Metric
• Best-in-class and competitor
undergraduate schools of business
• Key success factors and competitive
standing among universities
Responsible Party
Chair of Business and
Economics, relevant
school deans
Action Item 2.a.i.4.
Identify in the Master Plan the facilities requirement and an
appropriate location for a School of Business and Economics.
Metric
Identication of facilities requirement
Responsible Party
AVP Facilities, VP Finance
Action Item 2.a.i.5.
Launch online education office.
Metric
Successful creation and stang of oce
Responsible Party
Provost
Action Item 2.a.ii.2.
Identify collaboration and synergies between departments
and programs and reorganize, physically and/or
programmatically, to promote interdisciplinary collaboration.
Metric
Identication of collaboration synergies
Responsible Party
Provost
Action Item 2.a.ii.1.
Develop metrics to assess program impact (scholarship,
research, education, service, finances) of each school.
Metric
Formalize University system of program
evaluation and obtain approval of the
academic deans
Responsible Party
Dean of Undergraduate
Studies, Dean of Graduate
Studies, AVP Institutional
Research, relevant school
deans, Dean of Assessment
Initiative 2.a.ii. Examine consolidation of existing schools to reect academic eectiveness, build excellence,
and promote interdisciplinarity.
14
e Catholic University of America Strategic Plan
Action Item 2.a.ii.3.
Fully implement multiyear analysis of program viability
(Income Cost Model).
Metric
Completed FY11 Income Cost Model
and formalized reporting structure
Responsible Party
AVP Institutional
Research, AVP Finance,
VP Finance
Action Item 2.a.ii.4.
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.
Metric
Projects, participation
Responsible Party
Dean of Undergraduate
Studies, Dean of Graduate
Studies, relevant school
deans, Provost
Action Item 2.a.iv.1.
Assess advisability of providing an academic home as an
option for exploratory students from admission until declaring
a major or up to 60 credits.
Metric
Decision for or against establishing an
academic home
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.iv.2.
Form an intercollegiate faculty curriculum oversight
committee for general education and ensure that it receives
all the necessary support that leads to the adoption and
implementation of a revised core curriculum, with appropriate
adaptation to the First-Year Experience program.
Metric
• Formation of curriculum oversight
committee
• Revised core curriculum
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.iii.1.
Maintain existing housing and living learning centers
for Honors Program students.
Metric
Number/percentage of Honors Program
students residing in living centers
Responsible Party
Director of University
Honors Program, VP
Student Aairs
Action Item 2.a.iii.2.
Establish criteria for “Honors in Liberal Studies”
and standards for undergraduate research within
the Honors Program.
Metric
Establishment of criteria and standards
Responsible Party
Director of University
Honors
Program, Dean of
Undergraduate Studies,
Associate Provost for
Research
Initiative 2.a.iv. Decide whether to create a college for undecided/exploratory students from which they would
“graduate” into a major or bundle appropriate support services for undecided/exploratory students
under the Vice Provost and Dean of Undergraduate Studies.
Action Item 2.a.v.2.
Pursue national benchmark standards for the proportion
of undergraduate work constituting a major and a minor.
Metric
Annual Report of Undergraduate Studies
regarding major and minor standards
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.v.1.
Review the overall portfolio of majors, minors, and certificates
at the undergraduate level.
Metric
Annual Report of Undergraduate Studies
regarding majors, minors, and certicates
Responsible Party
Dean of Undergraduate
Studies
Initiative 2.a.v. Examine the number of requirements in general education and in majors.
Initiative 2.a.iii. Develop resources for the Honors Program that allow for increased exible integration with majors,
student scholarship support, awards, and nurturing programs for honors students.
15
e Catholic University of America Strategic Plan
Action Item 2.a.v.3.
Pursue national benchmark standards for the proportion of
undergraduate work constituting general education.
Metric
Annual Report of Undergraduate Studies
regarding general education standards
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.v.4.
Promote interdisciplinary majors and minors.
Metric
Number/percentage of undergraduates
completing interdisciplinary majors
and minors
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.v.5.
Streamline the process of changing majors, within and
across schools, with minimal loss of credits toward degree
completion.
Metric
• Number of undergraduates changing a
major within school each year/graduation
rate and time to degree for students
changing a major within a school
• Number of undergraduates changing
schools each year/associated graduation
rate and time-to-degree for students
changing schools
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 2.a.vi.1.
Create an Advising Committee, with representation from
the Undergraduate Advising Center, faculty, and Student
Affairs, in order to review the effectiveness of current
advising practices and make recommendations on possible
improvements.
Metric
Creation of Advising Committee
Responsible Party
Dean of Undergraduate
Studies
Initiative 2.a.vi. Enhance advising practices.
Action Item 2.a.vii.1.
Consider the relative benefits of small classes, contact with faculty
and student cohorts who move through the FYE as a unit.
Metric
orough review and consideration of the
benets of class size and faculty contact
Responsible Party
Dean of Undergraduate
Studies, Dean of Assessment
Action Item 2.a.vii.2.
Consider allowing room within the new core curriculum for
piloting and evolution of various alternative models, including
topics-based faculty-taught seminars and common lectures
(a lecture given by a faculty expert to multiple sections), within
the FYE.
Metric
Completion of review of various
alternatives within core curriculum
Responsible Party
Dean of Undergraduate
Studies
Initiative 2.a.vii. Reassess First Year Experience program in the light of the curriculum review process.
Action Item 2.a.vii.3.
To the extent possible, formally integrate cocurricular
educational topics into the required FYE program for all new
students (e.g., freshman social transition issues, basic study
and academic enhancement strategies, etc.) by making them
strongly encouraged or mandatory but not for credit.
Metric
Inclusion of cocurricular educational
topics in the First-Year Experience
Responsible Party
Dean of Undergraduate
Studies, VP Student Aairs
Action Item 2.a.vii.4.
Enhance the existing FYE community service engagement
program, coordinated by Campus Ministry.
Metric
Number of community outreach programs
coordinated through the FYE.
Responsible Party
Dean of Undergraduate
Studies, Director of
Campus Ministry
16
e Catholic University of America Strategic Plan
Action Item 2.b.i.2.
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, in science, and on the environment.
Metric
Number of partnerships with area and
national research foundations
Responsible Party
Provost, Dean of Graduate
Studies, Associate Director
for Research, relevant
school deans
Action Item 2.b.i.3.
Develop a plan that matches admissions with availability of
multiyear support packages for all students in each doctoral
program.
Metric
• Number/percentage of newly enrolled
doctoral students receiving multiyear
support packages
• Number/percentage of newly enrolled
doctoral students receiving full
tuition support
• Number/percentage of newly enrolled
doctoral students receiving partial
tuition support
• Number/percentage of newly enrolled
doctoral students receiving stipend/
fellowship/assistantship support
• Mean level of stipend/fellowship/
assistantship support
Responsible Party
Provost, Dean of Graduate
Studies, relevant school
deans
Action Item 2.b.ii.1.
Identify a resource pool for financial matches in foundation
proposals for graduate student support.
Metric
Identication of nancial matches
Responsible Party
VP Development, Dean of
Graduate Studies, Provost
Action Item 2.b.ii.2.
Commission a study to look at the opportunity for increased
graduate support as well as analyzing and quantifying the
potential for the University.
Metric
Using our own data, develop a plan
Responsible Party
Provost, Dean of Graduate
Studies, relevant school
deans
Initiative 2.b.ii. Develop a nancial plan to capture revenue for graduate student support.
Action Item 2.b.i.4.
Integrate extramural funds for student support with other
sources, particularly for doctoral students.
Metric
Number/percentage of amount of
extramural support
Responsible Party
Provost, Dean of Graduate
Studies, Associate Provost
for Research, VP Finance,
relevant school deans
Action Item 2.b.i.1.
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.
Metric
Amount/percentage of scholarship support
externally funded
Number/percentage of externally funded
University stipends/fellowships/assistantships
Responsible Party
VP Advancement,
President
Initiative 2.b.i. Foster multiyear, full support of doctoral students with competitive packages.
Objective 2.b.
Strengthen the graduate experience.
Responsible Party
Vice Provost and Dean of Graduate Studies
17
e Catholic University of America Strategic Plan
Action Item 2.b.ii.3.
Expand small grants for dissertation research and travel funds
for students to present their research at conferences.
Metric
Number of small research grants awarded
annually / percentage of doctoral students
receiving small research grants annually
Responsible Party
Provost, Dean of Graduate
Studies, Associate Provost
for Research
Action Item 2.b.iii.2.
Increase focus on, and support of, doctoral students in Career
Services.
Metric
Number/percentage of doctoral students
receiving career placement assistance from
the Oce of Career Services
Responsible Party
VP Student Aairs, Dean
of Graduate Studies
Action Item 2.b.ii.4.
Continue development of professional master’s programs as
revenue generator for graduate student support.
Metric
• Enrollment numbers in professional
master’s programs
• Percentage of funding revenue returned to
graduate student support
Responsible Party
Provost, Dean of Graduate
Studies, VP Finance
Action Item 2.b.iii.1.
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.
Metric
Number/percentage of students receiving
a doctoral degree obtaining employment
appropriate to discipline and degree earned
Responsible Party
Dean of Assessment,
Dean of Graduate Studies,
relevant school deans
Initiative 2.b.iii. Include career opportunities in the assessment of doctoral programs.
Objective 2.c.
Increase the academic prole.
Responsible Party
VP of Enrollment Management
Initiative 2.c.i. In undergraduate admissions, improve academic selectivity while continuing to raise the academic
qualications for admitted students.
Action Item 2.c.i.1.
In the context of the increased discount rate, raise scholarship
funds to support higher academic standards.
Metric
Number of students who have their full
institutional need met
Responsible Party
Provost, VP Development,
VP Enrollment Management
Action Item 2.c.i.2.
Develop a student financial support plan to allow all students
to participate in cultural and linguistic immersion programs
abroad.
Metric
• Number/percentage of students studying
abroad
• Number/percentage of graduating students
who studied abroad at some point during
their career
• Number/percentage of undergraduates
studying abroad who received some type
of institutional support for their studies
Responsible Party
Provost, VP Enrollment
Management, AVP Global
Education
Action Item 2.c.ii.1.
Assess current marketing practices and recommend marketing
and promotional programs in targeted regions based upon
previous success and diversity goals.
Metric
Annual Report of Enrollment Management
regarding marketing practices in targeted
regions
Responsible Party
VP Enrollment
Management
Initiative 2.c.ii. Create a marketing program aimed at undergraduate students.
18
e Catholic University of America Strategic Plan
Action Item 2.c.ii.2.
Assess website content at unit, University, and IT level to
monitor timeliness and accuracy.
Metric
Development of tool to assess freshness
and accuracy of website
Responsible Party
VP Enrollment
Management, CIO Tech
Services, AVP Marketing
and Communications, Dean
of Undergraduate Studies,
relevant school deans
Action Item 2.c.ii.3.
Increase the resources for Enrollment Management in order
to strengthen recruitment.
Metric
• Number/percentage of freshman
applicants
• Number/percentage of freshmen
• Number/percentage of early decision
applicants
• Number/percentage of newly enrolled
freshmen
• Number/percent of high schools visited
each year by recruitment sta
• Number/percent of high schools visited
by recruitment sta with at least one
applicant each year
• Average number of visits per high school
by recruitment sta
Responsible Party
VP Enrollment
Management
Action Item 2.c.ii.4.
Review curricular offerings at other institutions to discern
emerging new opportunities and directions and explore the
creation of high-appeal academic programs (e.g., Intelligence,
Classical Architecture, Cybersecurity, Criminology).
Metric
Annual Report of Enrollment Management
regarding emerging degree programs
Responsible Party
VP Enrollment
Management, Dean of
Undergraduate Studies,
Dean of Graduate Studies,
relevant school deans
Action Item 2.c.ii.5.
Enhance international student recruitment.
Metric
Annual Report
Responsible Party
VP Enrollment
Management, Dean of
Undergraduate Studies,
Dean of Graduate Studies,
AVP Global Education,
relevant school deans
Action Item 2.c.ii.6.
Enhance programs and services, including intensive English
training, in order to remain competitive in the global market,
increase diversity on campus, and improve the overall student
experience at CUA.
Metric
Annual Report
Responsible Party
VP Enrollment
Management, Dean of
Undergraduate Studies,
Dean of Graduate Studies,
AVP Global Education,
relevant school deans
19
e Catholic University of America Strategic Plan
Action Item 2.c.iii.1.
Survey peer institutions for data on stipend, tuition,
benefit (and similar) packages by discipline in order
to remain competitive.
Metric
Continued participation in Oklahoma
Graduate Student Stipend Survey;
discipline-by-discipline gap between
university awards and mean awards from
Oklahoma survey
Responsible Party
Dean of Graduate
Studies, AVP Institutional
Research
Initiative 2.c.iii. At the doctoral level, increase yield for the best students by competitive packaging for prospective
graduate students that includes multiyear support.
Action Item 2.c.iv.1.
Seek external subvention to support tuition scholarships as
both merit and need-based for minority students.
Metric
Amount of external support
Responsible Party
VP Advancement,
relevant school deans
Initiative 2.c.iv. Ensure that diversity is reected in student body.
Objective 2.d.
Strengthen academic support at all levels.
Responsible Party
Vice Provost and Dean of Undergraduate
Studies, University Librarian
Action Item 2.d.i.1.
Continue programs of collaboration between Student Affairs
and Academic Affairs through the creation of an advising
committee.
Metric
Creation of advising committee
Responsible Party
Dean of Undergraduate
Studies, Dean of Students,
relevant school deans
Initiative 2.d.i. Enhance Center for Academic Success to provide transitional programs from entry through the
declaration of major.
Action Item 2.d.ii.1.
Improve storage and exhibit spaces to preserve, house, and
showcase library, archive, and museum collections.
Metric
Improved spaces; Master Plan
Responsible Party
University Librarian, AVP
Facilities
Action Item 2.d.ii.2.
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.
Metric
Number/percentage of online collections
Responsible Party
University Librarian
Initiative 2.d.ii. Protect and enhance the unique library and archive collections CUA has been entrusted to curate.
Action Item 2.d.ii.3.
Evaluate current support of collections as they relate to the
University’s Catholic mission and academic programs.
Metric
Annual Report of University Libraries
regarding current support of University’s
collections
Responsible Party
University Librarian
Action Item 2.d.ii.4.
Increase the amount of study space available for individual
research and collaborative learning.
Metric
Amount of study space; Master Plan
Responsible Party
University Librarian, AVP
Facilities
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
20
e Catholic University of America Strategic Plan
Action Item 2.d.iii.2.
Bring more academic support services into the library.
Metric
Annual Report of University Libraries
regarding academic support presence
Responsible Party
University Librarian, Dean
of Undergraduate Studies
Action Item 2.d.iii.1.
Increase the number of and improve the quality of the
workstations available for research, instruction, and creation
in Mullen Library.
Metric
• Creation of operational denition of the
types of workstations sought
• Number/percentage of workstations
available in Mullen Library
• Annual usage of workstations by type
• Creation of satisfaction index for Mullen
Library services and workstations
• Student satisfaction with Mullen Library
services and workstations
Responsible Party
University Librarian, AVP
Facilities, VP Development
University Librarian
University Librarian
University Librarian, AVP
Institutional Research
University Librarian, AVP
Institutional Research
Initiative 2.d.iii. Recongure Mullen Library as a learning hub with the exibility 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.
Action Item 2.d.iii.3.
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.
Metric
Annual Report of University Libraries
regarding relocation and conversion of
libraries
Responsible Party
University Librarian,
AVP Facilities
Action Item 2.d.iv.1.
Improve document delivery and acquisition on demand.
Metric
Annual Report of University Libraries
regarding document delivery and
acquisition.
Responsible Party
University Librarian
Action Item 2.d.iv.2.
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.
Metric
Annual Report of University Libraries
regarding current discovery systems
Responsible Party
University Librarian
Action Item 2.d.iv.3.
Improve support in the areas of print and electronic
collections and storage and preservation by strengthening
the University’s agenda within the Washington Resource
Library Consortium (WRLC).
Metric
Annual Report of University Libraries
regarding the University’s relationship with
the WRLC
Responsible Party
University Librarian
Action Item 2.d.iv.4.
Evaluate the changes occurring as a result of the migration
to electronic publishing and in consideration of the high costs
to libraries in existing publishing models.
Metric
Annual Report of University Libraries
regarding University dialogue and
potential costs
Responsible Party
University Librarian
Initiative 2.d.iv Increase access to primary and secondary literature resources.
21
e Catholic University of America Strategic Plan
Action Item 2.e.i.1.
Establish office of assessment to oversee all assessment Establish office of assessment to oversee all assessment Establish office of assessment to oversee all assessment efforts,
including development of a comprehensive model to assess including development of a comprehensive model to assess including development of a comprehensive model to assess
faculty contributions to scholarship, research, teaching, faculty contributions to scholarship, research, teaching, faculty contributions to scholarship, research, teaching,
mentorship, service, etc.
Metric
• Annual report by Vice Provost and Dean
of Assessment
• University-wide implementation of
Delaware Study of Out-of-Classroom
Productivity reporting methodology
• Annual participation in two Delaware
Studies:
1) Out-of-Classroom Productivity
2) Instructional Costs and Productivity
Responsible Party
Provost
AVP Institutional
Research
AVP Institutional
Research
Initiative 2.e.i. Ensure objective evaluation of faculty productivity and impact.
Objective 2.e.
Sustain a culture of assessment for ongoing program
evaluation.
Responsible Party
Vice Provost and Dean of Assessment
Action Item 2.e.ii.1.
Identify programs that are not accredited at the University
but for which national accreditation is the norm.
Metric
Annual Report of Undergraduate Studies
regarding national accreditation approvals
at the University
Responsible Party
Dean of Undergraduate
Studies, Dean of Graduate
Studies, AVP Institutional
Research, relevant school
deans
Action Item 2.e.ii.2.
Identify programs for which national accreditation is not
yet the norm, but for which gaining accreditation may
provide unique “first mover” advantage and opportunities
for the University.
Metric
Annual Report of Undergraduate Studies
regarding national accreditation approvals
at the University
Responsible Party
Dean of Undergraduate
Studies, Dean of Graduate
Studies, AVP Institutional
Research, relevant school
deans
Initiative 2.e.ii. Evaluate a plan to attain additional accreditations.
Action Item 2.e.iii.2.
Reinstate the doctoral program in Human Development in the
Department of Psychology, focused on the family and on youth
from disadvantaged backgrounds.
Metric
Reinstatement of degree program
Responsible Party
Department of
Psychology, School of Arts
and Sciences
Action Item 2.e.iii.1.
Develop list of top 20-30 graduate programs in pertinent
academic units; identify and prioritize key metrics on how
rankings are generated in this field while identifying the
impact factor for each metric.
Metric
Annual Report of Graduate Studies
regarding top-ranked graduate programs
Responsible Party
Dean of Assessment, Dean
of Graduate Studies, AVP
Institutional Research
Initiative 2.e.iii. Evolve a plan in all academic units to enhance external measure of reputation.
Action Item 2.e.iv.1.
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.
Metric
Full implementation of income-cost model
Responsible Party
VP Finance, Provost, AVP
Institutional Research
Initiative 2.e.iv. Use the income-cost model to adequately support the interdisciplinary programs and research centers,
particularly those that fall between current academic unit structures.
22
e Catholic University of America Strategic Plan
Objective 2.f.
Improve infrastructure for education and research.
Responsible Party
VP for Finance
Action Item 2.f.i.1.
Develop a classroom management plan that matches teaching
needs with technology availability, including using classroom
management software to identify and prioritize classroom
enhancements.
Metric
Annual Report of Finance regarding
classroom management plan
Responsible Party
VP Finance, CIO Tech
Services
Action Item 2.f.i.2.
Examine the classroom space available on campus.
Metric
Annual Report of Finance regarding
classroom management plan
Responsible Party
VP Finance, CIO Tech
Services
Action Item 2.f.i.3.
Enhance the role of the IT Governance Committee as the
means to implement an improved infrastructure.
Metric
Annual/quarterly reports of the IT
Operations Committee on research and
project support
Responsible Party
CIO Tech Services
Action Item 2.f.i.4.
Engage a systematic program to upgrade teaching and
research laboratories, studios, and performance spaces.
Metric
• Number of classrooms upgraded to newly
created set of classroom standards;
Master Plan
• Number of classrooms below newly
created set of classroom standards
Responsible Party
VP Finance, AVP Facilities
Action Item 2.f.i.5.
Increase investments in academic computing and software for
e-learning, computing, modeling, and simulation.
Metric
Annual Report of Tech Services regarding
computing and soware purchases
Responsible Party
VP Finance, CIO Tech
Services
Initiative 2.f.i Increase the number and enhance the quality of classrooms to meet recognized instructional standards.
Action Item 2.e.iv.2.
Conduct an annual update of the income-cost model to
facilitate decision support.
Metric
Annual publication of University
income-cost model following the close
of the scal year
Responsible Party
VP for Finance, AVP
Institutional Research
23
e Catholic University of America Strategic Plan
24 e Catholic University of America Strategic Plan
25
e Catholic University of America Strategic Plan
Strategic Goal 3
Provide a vibrant, challenging, and uplifting collegiate experience.
Objective 3.a.
Enhance the on-campus experience for all students.
Responsible Party
VP for Student Aairs, Director of Campus
Ministry
Action Item 3.a.i.1.
Create lively and welcoming destination spaces that promote
safe and responsible camaraderie for all students, including
commuter and graduate.
Metric
Annual Report of Student Life regarding
establishment of student space; Master Plan
Responsible Party
VP Student Aairs, AVP
Facilities
Action Item 3.a.i.2.
Strategically implement facility upgrades designed to bolster
the on-campus living and learning experience for students.
Metric
Annual Report of Student Aairs regarding
facility upgrades that benet student experience
Responsible Party
VP Student Aairs, AVP
Facilities
Action Item 3.a.i.3.
Provide safe and convenient locker facilities for
commuter students.
Metric
Annual Report of Student Life regarding
commuter student amenities; Master Plan
Responsible Party
VP Student Aairs,
AVP Facilities
Action Item 3.a.i.4.
Develop long-term plan for dining options on campus in
conjunction with enrollment and on-campus housing expansion.
Metric
Campus Dining facility plan established
Responsible Party
VP Student Aairs,
VP Finance
Initiative 3.a.i. Ensure safety for all students and amenities, including dining, study space, recreational and athletics
facilities, and social spaces, all of which accommodate students at various ages.
Action Item 3.a.ii.1.
Provide in-person training at least every two years for all
individuals likely to receive reports of sexual harassment and
violence, including all full-time faculty, public safety officers,
public safety assistants, residence hall security assistants,
student affairs personnel, study abroad trip leaders, work-
study student supervisors, and varsity and club coaches.
Metric
Annual Title IX Report
Responsible Party
Title IX Coordinator, VP
Student Aairs, Dean of
Students, Vice Provost
for Administration
Action Item 3.a.ii.2.
Require online training every two years on sexual harassment
and violence for all employees who do not receive in-person
training.
Metric
Annual Title IX Report
Responsible Party
Title IX Coordinator,
Chief Ethics and
Compliance Ocer
Action Item 3.a.ii.3.
Conduct a sexual assault campus-climate survey at least every
two years.
Metric
Annual Title IX Report
Responsible Party
Title IX Coordinator
and AVP for Financial
Planning, Institutional
Research and Assessment
Action Item 3.a.ii.4.
Require all first-year students to complete at least two hours Annual Title IX Report
of training on sexual harassment and violence.
Metric
Responsible Party
VP Student Life,
Dean of Students
Initiative 3.a.ii. Make the University a model for Title IX Compliance.
26
e Catholic University of America Strategic Plan
Action Item 3.a.iii.1.
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.
Metric
Percentage of rst- and second- year
students in traditional housing
Responsible Party
VP Student Aairs,
AVP Facilities,
Campus Ministry
Action Item 3.a.iii.2.
Provide the right amount of nontraditional housing stock to
meet the needs of third- and fourth-year students that will
contain support facilities fostering independent living.
Metric
Percentage of third- and fourth- year
students in nontraditional housing
Responsible Party
VP Student Aairs,
AVP Facilities
Initiative 3.a.iii. Provide on-campus housing for all undergraduate students who want it.
Action Item 3.a.iv.1.
Task Housing Services, Student Affairs, and Alumni Relations
with developing a database of near-campus housing options
for all student populations.
Metric
Development of near-campus housing
database
Responsible Party
VP Student Aairs,
Director of Housing
Services, Director of
Alumni Relations
Action Item 3.a.iv.2.
Establish a roommate matching system to link new incoming
students.
Metric
Establishment of roommate matching system
Responsible Party
VP Student Aairs,
Director of Housing
Services
Initiative 3.a.iv. Explore housing needs for graduate students through near-campus accommodations.
Action Item 3.a.iv.3.
Determine the type of housing all students, both lay and
clerical, would find attractive so that a feasible business
model may function.
Metric
Report on housing types for lay and
clerical students
Responsible Party
VP Student Aairs,
Executive Director of
Housing Services
Action Item 3.a.v.1.
Develop a student and faculty/staff mentoring program
to target at-risk students by early intervention.
Metric
Annual Report of Student Aairs regarding
establishment of mentoring program;
outcomes assessment
Responsible Party
Dean of Undergraduate
Studies, Dean of Students
Action Item 3.a.v.2.
Metric
Annual attrition rate;
student satisfaction survey
Responsible Party
Dean of Undergraduate
Studies, Dean of Students
Formalize and expand processes for the identification, outreach,
and support for students who are at risk for attrition.
Action Item 3.a.v.3.
Improve institutional assessment with regard to retention
factors by creating a survey to be distributed to students at the
conclusion of their freshman and sophomore years. Design
survey to evaluate critical factors related to student retention,
and incentivize survey completion to drive up response rates.
Metric
Number/percentage of completed surveys
Responsible Party
Dean of Undergraduate
Studies, Dean of Students
Initiative 3.a.v. Support a more holistic undergraduate experience through continuing collaboration of Academic
Aairs and Student Life.
Action Item 3.a.ii.5.
Increase transparency in the student disciplinary process and
prevention
efforts for sexual violence by publishing an annual
Title IX report.
Metric
Annual Title IX Report
Responsible Party
Title IX Coordinator
27
e Catholic University of America Strategic Plan
Action Item 3.a.v.4.
Enhance support and engagement opportunities
for underrepresented minority students and
international students.
Metric
Annual Report of Student Aairs regarding
engagement of minority students and
international students
Responsible Party
VP Student Aairs
Action Item 3.a.v.5.
Develop a staff response team and protocol to assist
those students affected by another student’s tragedy
or an emergency.
Metric
Creation of sta response team
and protocol
Responsible Party
VP Student Aairs, Dean
of Students, Director of
Campus Ministry
Objective 3.b.
Strengthen support for career preparation.
Responsible Party
VP for Student Aairs
Action Item 3.b.i.1.
Increase institutional resources committed to career
development and placement.
Metric
Annual reports of Career Services
regarding placement numbers, internships,
employer outreach, and networking
Responsible Party
VP Student Aairs
Action Item 3.b.i.2.
Expand career counseling, support, and opportunities (jobs
and internship fairs, position postings, individual counseling,
etc.) for students, to include more comprehensive services for
freshmen and sophomores, with the goal of strengthening links
between advising, major selection, and the value of earning a
degree from Catholic University.
Metric
Annual reports of Career Services
Responsible Party
VP Student Aairs
Initiative 3.b.i. Strengthen the Oce of Career Services.
Action Item 3.b.i.3.
Expand collaboration between Career Services and
Academic Advising.
Metric
Annual reports of Career Services
Responsible Party
VP Student Aairs, Dean
of Undergraduate Studies
Action Item 3.b.i.4.
Develop database of internships/research opportunities and
points of contact in Career Services.
Metric
Creation of research opportunity database
Responsible Party
VP Student Aairs, CIO
Tech Services
Action Item 3.b.i.5.
Establish a formal relationship between Career Services and
Alumni Relations to allow for students to network and/or find
employment through alumni.
Metric
Annual Report of Student Aairs regarding
relationship between Career Services and
Alumni Relations
Responsible Party
VP Student Aairs,
Director of Career
Services, Director of
Alumni Relations
Action Item 3.b.1.6.
Develop collaborations between Athletics and Sports
Management for internships.
Metric
Number of internships
Responsible Party
Dean of Business and
Economics, AVP Athletics
Action Item 3.b.ii.1.
Maintain accurate and up-to-date databases with alumni
contact information and career progress.
Metric
Accurate and up-to-date databases
Responsible Party
VP Advancement,
VP Finance, CIO
Tech Services
Initiative 3.b.ii. Utilize sta and alumni resources for student mentoring.
28
e Catholic University of America Strategic Plan
Action Item 3.c.i.1.
Convene a task force to develop and implement a five-year plan
to expand recreation space and participation opportunities on
campus that ensures the athletic facilities remain at a competitive
level in Division III. 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.
Metric
Annual Report of Student Aairs regarding
establishment of Task Force; Master Plan
Responsible Party
AVP Athletics, VP Student
Aairs, VP Finance,
AVP Facilities
Action Item 3.c.i.2.
Provide the proper facilities (showers, lockers, etc.) in the health
and fitness center to increase access for commuter students
Metric
Annual Report of Finance regarding facilities
in health and tness center; Master Plan
Responsible Party
VP Finance, AVP Facilities
Action Item 3.c.i.3.
Relocate administrative functions and non-student-related
facilities from the Pryzbyla Center to other buildings to allow
for expanded student engagement opportunities.
Metric
Annual Report of Student Aairs and
Finance regarding Pryzbyla Center future;
Master Plan
Responsible Party
VP Student Aairs, VP
Finance, AVP Facilities
Initiative 3.c.i. Address the shortage of recreational facilities.
Initiative 3.d.i. Encourage and support a healthy balance between academic, athletic, and other cocurricular activities
for students.
Objective 3.d.
Develop and maintain thriving competitive, recreational,
and wellness programs that are reective of the mission of
the University.
Responsible Party
VP Student Aairs, Associate VP for
Athletics,
Executive Director Housing, Pryzbyla
Center
Management, and Recreation
Action Item 3.d.i.1.
Create cocurricular standards for elements of health and
wellness, including nutrition and exercise.
Metric
Annual Report of Athletics regarding health
and wellness elements in the curriculum
Responsible Party
VP Student Aairs
Action Item 3.d.i.3.
Take steps to increase the number of participants in
cocurricular programs known to retain students at high
levels (Campus Ministry and Athletics).
Metric
Number/percentage of students
participating in Athletics and Campus
Ministry events
Responsible Party
VP Student Aairs,
Director of Campus
Ministry
Action Item 3.d.i.4.
Continue to build student center activities linked to
Washington, as both a living laboratory and a venue for fun.
Metric
• Annual Report of Student Life regarding
o-campus events
• Number/percentage of students
participating in on-campus
activities annually
Responsible Party
VP Student Aairs,
Dean of Undergraduate
Studies, Director of
Campus Ministry
Action Item 3.d.i.2.
Foster a culture of participation, particularly for
undergraduates, ranging from campus cultural events
to sports.
Metric
• Annual Report of Student Life regarding
undergraduate participation in
campus events
• Number/percentage of students
participating in on-campus
activities annually
Responsible Party
VP Student Aairs, AVP
Athletics, Director of
Campus Ministry
Objective 3.c.
Develop and maintain comprehensive oerings
of cocurricular and extracurricular programs and
opportunities for students.
Responsible Party
VP for Student Aairs,
Director of Campus Ministry
29
e Catholic University of America Strategic Plan
Action Item 3.d.ii.1.
Sustain diverse athletic offerings as a signature statement.
Metric
• Percentage of students in diverse athletics
programs
• Number of athletics programs
Responsible Party
AVP Athletics, VP
Enrollment Management
Action Item 3.d.iii.1.
Enhance fund-raising and external engagement in the
Athletic Department.
Metric
Annual Report of Athletics regarding
athletic booster programs
Responsible Party
VP Development, AVP
Athletics, Director Alumni
Relations
Action Item 3.d.iii.2.
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.
Metric
Annual Report of Athletics regarding
continued nancial maintenance of
facilities and varsity programs
Responsible Party
AVP Athletics, AVP
Facilities, VP Finance
Initiative 3.d.ii. Develop 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.
Initiative 3.d.iii. Utilize the athletic program as a vehicle to increase student engagement, fund-raising opportunities,
and alumni involvement with the University.
30 e Catholic University of America Strategic Plan
31
e Catholic University of America Strategic Plan
Strategic Goal 4
Offer a demanding, efcient, productive, and rewarding work environment.
Objective 4.a.
Improve competitiveness in salaries and benets
for faculty and sta.
Responsible Party
VP for Finance, Provost
Action Item 4.a.i.1.
Upgrade staff salary model provided by Mercer and include
benefits update.
Metric
Completed update
Responsible Party
AVP Human Resources
Action Item 4.a.i.3.
Using the Mercer model, update staff and faculty salary grade
model to be reflective of current compensation market, and
keep the models updated.
Metric
CUA average annual sta salary action
compared to market index; CUA average
annual faculty salary action compared to
Higher Ed index
Responsible Party
AVP Human Resources,
VP Finance
Action Item 4.a.i.4.
Examine and resolve gender pay inequalities among
the faculty.
Metric
Analysis of faculty pay by gender
Responsible Party
Provost
Action Item 4.a.i.2.
Develop a performance management system that includes
post-tenure reviews, which 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.
Metric
Implementation of performance
management system
Responsible Party
AVP Human Resources,
Provost, other VPs
Initiative 4.a.i. Engage a compensation study that supports a ve-year plan aimed at achieving more competitive
recruitment and retention of faculty and sta.
Action Item 4.a.ii.1.
Expand transit benefits to encourage the use of public transit
and reduce the amount of vehicular parking on campus.
Metric
Number of student and sta vehicles
registered on campus
Responsible Party
AVP Human Resources,
Director of Public Safety
Action Item 4.a.ii.2.
Evaluate flex-scheduling and telecommuting for work hours
to increase educational and service volunteering opportunities
for faculty and staff.
Metric
Benchmark/survey results
Responsible Party
AVP Human Resources,
Provost, other VPs
Action Item 4.a.ii.3.
Conduct a benefits survey of faculty and staff to determine
opportunities to enhance alternative 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.
Metric
Benchmark/survey results
Responsible Party
AVP Human Resources,
Provost, other VPs
Initiative 4.a.ii. Develop a total compensation package, which includes salary, typical fringe benets, and creative
benet options (i.e., ex-time, job sharing, access to facilities, public transit incentives, etc.).
32
e Catholic University of America Strategic Plan
Action Item 4.b.i.1.
Develop diversity goals and selection standards.
Metric
EEOC Annual Report (as derived from
Armative Action Plan)
Responsible Party
AVP Human Resources
Action Item 4.b.i.2.
Create a report that focuses on the University’s progress
toward reaching its diversity goals and standards, addressing
representation of Latino, African American, and Eastern
Rite Catholics.
Metric
EEOC Annual Report (as derived from
Armative Action Plan)
Responsible Party
AVP Human Resources
Initiative 4.b.i. Evaluate diversity status in terms of job categories.
Action Item 4.b.ii.1.
Review recruitment sources and practices with the goal of
expanding diversity.
Metric
Number of new recruitment sources
Responsible Party
AVP Human Resources,
Provost
Action Item 4.b.ii.2.
Explore, identify, and implement diverse recruitment
strategies to support CUA’s diversity goals.
Metric
Number of new recruitment sources
Responsible Party
AVP Human Resources,
Provost
Action Item 4.b.iii.3.
Identify and implement support roles where HR can add value
to the staff recruitment process
Metric
EEOC Annual Report
Responsible Party
Provost, other VPs
Action Item 4.b.iii.4.
Develop databases of housing options in the metro area for
new faculty, as well as nearby child care options.
Metric
Annual Report of Human Resources
regarding faculty housing
Responsible Party
AVP Human Resources
Initiative 4.b.ii. Review recruitment strategies for optimal outreach.
Action Item 4.b.iii.1
Institute annual review of staff development programs as part
of Annual Human Resources Review (AHRR) process.
Metric
Annual Report of Human Resources
regarding sta development review
Responsible Party
AVP Human Resources
Action Item 4.b.iii.2.
Identify and implement support roles where HR can add value
to the faculty recruitment process.
Metric
Number of new faculty recruited through
HR avenues
Responsible Party
Provost, AVP Human
Resources
Initiative 4.b.iii. Examine possibilities for grow-your-own programs for developing future faculty and sta.
Objective 4.b.
Ensure diversity in faculty and sta recruitment
and hiring.
Responsible Party
Provost, VP for Finance
Objective 4.c.
Review and assess internal business processes for
opportunities to operate more eectively and eciently.
Responsible Party
VP for Finance, All VPs
33
e Catholic University of America Strategic Plan
Action Item 4.c.i.1.
Launch comprehensive review of all administrative functions
to eliminate waste and promote effectiveness and efficiency.
Metric
Productivity benchmarks and quality
measures against the baseline
Responsible Party
Provost, VP Student
Aairs, VP Finance, VP
Enrollment Management
Action Item 4.c.i.2.
Create a report focusing on vendor diversity.
Metric
Percentage of vendors from
underrepresented groups
Responsible Party
AVP Finance
Action Item 4.c.i.3.
Utilize existing technology to streamline business processes.
Metric
Annual Report of Finance regarding
business processes
Responsible Party
VP Finance, CIO Tech
Services
Initiative 4.c.i. Explore creative solutions leveraging existing strengths and assets.
Action Item 4.c.ii.1.
Identify partners, alliances, or entrepreneurs available to
produce new and approved support services.
Metric
Annual Report of Finance regarding
support services
Responsible Party
VP Finance, CIO Tech
Services
Action Item 4.c.ii.2.
Evaluate operational options, such as outsourcing with
distinctive partners.
Metric
Annual Report of Finance regarding
operational options
Responsible Party
VP Finance, CIO Tech
Services
Initiative 4.c.ii. Develop strategic alliances to aect operating eciencies.
Action Item 4.d.i.1.
Identify and implement social functions for faculty and staff
Metric
Number of participants at faculty and sta
functions
Responsible Party
AVP Human Resources
Action Item 4.d.i.2.
Assess establishing a faculty and 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.
Metric
Annual Report of Facilities regarding
faculty and sta club
Responsible Party
AVP Facilities, Provost,
VP Finance
Initiative 4.d.i. Improve access to recreational and tness facilities, particularly for faculty and sta.
Action Item 4.d.ii.1.
Investigate partnering with nearby accredited child care
center, which students and employees could consider for their
child care needs.
Metric
Annual Report of Human Resources
regarding child care options
Responsible Party
AVP Human Resources
Action Item 4.d.ii.2.
Identify recruitment strategies specific to family support needs
Metric
Benchmark peer schools
Responsible Party
AVP Human Resources,
Provost
Initiative 4.d.ii. Consider the development of family-friendly infrastructure for graduate students, faculty, and sta,
including child care.
Objective 4.d.
Strengthen faculty and sta morale.
Responsible Party
Provost, other VPs
34
e Catholic University of America Strategic Plan
Action Item 4.d.ii.3.
Create database of family services, such as child care,
babysitters, and housing. Also provide information on
other services available in neighboring University area.
Metric
Benchmark peer schools
Responsible Party
AVP Human Resources
Action Item 4.d.ii.4.
Consider family leave and family-friendly tenure
track options.
Metric
Report by ad hoc committee on family-
friendly policies and Academic Senate
action
Responsible Party
Provost
Action Item 4.d.ii.5.
Consider reestablishing child care services on campus and
introducing housing for graduate students and faculty
families.
Metric
Report by ad hoc committee on family-
friendly policies and feasibility review by
HR and Finance
Responsible Party
Provost, VP Finance, VP
Student Aairs
Action Item 4.d.iii.1.
Create secure online faculty and staff directory with phone
numbers, office locations, and ID photos.
Metric
Creation and utilization of directory
Responsible Party
CIO Tech Services,
Director of Public Safety
Action Item 4.d.iii.2.
Have quarterly update or town hall meetings open to all
faculty, staff, and students
Metric
Number of town hall meetings conducted
annually
Responsible Party
Provost, other VPs
Action Item 4.d.iii.3.
Evaluate current communication tools and methods for
effectiveness
Metric
Benchmark peer schools
Responsible Party
President’s Oce,
AVP Marketing and
Communications
Initiative 4.d.iii. Explore ways to improve communication and information exchange between the administrative
oces and academic programs, faculty, and students.
Action Item 4.d.iv.1.
Establish secure employee-only area of University website for
alerts, newsletters, best practice sharing, tools, guides, forms,
and policies.
Metric
Employee-only section website
Responsible Party
AVP Marketing and
Communications, CIO
Tech Services
Action Item 4.d.iv.2.
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.
Metric
Employee-only emails on specic units
or initiatives
Responsible Party
AVP Marketing and
Communications, CIO
Tech Services
Initiative 4.d.iv. Expand the University’s website for an “employee-only” section to promote connectedness.
Action Item 4.d.v.1.
Expand the existing commUNITY committee to include
additional faculty and staff representing core constituency
groups throughout the University.
Metric
Membership list of committee
Responsible Party
VP Student Aairs,
Provost
Initiative 4.d.v. Bolster morale through the commUNITY committee.
35
e Catholic University of America Strategic Plan
Action Item 4.d.v.2.
Through the commUNITY committee, develop ideas for
bolstering faculty and staff morale; promoting civility, respect,
and kindness; and strengthening the sense of community
throughout campus.
Metric
Annual Report of commUNITY committee
Responsible Party
VP Student Aairs,
Provost
Action Item 4.e.i.1.
Investigate the feasibility of implementing a structured
mentoring/coaching program to facilitate career development
and progression for junior/new staff members
Metric
Recommendation on program structure
Responsible Party
AVP Human Resources
Action Item 4.e.i.2.
Develop and implement a mentoring program for professional
and leadership-level employees.
Metric
Number of mentors/coaches; program
participants
Responsible Party
AVP Human Resources
Action Item 4.e.i.3.
Create an onboarding (group) program for new employees
that is more than a one-day orientation experience, but
an ongoing process that helps new employees understand
the culture and expectations of the University.
Metric
Recommendation on program structure
Responsible Party
AVP Human Resources
Initiative 4.e.i. Utilize faculty, sta, and alumni talent to forge mentoring relationships.
Action Item 4.e.ii.1.
Develop and implement succession planning strategy
and process for “key” leadership roles (academic and
nonacademic).
Metric
Annual Report regarding succession planning
Responsible Party
Provost, other VPs
Action Item 4.e.ii.2.
Identify training/development goals for CUA.
Metric
Annual Report of Human Resources
regarding training goals
Responsible Party
AVP Human Resources
Action Item 4.e.ii.3.
Develop and implement a supervisor/manager training
program for existing and aspiring managers.
Metric
Number of managers trained annually
Responsible Party
AVP Human Resources
Action Item 4.e.ii.4.
Incorporate principles of succession planning, along with the
performance evaluation process, into a comprehensive AHRR.
Metric
Annual Report of Finance regarding
succession planning
Responsible Party
VP Finance, AVP Human
Resources
Action Item 4.e.ii.5.
Enhance performance feedback by integrating 360 and
multi-rater feedback into performance evaluation process.
Metric
Annual Report of Human Resources
regarding performance feedback
Responsible Party
AVP Human Resources
Initiative 4.e.ii. Establish succession plan and career development paths toward career mobility, including education
requirements, mentoring, and experience levels.
Objective 4.e.
Improve sta development programs.
Responsible Party
Associate VP for Human Resources
36
e Catholic University of America Strategic Plan
Action Item 4.e.iii.2.
Strive to meet the Indoor Environmental Quality requirements
of LEED.
Metric
Number of LEED-certied buildings on
campus
Responsible Party
AVP Facilities, VP Finance
Action Item 4.e.iii.3.
Develop space allocation standards for workplaces.
Metric
Dened space allocation standards by
employee class
Responsible Party
VP Finance, AVP
Facilities, Provost
Action Item 4.e.iii.4.
Develop a standard furniture palette able to be semi-tailored
for each work environment.
Metric
Develop in conjunction with Action Item
4.e.iii.3. eort
Responsible Party
VP Finance, AVP
Facilities, Provost
Action Item 4.e.iv.1.
Develop manager training seminars on mentoring, coaching,
and managing the workforce.
Metric
Number of mentors/coaches; number of
program participants
Responsible Party
AVP Human Resources
Action Item 4.e.iv.2.
Develop and implement online mandatory training for all
employees (similar to current FERPA training).
Metric
Number of mandatory online courses
required for all employees
Responsible Party
AVP Human Resources
Initiative 4.e.iv. Develop standardized training programs, departmental and HR related, for all employees.
Action Item 4.e.iii.1.
Adopt American Society of Heating, Refrigeration and
Air-Conditioning Engineers (ASHRAE) 90.1 as a standard
baseline for all new construction and renovation projects.
Metric
Annual Report of Facilities regarding
ASHRAE standards; Master Plan
Responsible Party
VP Finance, AVP Facilities
Initiative 4.e.iii. Develop standardizations in work environment, including things like soware.
37
e Catholic University of America Strategic Plan
38 e Catholic University of America Strategic Plan
39
e Catholic University of America Strategic Plan
Strategic Goal 5
Use our distinctive identity as a basis for securing the resources needed to fund this Strategic Plan.
Objective 5.a.
Build up world-class advancement capability.
Responsible Party
VP for Advancement
Action Item 5.a.i.1.
Metric
Key hires
Responsible Party
VP Advancement, AVPs
for Advancement
Attract and hire school-based gift officers to build major gifts
fund-raising capacity.
Action Item 5.a.i.2.
Build central advancement staff to support program revenue
growth (advancement services, prospect research, planned
giving, annual giving, alumni relations, communications,
stewardship, principal gifts).
Continue to augment central services to support fund-raising
growth institution-wide.
Metric
Key hires
• Sta size
• Growth in programs, outreach, and fund-
raising totals
Responsible Party
VP Advancement, AVPs
for Advancement
Initiative 5.a.i. Implement school-based model and strengthen central services in order to right-size University
Advancement in support of a comprehensive capital campaign.
Action Item 5.a.i.3.
Develop campaign plan and institutional priorities.
Metric
• Quiet phase began with FY16
(rst counting yr.)
• Priorities congured with cabinet, deans,
faculty, and trustee input
• Counting and crediting guidelines
established
• Over three quiet-phase scal years, build
major gi prospects from 450 to 2,000
in anticipation of campaign public phase
(2018 or 2019)
Responsible Party
VP Advancement
Action Item 5.b.i.1.
Develop and maintain a working model for centralized
marketing at Catholic University.
Metric
Increase in undergraduate enrollment from
fall 2016 benchmark (available before Oct.
1, 2016, to the end of the current plan)
Responsible Party
AVP Marketing and
Communications
Action Item 5.b.i.2.
Integrate student recruitment communications using all
appropriate channels (print, electronic, web, social media, and
advertising) to differentiate Catholic University in the marketplace
Metric
Growth in visits to the University website;
growth inquiries, campus visits, and
applications from prospective students
Responsible Party
AVP Marketing and
Communications, Dean of
Undergraduate Admissions
Objective 5.b.
Grow the undergraduate applicant pool size and quality to
increase undergraduate enrollment.
Responsible Party
VP of Enrollment Management
Initiative 5.b.i. Improve University’s visibility through integrated marketing strategy anchored by a new website and
branding campaign.
40
e Catholic University of America Strategic Plan
Action Item 5.b.ii.1.
Grow student search, including the targeting of high school
sophomores, to support the increased national recruitment
of future classes.
Metric
• Size of the student search campaign
(currently, approximately 200,000) and
the number of inquiries and applications
that can be tracked to the search campaign
• Size of the rst-year applicant pool
(benchmark for fall 2016 is 5,927)
Responsible Party
Dean of Undergraduate
Admissions
Action Item 5.b.ii.2.
Broaden recruitment travel in targeted regional and national
markets to counteract the reduction in high school graduates
in the Northeast.
Metric
Increase in the number of high school visits
and college fairs attended by members of the
admission counseling sta or by alumni
volunteers
Responsible Party
Dean of Undergraduate
Admissions
Action Item 5.b.ii.3.
Increase outreach and communications efforts specifically
targeted to secondary school counselors and parents.
Metric
• Development of a communications plan
specically for parents of prospective
students
• Increase in campus visits from school
counselors
Responsible Party
Dean of Undergraduate
Admissions
Initiative 5.b.ii. Grow undergraduate applicant pool size.
Action Item 5.b.ii.4.
Develop a comprehensive strategy for the admission and
support of international students.
Metric
Increase in rst-year and overall international
undergraduate enrollment and retention
(benchmark is fall 2016 enrollment data –
available by Oct. 1)
Responsible Party
Dean of Undergraduate
Admission, Provost, Chair
of University Retention
Committee
Action Item 5.b.iii.1
Refine the holistic review of new applicants to the University
Metric
Continued evaluation of 2015-2016 review
process and adjustments as needed
Responsible Party
Dean of Undergraduate
Admissions
Action Item 5.b.iii.2.
Develop financial assistance strategies to position Catholic
University as an affordable first-choice destination.
Metric
Meeting a higher percentage of need for
rst-year students and increasing the
percentage of the enrolling class that had
their full needs met (fall 2016 benchmarks
will be available by Oct. 1)
Responsible Party
VP Enrollment
Management and
Marketing
Action Item 5.b.iii.3.
Study the impact of reducing or eliminating merit-based
scholarships on new student enrollment and retention of each
student’s demonstrated need.
Metric
• A comprehensive review of the current
strategy and policies, followed by the
development of new strategies and policies
• Aer implementation, impact on
new student yield and continuing
student retention
Responsible Party
VP Enrollment
Management and
Marketing, AVP
Institutional Research
Initiative 5.b.iii. Enhance process of evaluating and admitting new applicants.
41
e Catholic University of America Strategic Plan
Action Item 5.b.iii.4.
Improve materials provided to admitted students to assist
in their enrollment decisions and to help them build early
connections to the University. Enhance and unify the post-May
1 communication plan for deposited students.
Metric
e development of a unied
communications plan that carries forward
from the initial oer of admission to the
arrival at Orientation
Responsible Party
AVP Marketing and
Communications, Dean of
Undergraduate Admissions,
Dean of Students
Action Item 5.b.iv.1.
Study the impact of a revised continuing student financial aid
policy, to meet the same percentage of need rather than a fixed
dollar amount, with the goal of improving affordability for
returning students.
Metric
• A comprehensive review of the current
strategy and policies, followed by the
development of new strategies and policies
• Aer implementation, impact on
continuing student retention
Responsible Party
VP Enrollment
Management and
Marketing, AVP
Institutional Research
Action Item 5.b.iv.3.
Through the Office of the Registrar, partner with Institutional
Research and the University’s Retention Committee to develop
data benchmarks to identify attrition trends and opportunities
for early intervention.
Metric
Development of a retention “dashboard”
to include key variables of student data
(registration trends, academic performance)
to inform retention strategies
Responsible Party
AVP Enrollment Services;
AVP Institutional
Research, Chair of the
University Retention
Committee
Action Item 5.b.iv.2.
Use technology and marketing to educate and benefit
returning students in the area of financing college costs,
including financial assistance, parent financing, and
payment options.
Metric
Development of website content and a specic
communications plan to increase student and
parent information, ranging from nancial
assistance to payment planning
Responsible Party
AVP Marketing and
Communications, AVP
Enrollment Management
Systems and Student
Financial Assistance, AVP
Enrollment Services
Initiative 5.b.iv. Reduce attrition of enrolled students due to nancial considerations.
Action Item 5.c.i.1.
Define position descriptions for grant-writing support
Metric
Submission of position description
Responsible Party
Associate Provost
Sponsored Research, AVP
HR
Action Item 5.c.i.2.
Purchase grant administration/management software
Metric
Successful implementation of soware
Responsible Party
Associate Provost
Sponsored Research, CIO
Tech Services
Action Item 5.c.i.3.
Expand responsibility of research administration structure
to include foundation funding for research; add professional
capacity in University Advancement in corporate and
foundation relations.
Metric
• Establish foundation funding
• Sta allocation in Advancement, schools
• Revenue increase
Responsible Party
Provost, VP Advancement
Action Item 5.c.i.4.
Conduct comprehensive review of how the University conducts
research and what would be required to significantly increase
the overall level of research.
Metric
Completion of review by University’s
research administrative entity
Responsible Party
Provost, VP Advancement
Initiative 5.c.i. Explore additional support sta with expertise in grant-writing support, budget development,
grants accounting, and media 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.
42
e Catholic University of America Strategic Plan
Action Item 5.c.ii.1.
Develop CUA research publication in both print and digital
for external distribution.
Metric
Publication of CUA research
Responsible Party
AVP Marketing and
Communications, Associate
Provost for Research
Action Item 5.c.ii.2.
Provide incentives for faculty to sponsor annual regional,
national, and international conferences.
Metric
• Number of new and continuing regional,
national, and international conferences
held annually
• Number of new and continuing incentivized
regional, national, and international
conferences held annually
Responsible Party
Provost
Initiative 5.c.ii. Increase the University’s academic and research prole.
Action Item 5.c.ii.3.
Sponsor graduate and undergraduate student research prizes.
Metric
• Creation of graduate and undergraduate
student research prizes, including criteria
for participation
• Annual distribution of graduate and
undergraduate student research prizes
Responsible Party
Provost, Associate Provost
Sponsored Research, Dean
of Graduate Studies, Dean
of Undergraduate Studies
Action Item 5.c.ii.4.
Utilize the University website and all types of media, print,
radio, TV, and electronic marketing campaigns to have wide-
reaching impact on diverse audiences.
Metric
Annual Report of Marketing and
Communications regarding marketing
campaigns
Responsible Party
AVP Marketing and
Communications
Action Item 5.c.ii.6.
Increase lobbying efforts through professional associations
Metric
Annual Report of Provost regarding lobbying
Responsible Party
Provost, School Deans
Action Item 5.c.ii.7.
Promote endowed chairs in the priorities for fund-raising.
Metric
• 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)
Responsible Party
Provost, VP University
Advancement
Action Item 5.c.ii.5.
Increase local outreach as well as outreach to such external
constituencies as the USCCB, nonprofits, federal agencies, and
embassies.
Metric
• Annual number/funding amount of
continuing local research collaborations
engaged by University faculty
• Annual number/funding amount of new
local research collaborations
Responsible Party
Associate Provost
Sponsored Research
Action Item 5.c.i.5.
Establish grant-writing workshops for faculty, staff, and
students.
Metric
• Creation of grant-writing workshops
• 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
Responsible Party
Associate Provost
Sponsored Research
Change proportion of current indirect return distribution
to increase return to faculty labs in order to reinvest in
research programs.
Change proportion of current indirect return distribution
to increase return to faculty labs in order to reinvest in
research programs.
Establish policy that matches teaching load with the return on
higher research productivity.
Change proportion of current indirect return
distributionCh to increase return to faculty labs in order
to reinvest in research programs.
Change proportion of current indirect return
distributionCh to increase return to faculty labs in order
to reinvest in research programs.
43
e Catholic University of America Strategic Plan
Action Item 5.c.iii.1.
Develop collaborative ties with local and regional laboratories,
industry, nonprofits, and embassies to support research
activities, and explore the creation of cross-disciplinary
research institutes.
Metric
• Annual number/funding amount of
continuing local research collaborations
engaged by University faculty
• Annual number/funding amount of new
local research collaborations
• orough review and consideration of
whether to establish cross-disciplinary
research institutes.
Responsible Party
Associate Provost for
Research
Action Item 5.c.iv.1.
Establish a Research Excellence Committee whose role is to
review potentially impactful initiatives.
Metric
Establishment of Research Excellence
Committee
Responsible Party
Associate Provost
Sponsored Research
Initiative 5.c.iii. Develop a plan of incentives to support inter- and multidisciplinary research. Introduce an
entrepreneurial culture for research collaboration.
Initiative 5.c.iv. Consider seed funds to support self-sustaining interdisciplinary research centers.
Action Item 5.c.iv.2.
Solicit from interdisciplinary faculty teams research proposals
with high-impact potential to be reviewed by the Research
Excellence Committee for funding.
Metric
• Number of research proposals reviewed
annually by the Research Excellence
Committee
• Number of research proposals granted
seed funding annually by the Research
Excellence Committee
Responsible Party
Associate Provost
Sponsored Research
Action Item 5.c.v.2.
Change proportion of current indirect return distribution
to increase return to faculty labs in order to reinvest in
research programs.
Metric
• Annual number and amount of sponsored
research proposals submitted (entire
University and by discipline)
• Annual number and amount of sponsored
research awards received (entire
University and by discipline)
• Annual amount of sponsored research
expenditures (entire University and
by discipline)
Responsible Party
Associate Provost
for Research
Associate Provost
for Research
Associate Provost
for Research
Action Item 5.c.v.3.
Establish policy that matches teaching load with the return on
higher research productivity.
Metric
• Annual number/percentage of faculty
receiving teaching load benet
• Annual number and amount of sponsored
research proposals submitted and received
by faculty receiving teaching load benet
Responsible Party
Provost
Provost, Associate Provost
Sponsored Research
Initiative 5.c.v. Incentivize research productivity.
Action Item 5.c.v.1.
Explore policies on faculty workload distribution to support
research productivity.
Metric
Annual Report of Provost regarding faculty
workload
Responsible Party
Provost, School Deans
44
e Catholic University of America Strategic Plan
Action Item 5.c.vi.1.
Require a unit-based plan of research support that is inclusive
of undergraduates, graduates, and faculty.
Metric
Submission of research support plan
Responsible Party
Provost, Associate Provost
for Research, Deans
of Undergraduate and
Graduate Studies, relevant
school deans
Action Item 5.c.vi.2.
Incorporate undergraduate research into curricula under
measurable milestones (e.g., capstone projects).
Metric
• Number/percentage of research-related
undergraduate projects
• Number/percentage of students completing
research related to projects annually
Responsible Party
Dean of Undergraduate
Studies, relevant
School Deans
Initiative 5.c.vi. Provide opportunities for all undergraduates to participate in research and the arts.
Action Item 5.c.vi.3.
Develop and coordinate research opportunities and funding to
support students.
Metric
Dene how undergraduate research
will be supported
Responsible Party
Dean of Undergraduate
Studies, Associate Provost
for Research, relevant
school deans
Action Item 5.c.vi.4.
Establish collaborative learning centers that allow students
and faculty the opportunity to work informally outside the
classroom.
Metric
Creation of centers
Responsible Party
Provost, Dean of
Undergraduate Studies,
relevant school deans
Action Item 5.c.vi.5.
Establish a University Research Day that would include
undergraduates, graduates, and faculty members.
Metric
Number/percentage of students and faculty
participating in research day annually
Responsible Party
Associate Provost
for Research, relevant
school deans
Action Item 5.c.vi.6.
Develop funding sources to support summer undergraduate
internships.
Metric
Number/percentage of undergraduates
participating in funded and unfunded
summer internships
Responsible Party
Dean of Undergraduate
Studies, Associate Provost
for Research, relevant
school deans
Action Item 5.c.vi.7.
Establish/develop on-campus summer housing options for
interns.
Metric
Number/percentage of undergraduate
summer interns living on campus during
the summer
Responsible Party
VP Student Aairs, Dean
of Undergraduate Studies
Action Item 5.c.vi.8.
Seek and reward external grants to support summer research
internships (e.g., NSF and REUs).
Metric
• Number/dollar amount of external
grants used to support summer
research internships
• Number/percentage of undergraduate
research internships supported by
external funding
Responsible Party
Dean of Undergraduate
Studies, Associate Provost
for Research, relevant
school deans
Action Item 5.c.v.4.
Develop proposal for a Center of Teaching Excellence to
support research on innovative pedagogy and dissemination
of best practices.
Metric
Proposal to address goals, structure, and
necessary resources
Responsible Party
Provost
The Catholic University of America Strategic Plan
e Catholic University of America Strategic Plan
The Catholic University of America Strategic Plan
45
e Catholic University of America Strategic Plan
Action Item 5.c.vi.10.
Increase internships annually (internal/external funding)
over the next five years.
Metric
• Number/percentage of undergraduates
participating in funded and unfunded
internships
• Number/percentage of undergraduates
participating in funded internship
opportunities
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans, Associate Provost
for Research
Action Item 5.c.vi.11.
Integrate student involvement in research and service-learning
projects into curriculum.
Metric
Number/percentage of undergraduates
participating in research as a part
of curriculum
Responsible Party
Dean of Undergraduate
Studies, relevant school
deans
Action Item 5.c.vi.9.
Establish process that supports researchers to link/match
undergraduate students as candidates to participate in
research.
Metric
Number/percentage of students matched
with researchers
Responsible Party
Dean of Undergraduate
Studies, Associate Provost
for Research, relevant
school deans
OF AMERICA
UNIVERSITY
CATHOLIC
THE
