OFFICE OF THE PRESIDENT
2023–2028 2023-2028
STRATEGIC PLAN 2023-2028
CONTENTS
04 STRATEGIC PLAN
14 UNIT STRATEGIC PLANS
26 PRESIDENTIAL GOALS
PREAMBLE Regis University’s strategic plan draws on our mission statement and builds on the tremendous history that has led us to the present moment. It will enable us to imagine new priorities and initiatives to continue providing a transformative education at “the frontiers of faith, reason and culture.” This University plan will inspire further specification in plans developed by five major units of the University: Strategic Enrollment Management; Advancement; Academic Affairs; Student Affairs and Mission, enabling us to embrace a culture of planning and action. An operational plan will be developed to align human, fiscal and physical resources to support unit goals. Qualitative and quantitative measures will track institutional progress.
Committee members: LaToya Braun; Marta Brooks; Rev. Kevin Burke, S.J.; Jay Campisi; Heidi Eigsti; Ashley Fricks-Gleason; Bryan Hall; Daniel Justin; Kimberly Kemp; Carrie Maffoni; Molly Marrin; Judit Olah; Kecia Pedrett Leland; Josef Rill; Pat Schlanger; Samit Shah; Brook Thompson; Sheryl Tirol; Jonnia Torres Carolan; Sandy Wojciehoski and Justin Zuiker 4 | Regis University
STRATEGIC PLAN FOUNDATIONAL ELEMENTS AND THEMES This plan builds upon three foundational elements of our history and apostolic identity: (1) the mission; (2) transformative and excellent education; and (3) the responsibility to be financially and ecologically sustainable. These elements can be restated as three foundational themes:
With respect to our mission “to build a more just and humane world”, Regis is committed to: •
deepening its “Ignatian spirituality of Christian discipleship” and its openness to “the sacred in all human cultures”
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sustaining and growing a diverse, equitable and inclusive community of care
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laboring “for a transformed world and renewed ecosystem”
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realizing our aspiration to excel as an Hispanic Serving Institution
With respect to the transformative and excellent education that we provide and continue to deepen, Regis educates students who have cultivated habits of paying attention to the world around them, of reasoning in clear and critical ways, of reading widely and deeply, of communicating effectively, of listening generously to others, of exploring their own depths reflectively and openly, of generously helping others (especially those most in need), of caring for the health of our planet, and of always practicing gratitude. With respect to financial sustainability, Regis understands its responsibility to exercise Ignatian discernment in its stewardship of the resources entrusted to us by our students and their families, our donors, and our friends. Regis also recognizes that financial sustainability requires us to strive for the ecological sustainability of our planet. The exercise of discerning financial responsibility depends upon the informed care and talent of leaders working in each college and every unit of the University. These elemental and interwoven themes provide the bedrock upon which we build the pillars of our strategic plan and nurture an ongoing University planning environment. Strategic Plan 2023–2028 | 5
PILLARS OF THE 2023-2028 REGIS UNIVERSITY STRATEGIC PLAN This University Strategic Plan is built upon three pillars that in turn support and inform all our unit/divisional plans and shorter-term operational planning. The following are the pillars, along with the objectives, that actualize our institutional planning:
As the destination for Hispanic-Serving Jesuit Catholic education in the Rocky Mountain region, Regis University is a national leader in innovative academic excellence and inclusive experiential learning centered around our Jesuit mission. We are companions who recognize that individual transformation becomes our collective strength as we together build “a more just and humane world.” As an employer of choice, Regis University attracts and retains top talent. This is accomplished through a dynamic and committed attention to its Hispanic-serving identity and Jesuit Catholic mission, a tradition of scholarship, and a nimble work environment. Regis is dedicated to fostering a healthy and joyful work environment that results from a diverse and inclusive community that promotes employee growth, well-being, and work-life balance. This community of dedicated and empowered employees provides a sustainable and transformative education to its students near and far. As a trusted community partner, a “people for and with others,” Regis aspires to partner with our communities to share our mission in ways that advance inclusion and belonging while ensuring that we have the resources to flourish together.
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PILLAR 1:
REGIS UNIVERSITY IS THE DESTINATION FOR HISPANIC-SERVING JESUIT CATHOLIC EDUCATION IN THE ROCKY MOUNTAIN REGION Regis University is a national leader in innovative academic excellence and inclusive experiential learning centered around our Jesuit mission. We are companions who recognize that individual transformation becomes our collective strength as we together build “a more just and humane world.” OBJECTIVES
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Regis will continue to grow as a recognized, academically excellent community of learners who are formed by Ignatian spirituality to be responsible to each other and directed toward transforming society and renewing our ecosystem.
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Distinctively rooted in its Jesuit Catholic tradition, Regis will increasingly be an educational destination for students who seek curricula informed by Ignatian pedagogy and a holistic and transformative experience in preparation to go forth as discerning persons who live their authentic vocations in solidarity with others.
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As one of two Association of Jesuit Catholic Universities (AJCU) designated Hispanic-Serving Institutions, Regis will remain committed to cultivating a community dedicated to accompanying, educating, empowering, and addressing the evolving needs of historically marginalized populations.
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Regis will be committed to equitable academic outcomes, full participation in the student experience, and developing anti-racist critical thinkers and leaders who engage global socioecological issues.
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PILLAR 2:
REGIS UNIVERSITY IS AN EMPLOYER OF CHOICE Regis University attracts and retains top talent. This is accomplished through a dynamic and committed attention to its Hispanic-serving identity and Jesuit Catholic mission, a tradition of scholarship, and a nimble work environment. Regis is dedicated to fostering a healthy and joyful work environment that results from a diverse and inclusive community that promotes employee growth, well-being, and work-life balance. This community of dedicated and empowered employees provides a sustainable and transformative education to its students near and far. OBJECTIVES
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In alignment with the Jesuit commitment to the sacred dignity of all individuals, Regis University will aspire to care for its employees by responding to units’ needs, offering flexible work environments, competitive salary and benefits packages, wellness resources, and an inclusive, diverse culture.
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In its commitment to fostering the well-being of all, Regis will uphold an environment in which every member of our community is treated with respect and dignity, and where speech and actions that align with this principle are encouraged.
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Regis University will commit to inclusive hiring practices and to fostering every employee’s development and success by implementing a comprehensive lifecycle approach to employee recruitment, retention, and growth.
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Regis University will aim to cultivate a strong, visionary leadership culture that influences and inspires every aspect of our workforce; a style of leadership animated by an Ignatian ethos of deep listening, collaboration, and communal discernment.
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Regis University will strive to nurture a lively, engaging, and environmentally sustainable work environment by hosting enriching, eco-friendly employee activities; supporting mission leave activities, and promoting a unifying, healthy, and enjoyable workplace culture.
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PILLAR 3:
REGIS UNIVERSITY IS A TRUSTED COMMUNITY PARTNER As people for and with others, Regis aspires to partner with our communities to share our mission in ways that advance inclusion and belonging while ensuring that we have the resources to flourish together. OBJECTIVES
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Regis will join with religious and secular institutions and non-profit organizations to develop programming focusing on the excluded and economically disadvantaged in our community.
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As a Jesuit Catholic university open to the sacred in all human cultures, Regis will be in relationship with the Society of Jesus and the Catholic Church, other religious traditions and groups, and secular organizations that share our mission.
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Regis will strive to expand institutional partnerships that support further sharing our mission to generate new revenue and opportunities for our students.
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Regis will aspire to improve connections between the surrounding neighborhoods and the University that promote shared goals while increasing our visibility.
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Regis will promote positive relationships with elected government representatives and agencies, community organizations, and leaders at all levels that promote human rights and advance justice.
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Regis community members will share their diverse stories of living the Regis mission with alumni, donors, and the public to demonstrate that we are a trustworthy investment.
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UNIT
STRATEGIC
PLANS This section outlines the key strategic plans and initiatives for the various academic units and support units within the university. University departments have developed detailed strategic unit plans that are aligned with and support the overarching university strategic plan and academic priorities.
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UNIT STRATEGIC PLAN
STRATEGIC ENROLLMENT MANAGEMENT The Strategic Enrollment Management (SEM) Plan provides goals and objectives to guide recruitment and financial aid efforts over the current and next three fiscal years. It offers context, measurable objectives aligned with strategies, assigned actions, and clear timelines to ensure progress toward achieving goals. GUIDING PRINCIPLE Student Success Is Everyone’s Responsibility ENHANCE TRADITIONAL STUDENT RECRUITMENT
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Goal 1: Increase Regis University exposure in high schools in Colorado
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Goal 2: Continued focus on student engagement
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Goal 3: Enhance community college partnerships and outreach
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Goal 4: Expand out-of-state recruitment
POST-TRADITIONAL ENROLLMENT EXPANSION
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Goal 1: Targeted enrollment increase in Anderson College of Business and Computing
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Goal 2: Expansion and support to meet demand for health care programs
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Goal 3: Conduct market analysis for post-traditional programming demand
CATHOLIC AND JESUIT HIGH SCHOOL PARTNERSHIPS
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Goal 1: Increase enrollment from Catholic and Jesuit high schools
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Goal 2: Concierge service experience for Catholic high school partnerships
CULTIVATE GLOBAL DIVERSITY
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Goal 2: Expand global awareness and partnerships
Goal 1: Provide unmatched prospective, applicant and deposited student experiences
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Goal 3: Domestic international recruitment
Goal 2: Produce highly impactful, authentic messaging and collateral
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Goal 4: Streamlined international admissions and on-ground program offerings
Goal 3: Expand digital marketing efforts to boost lead generation and conversions
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Goal 4: Increase organic traffic and lead generation acquisition through regis.edu
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Goal 5: Market perception study
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Goal 1: Increase international student enrollment
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BRAND VISIBILITY AND RECOGNITION
SUSTAINABILITY AND AFFORDABILITY
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Goal 1: Increase net tuition revenue and decrease discount rate
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Goal 2: Continue enrollment growth and affordability based on FAFSA simplification
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Goal 3: Increase affordability through strategic aid packaging
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Goal 4: Control tuition discount and increase net tuition revenue on athletes
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UNIT STRATEGIC PLAN
UNIVERSITY ADVANCEMENT Aligned with Regis University’s strategic plan, the outlined goals and objectives aim to guide the Office of University Advancement in maximizing resources and securing philanthropic support through major and transformational gifts over the next three fiscal years. FUNDRAISING
STEWARDSHIP
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Goal 1: Build pipeline for major and transformational gifts
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Goal 1: Ensure that donors feel appreciated and connected
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Goal 2: Rebuild, stabilize and grow the gift planning program as a hub of philanthropic activity
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Goal 2: Develop and maintain hightouch plans for giving societies
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Goal 3: Ensure that major donors understand and feel the impact of their premium investments in Regis
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Goal 4: Collaborate with campus partners to improve experiences of scholarship donors
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Goal 5: Celebrate the completion of the Manifest Magis campaign
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Goal 3: Grow unrestricted giving to enable a nimble, responsive operational budget and build a robust pipeline of major gift prospects Goal 4: Identify, cultivate, engage and solicit corporate and foundation funders
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Goal 5: Enhance the ability to receive and manage federal grants
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Goal 6: Operationalize Salesforce and Marketing Cloud investments to set and measure fundraising success
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COMMUNICATIONS
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Goal 1: Support fundraising strategies of University Advancement leadership Goal 2: Offer consistent, brand- and mission-aligned communications to catalyze philanthropic engagement within Regis University Goal 3: Promote Regis as a trusted leader, influencer and partner in the local community; across Metro Denver and Colorado; throughout the West; and within other realms that connect to Regis’ mission and values Goal 4: Attainoperational excellence to improve service to University Advancement partners and measure success of communications initiatives and measure fundraising success
CULTURE, TEAM AND MISSION
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Goal 1: Recruit and retain staff who exemplify University Advancement’s excellence, values and shared vision
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Goal 2: Grow and sustain an inclusive, positive professional culture
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Goal 3: Invest in technology, tools, and environments that support and empower employees to be and do their best
ALUMNI ENGAGEMENT
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Goal 1: Meet alumni where they are
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Goal 2: Develop engagement and communication strategies that reflect Regis alumni interests, preferences and impact
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Goal 3: Evolve signature programming to align with alumni interests and intentional engagement strategies
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Goal 4: Attain operational excellence to improve service to Advancement partners and measure success of engagement initiatives
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Goal 5: Promote Regis as a workplace of choice among alumni
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Goal 6: Prepare students to be alumni
SERVICES AND TECHNOLOGY
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Goal 1: Fully implement premium CRM and associated applications to radically improve efficiency, data management and reporting streamline communications and integrate crosscampus functions
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Goal 2: Collaborate with campus partners to synthesize data, maximize impact and improve outreach
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Goal 3: Collaborate with campus partners on clear and concise data governance policies Strategic Plan 2023–2028 | 19
UNIT STRATEGIC PLAN
ACADEMIC AFFAIRS This is a 3-year academic plan that recognizes the rapidly changing landscape of higher education and aims to set priorities to ensure Regis University’s sustainability through exceptional teaching, student experience, faculty scholarship, community outreach, and commitment to servingness and justice. OPERATIONAL AND CULTURAL TRANSFORMATION
STUDENT EXPERIENCE AND ENGAGEMENT
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Goal 1: Flatten Academic Affairs administration, creating shared leadership.
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Goal 1: Enhance support for international students, and increase and improve international articulations.
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Goal 2: Establish program portfolio optimization process.
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Goal 3: Build university academic community through shared supports, policies, systems.
Goal 2: Increase support for career development, community networking, and experiential/field-based learning experiences.
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Goal 3: Develop programming related to Laudato Si’, imbed mindfulness, trauma-informed skills into curriculum/ support.
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Goal 4: Increase non-degree programming, Regis undergrads matriculating to graduate programs, articulations with partner institutions, enrollment of transfer/adult/unique student populations.
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Goal 4: Standardize hiring practices.
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Goal 5: Collaborate with Strategic Enrollment Management (SEM) on recruitment, yield, scholarships.
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STUDENT EXPERIENCE AND ENGAGEMENT (CONTINUED)
Goal 5: Increase sense of belonging, innovate ways to improve student navigability and time to completion.
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Goal 6: Increase retention and graduation rates, lower/eliminate equity gaps.
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Goal 7: Expand reach and service of The Learning Commons.
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Goal 8: Increase utilization of multimodal and online learning, develop cross-college programs.
FACULTY DEVELOPMENT, DIVERSITY AND SCHOLARSHIP
COMMUNITY IMPACT
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Goal 1: Develop community/corporate/ educational enrollment relationships.
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Goal 2: (Re)Engage with Jesuit Worldwide Learning (JWL) and Jesuit Refugee Services (JRS).
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Goal 3: Develop community/corporate collaborative academic partnerships.
SERVINGNESS AS A HISPANIC-SERVING INSTITUTION (HSI)
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Goal 1: Ensure HSI status is visible in key identifiers.
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Goal 2: Adapt assessment strategies to understand and serve diverse populations.
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Goal 1: Develop support for faculty international engagement.
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Goal 2: Offer continuous professional development opportunities.
Goal 3: Increase compositional diversity of students, faculty, staff, administrators.
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Goal 3: Enhance commitment to diversity and cultural competence.
Goal 4: Provide anti-oppressive education training and community building.
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Goal 4: Increase part-time faculty engagement, support, development.
Goal 5: Establish a HSI Task-Force to pursue HSI goals.
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UNIT STRATEGIC PLAN
STUDENT AFFAIRS In crafting our strategic plan for the university, it’s essential to acknowledge that student affairs will be integrated into the Provost, Senior Vice President and Chief Financial Officer units. The co-curricular integration embodies a holistic perspective, understanding that each facet of a student journey is interconnected symbiotically. In total, the integration underscores our commitment to fostering a cohesive educational and operational experience.
SAFETY AND WELLBEING
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Goal 1: Facilitate the safest environment by by enhancing systems, establishing a Safety Advisory Council, implementing CPED strategies, fostering community policing, and creating a public awareness plan
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Goal 2: Expand wellbeing cultivation programs and services by promoting a caring culture, ensuring cultural responsiveness, and integrating services for coordinated care
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ENGAGEMENT, EQUITY AND BELONGING
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Goal 1: Promote engagement and connection by innovating communication, enhancing pathways from recruitment to graduation, sustaining affinity groups, expanding Living/Learning Communities, fostering campus pride, and integrating career engagement
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Goal 2: Cultivate inclusion by embedding equity in programs, implementing restorative practices, creating inclusive spaces for diversity, and embracing a serving philosophy to excel as a Jesuit Hispanic Serving Institution
CULTURE OF PROFESSIONALISM, ACCOUNTABILITY AND APPRECIATION
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Goal 1: Steward resources and develop new initiatives by fostering trust and effective stewardship through transparency and efficiency, creating financial plans for housing, dining, and events, increasing housing occupancy annually, expanding the Follett Equity Access Book Program, and evaluating facilities to establish a long-term capital improvement and sustainability plan Goal 2: Regularly review and development by resourcing staff effectively, strategizing division-wide professional development, supporting field scholarship, strengthening professional relationships, increasing program impact awareness, and promoting staff engagement in university-wide activities Goal 3: Foster an appreciation culture supporting positive staff experiences by cultivating recognition, integrating equity and justice concepts, and elevating staff visibility through awards and professional engagement
COLLABORATIONS AND PARTNERSHIPS
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Goal 1: Leverage partnerships for an integrated student journey by cultivating relationships with the local Latine/Latinx community and collaborating with the Student Journey Team
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Goal 2: Foster vendor relationships reflecting the Laudato Si commitment by co-creating sustainability principles, committing to environmental and economic sustainability in purchasing, and sourcing from minority and womenowned businesses when possible
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Goal 3: Cultivate fundraising opportunity partnerships by forming cross-campus development initiatives and develop a long-term fundraising strategy
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Goal 4: Establish employer/external partnerships contributing to student success by strengthening partnerships with outside employers and alumni and increasing opportunities to connect students with resources
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UNIT STRATEGIC PLAN
MISSION AND MINISTRY This Unit Plan outlines the goals and strategies of the Office of Mission and Ministry at Regis University, developed in conjunction with the University’s Strategic Plan.
FOUNDATIONAL MISSION
STUDENT DESTINATION
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Goal 1: Offer opportunities for Regis employees to engage with Ignatian Spirituality through the Ignatian Spirituality Program (ISP).
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Goal 1: Assist in hiring for mission and introducing new faculty to Ignatian Pedagogy through the Manresa for Faculty Program.
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Goal 2: Convene a process to articulate a “Theology of Regis as a Jesuit Catholic University for the 21st Century” (TU21).
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Goal 2: Serve Regis students by accompanying them in exploring faith, spirituality, and social justice through various initiatives.
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Goal 3: Support Regis’s development as a Hispanic Serving Institution (HSI) in partnership with the Office of Diversity, Equity, and Inclusive Excellence (ODEIE).
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Goal 3: Accompany Latine students in the integration of the university’s goals around becoming an HSI.
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Goal 4: Provide critical Mission support in the areas of integral ecology and ecological spirituality as part of the Laudato Si’ Action Plan.
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EMPLOYER OF CHOICE
TRUSTED COMMUNITY PARTNER
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Goal 1: Introduce new staff members to the mission through the Manresa for Staff Program.
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Goal 1: Nurture the Catholic identity of Regis University locally and more broadly.
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Goal 2: Work with Colleges and Departments to enhance and support their mission effectiveness through tailored workshops and unit planning.
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Goal 2: Serve the pastoral needs of the Regis Worshipping Community while remaining transparent about limitations.
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Goal 3: Promote Mission Leave opportunities for all employees.
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Goal 4: Provide intermediate and advanced programming in Ignatian spirituality and theology for faculty, staff, and trustees.
Goal 3: Assist the university in growing relationships with the Society of Jesus locally, nationally, and globally.
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Goal 4: Collaborate with Alumni Engagement to serve the spiritual needs of Regis alumni.
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Goal 5: Deepen relationships with local and national civic communities, particularly through the development of Regis Village.
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PRESIDENTIAL
GOALS 26 | Regis University
O1 ALIGNED WITH THE INSTITUTIONAL PLANNING ENVIRONMENT, IMPLEMENT THE STRATEGIC, UNIT AND OPERATING PLANS
02 REGIS AS A DESTINATION FOR JESUIT CATHOLIC EDUCATION
03 REGIS AS AN EMPLOYER OF CHOICE
04 REGIS AS A TRUSTED COMMUNITY PARTNER
05 REGIS VILLAGE Strategic Plan 2023–2028 | 27
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01 ALIGNED WITH THE INSTITUTIONAL PLANNING ENVIRONMENT, IMPLEMENT THE STRATEGIC, UNIT AND OPERATING PLAN AS FOLLOWS •
Strategic Plan (Fall 2023)
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Academic, Advancement, Mission, Strategic Enrollment Management and Student Affairs plans (Winter 2024)
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Operational plan for fiscal year 2025 (Spring 2024)
02 REGIS AS A DESTINATION FOR JESUIT CATHOLIC EDUCATION •
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Operate an effective senior leadership team that brings diverse skills, experiences, and perspectives to make informed decisions and inspire the campus community to achieve common goals and deliver organizational success Maintain institutional fiscal stability
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Implement the three-year enrollment plan - meet enrollment goals and improve retention and graduation rates
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Implement the comprehensive program review process
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Implement co-curricular (student affairs) initiatives that support a sense of belonging and engagement Strategic Plan 2023–2028 | 29
03 REGIS AS AN EMPLOYER OF CHOICE •
Complete and launch Compensation Study 2.0
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Launch a comprehensive review of employee benefits
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Implement a comprehensive faculty and staff development program and annual performance review plan
04 REGIS AS A TRUSTED PARTNER •
Engage with city, state, non-profits, and industry leaders in community planning and participation
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Announce quarterly, six-figure gift
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Promote and embrace a culture of philanthropy across the Regis community that will first stabilize and then grow participation
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Ensure that the development reflects the essence and character of a separate but connected and supportive Regis University community
05 REGIS VILLAGE •
Secure rezoning
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Select development partners
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OFFICE OF THE PRESIDENT president@regis.edu 303.458.4190 | 800.388.2366 x4190 32 | Regis University