Strategic Pillar 4: Strengthen Resources to Fulfill Mission

We must take bold steps forward to retain and develop a strong faculty, staff, and Board of Trustees; diversify and expand income streams beyond revenue generated through tuition; and significantly enhance technology and campus facilities. Through plant and technology investments, the University conveys that it is a quality institution focused on the student of the future; this will create an aesthetic experience for students that will strengthen enrollment and contribute to marketing efforts. 随着社会从COVID-19危机中复苏，并解决围绕种族正义和公平的重大问题，强有力和有效的治理对于应对圣家族大学和所有大学将面临的挑战将比以往任何时候都更加重要. 讲述我们基于对“家庭”的承诺的真实故事将支持新的和更强大的筹款, contribute to the growth of annual giving, enhance the attraction of new students, and focus on marketing strategy.

A. 我们将通过更强的校友参与，为十大网络彩票平台大全教育的独特和变革方面打上品牌，以区分“家庭文化”, financial support, and recruitment of new students.

• 创建新的项目，培养所有学生在学校期间对大学的支持，并作为校友参与和终身支持大学.
• Engender alumni pride in the University and foster lifelong loyalty, 一部分是通过表彰和肯定前受奖人的基础经验，并提供机会庆祝前受奖人的成就. 庆祝和沟通大学如何为已经授予的学位增加价值.
• 确定并利用提供最佳机会的机会，将学生和校友聚集在一起，以获得双方满意的结果，可能包括网络, mentoring, and other shared events for interaction, celebration, and collaboration.
• Establish an innovative outreach program to build the donor base at every level, 与失去联系的前受奖人重新接触，并以大使和朋友培养者的身份增加保管委员的参与.
• 将大学的年度基金增加到大学运营预算的一定百分比，并与行业标准保持一致.
• 确保大学做好“活动准备”，以确保所需资源落实策略愿景.
• Seek financial support for endowed professorships, deanships, and chairs to provide additional support for teaching and research.

B. We will strengthen and expand data driven decision-making and transparency.

• 建立收集分析和决策所需数据的机构能力，并在所有重大大学决策中战略性地使用数据.
• Build HFU capacity to employ data in creating a culture of continuous improvement.
• Ensure data reliability and quality as well as use of standard definitions and calculation methods; enhance data visualization capacity for clarity and to promote transparency.

C. We will enhance faculty, staff, and trustee excellence.

• 每年分配足够的专业发展基金，以支持教师和员工在战略确定的领域扩大他们的知识和技能.
• Identify and support attendance in key leadership development programs for faculty and staff.
• 投资于董事会发展，以确保管理的最佳实践，并提高受托人对当前高等教育问题的了解.
• 增加对教师奖学金的承诺，加快教师对学生研究的参与.
• Establish a program to attract prominent scholars for short-term engagements at the university.

D. We will improve campus facilities to enhance the overall student experience, support academic programming, student life, enrollment, and community involvement.

• 制定一个五年计划，以实施总体规划中的建议，优先考虑以学生为中心的区域，包括食堂, lounges, and common areas.
• 研究和规划“未来的教室”，建立各种教室类型的实施标准. Consider both on campus and online classroom needs.
• 实现学生学习和高效业务运营所需的最佳技术水平，并分配年度预算以确保持续支持.
• 注重“外观吸引力”，以传达大学的实力并反映其天主教传统.
• 通过增加社区访问，确定如何从校园设施中开发新的收入来源.

E. We will strengthen Holy Family University’s leadership through best-practice governance.

• 为董事会委员会制定最佳做法，并通过未来的任命支持管治委员会加强董事会, evaluations, and best practices.
• 加强董事会与行政部门合作进行战略性和创新性对话的方式，推动大学向前发展.
• 让教师更充分地参与他们的管理结构，以激励围绕课程的创新思维, faculty service to the external community, and around major campus issues.
• 以适当的方式让学生参与到董事会和教务委员会中来.
• Ensure that all governance bodies apply “lessons learned” from the recent global pandemic, the global response to racial injustice and inequity, 以及他们对教育和行政政策的讨论中任何未来的变革动力
• and practice.

F. 我们将通过精心设计的营销和传播计划来支持本计划中的所有举措.

• 通过我们对家庭文化的承诺，作为区分和区别的一点，重新想象和实施圣家族大学的新公众形象.
• Strategically market Holy Family University as a high-quality, affordably priced, relationship-driven institution that prepares students for meaningful lives and careers.
• Promote the strengths and attributes of the faculty and their teaching, research, and expertise; our campus-community connections; our relationships with a strong alumni network through integrated messaging campaigns.