Becoming Extraordinary 2015 is a strategic plan and financial forecast that represents a commitment by St. Bonaventure University’s Board of Trustees and administration to guide the University through what is predicted to be an unprecedented period of change and challenge for higher education.
The St. Bonaventure University Board of Trustees calls for improved performance in a number of key areas: increased enrollments, increased retention, discount rate reduction, increased net tuition revenue, student quality stability, increased fundraising, increased endowment performance, increased other revenues, and increased productivity and efficiency – including student learning outcomes. While attempting to achieve positive change in all of these areas nearly simultaneously is an enormous undertaking, all of the goals have been informed by careful analysis, and none represents an unsubstantiated “hope.”
In summary, this plan and forecast calls for us to be driven by the principles of the Franciscan tradition that promote right relationships with each other and the world around us. In doing so, we will ensure the tradition will continue to be promulgated the world over in significant ways by those whose lives are affected by St. Bonaventure University.
We will accomplish these goals by focusing during the next five years on:
I. Becoming an institution of choice for those seeking an extraordinary learner-centered education
Implement undergraduate academic program offerings in areas of appropriate intersection between demand, student interests and needs, mission, core competencies, and financial capacity.
Develop post-baccalaureate program offerings and infrastructure to foster growth in enrollment and engagement of adult learners.
Continue to develop students who are confident and creative communicators; collaborative learners and team members; innovative problem solvers; and lifelong learners who are respectful of themselves, others and the diverse world around them.
Develop and sustain a faculty & staff, programs, services and facilities whose central focus is the engagement, learning, development and success of all students.
Continue to use assessment to improve student learning and all areas of institutional effectiveness.
Continue to strengthen our commitment to the University’s Catholic Franciscan heritage by ensuring that “mission” is an integral dimension of academic life, student life, and our shared community experience.
II. Significantly increasing and strategically shaping enrollments
Recruit and retain increasing numbers of qualified freshmen, transfer and graduate students.
Continue to use statistical modeling and best practices to leverage financial aid to both maximize net tuition revenue and enrollment.
Continue the development and implementation of a plan for integrated marketing communications, with a focus on the quality and distinctive characteristics of a St. Bonaventure University education.
III. Maintaining stable, healthy finances through revenue growth and disciplined financial management
Develop the structures of University advancement to promote increased success in annual restricted and unrestricted giving.
Pursue discretionary program net revenue sources to support strategic initiatives and provide operating budget relief.
Continue to implement strategically focused resource allocation budgeting to sustain strategic priorities.
IV. Aligning faculty and staff compensation with market benchmarks, in fulfillment of goals
Develop and implement a plan to appropriately compensate University faculty and staff based on external benchmarks, in recognition of contributions to the fulfillment of the University’s mission and realization of its strategic priorities.
Review and revise faculty and staff evaluation process and tools to ensure alignment with mission and strategic priorities.
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