VI. A Strategic and Agile Institution
Higher education, like every other enterprise in our society, faces new levels of skepticism and scrutiny and growing calls for accountability and transparency. While Fordham does not have to answer to a legislature in the way that many of our public sector peers do, we must prove on daily basis that we possess keen foresight and that we are good stewards of our families’ and donors’ hopes and expectations. Finding new efficiencies, diversifying revenue sources, and expanding our philanthropic circle are all within our reach—if we embrace a culture of innovation, entrepreneurship and thoughtful risk-taking.
A. Create a Sustainable Business Model
- Prepare a sustainable long-range financial plan aligned with this Strategic Framework that minimizes tuition increases and includes targets for new income from sponsored research, current-use gifts, endowment funds, and capital campaigns.
- Reach broader, more diverse populations of students and increase tuition revenue by implementing new course delivery methods and revisions to the academic calendar—including a winter session, enhanced summer session, and short-term courses where appropriate—that attract new applicants, improve utilization of the physical plant, and rationalize course scheduling.
- Strengthen the University’s marketing, branding, communication, and promotion.
- Evaluate and possibly restructure schools, colleges, academic programs, administrative units, and staff deployment to align with the University’s mission, facilitate collaborative curricular offerings, create financial opportunities, and advance institutional identity.
- Develop and implement operational policies and programs that promote environmental sustainability and the good stewardship of Fordham’s resources.
- Build a culture of innovation, entrepreneurship, and thoughtful risk-taking throughout the University.
B. Build a Strong, Dynamic Technology Infrastructure
- Invest in the University’s infrastructure to ensure robust and flexible support for technology-enabled learning, research, institutional communications, and informed decision making.
- Ensure that all departments and schools have adequate access to the technology support necessary to enhance collaboration among faculty, students, staff, and departments.
- Design and implement electronic systems that will streamline administrative processes, strengthen connections across schools and units, and move the University toward simpler, more efficient, and paperless operations.
C. Design and Implement a Transparent, Inclusive, Continuous Planning Process
- Establish guidelines for the development and widespread sharing of strategic plans by each major academic and administrative unit, provide mechanisms for collaborative planning by schools and departments, and ensure congruence with this Strategic Framework.
- Implement continuous planning in ways that maximize transparency, enhance widespread engagement, and incentivize inter-unit cooperation.
- Develop metrics and measure annual progress in achieving University and unit-level strategic objectives and take appropriate corrective action to address deficiencies and unforeseen complications.